What role does ethics play in leadership Do you believe that some p.pdf

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What role does ethics play in leadership? Do you believe that some people abuse it? Why or why not? Provide examples. Solution his is extremely interesting territory. Organisations and people within organisations rarely if ever demonstrate a homogeneous mix of ethical values, but they do have to function. Ask the question. How will the Iraq even create a temporary framework to govern given that it seeks to balance such disparate issues? History tells us that we compromise because the alternatives are often far worse. Pragmatism becomes the order of the day and I think that this is a pattern that is repeated in corporations. Organisations function according to their perception of how they need to respond to the power of the circumstances around them. There is a behavioural bottom line for organisations which should not be crossed (ethical considerations embodied in the law) but, there is a vast array of other ethical issues that may or may not be taken on board. They are generally only taken on board when it is perceived that the short term self interest of the company matches the ethical value. Organisations then present different images to their stakeholders to maximise the warm glow that they project. Profit to the shareholders. Respect me vibes to the institutions. We work for our workforce vibes to employees and their supporters. All these images conflict and one of the key roles of leadership (setting the agenda) is to ensure that this conflict is managed and the business machine does not slow down. Those leaders who have gone through the processes of: 1. Learning to lead and manage themselves. 2. Developing a clear understanding their values and goals. 3. Learning to lead and motivate others. 4. Learning how to apply leadership strategically. will manage without falling off the horse. It is unlikely however, that they will lead on ethics even if their standpoint is ahead of their company\'s minimal position. They are more likely to gratefully respond to what the social consensus seeks to make imperative..

3. Learning to lead and motivate others.
4. Learning how to apply leadership strategically.
will manage without falling off the horse.
It is unlikely however, that they will lead on ethics even if their standpoint is ahead of their
company's minimal position.
They are more likely to gratefully respond to what the social consensus
seeks to make imperative.

CASE STUDY ANALYSIS The case study analysis has been a method of teaching students how to use critical thinking and analysis skills and to develop organizational and communication skills. In practice, a case study is a written record and analysis of the events that occurred at a particular company. The details of each case vary; however, most cases consist of information about the company or project; goals, strategies, and challenges faced; and results and/or recommendations. Case studies have a particular benefit in management research. When you analyze a case, you are learning about real-life problems that occur in organizations and businesses. You will have the opportunity to observe and analyze the steps that managers and leaders have taken, and then put your managerial problem solving skills to work. This is your opportunity to recommend potential alternatives not mentioned in the case, based on your reading and experiences. Typically, the process of analyzing a case study is as follows: • Read the case thoroughly before you try to analyze. You may have to read the case a few times to understand what has occurred. Take notes as you are reading. • Identify and prioritize the organizational problems in the case. You can also determine strengths and weaknesses of the organization at this time. Do not let personal issues and opinions blur your judgment. Look at the issues from on objective point of view as if you were the manager. • Be analytical, not descriptive. What this means is to analyze what is going based on the theories in the text and how it applies to the case; not merely a description or recap of the case. • Identify possible solutions. Determine how to implement solutions including how to communicate the solutions within the organization. • Give yourself enough time to write and proofread! Some tips to remember when conducting case study analysis: • Consider the company’s background (founding, structure, and growth). These factors may carry significant weigh in the case. • Examine the competition within the industry. Perhaps some of the issues involved in the case relate to the overall business environment in a particular sector. Consider whether outside sources affect the case in a significant manner • Examine the case from various levels of analysis, e.g., corporate, business, and task levels. The level of analysis depends on the depth of description available for the case in the readings. Analyze the case on as many levels possible. • Evaluate the structure, change, hierarchy, reward systems, conflicts, and other issues important to the company. • Make sure that your recommendations are based on the readings and theories that are pertinent to the case. Each recommendation must be supported. Case studies allow the student to act as a consultant analyzing organizational development and behavioral issues. Students should consult expert opinion as well as bein ...

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1 Gareth Morgan’s Organisational Metaphors PER S PEC TI V ES O N OR GA N I S A T I O N S Our interpretations of organisations are always based on some sort of theory to explain reality (Morgan). Many ideas about organisations and management are based on a small number of taken for granted beliefs and assumptions. Organisations are complex and can be understood in terms of several perspectives. People who are inflexible only see organisations in terms of one of these metaphors, but people who are open and flexible and suspend judgement are able to recognise several perspectives, which open up several rather than only a single possibility for dealing with organisations and their problems. We live in a world that is increasingly complex and deal with complexity by ignoring it. Morgan identifies nine organisational perspectives. 1. The machine view which dominates modern management thinking and which is typical of bureaucracies. 2. The organismic view which emphasises growth, adaptation and environmental relations. 3. Organisations as information processors that can learn (brain metaphor). 4. Organisations as cultures based on values, norms, beliefs, rituals and so on. 5. In political organisations interests, conflict and power issues predominate. 6. Some organisations are psychic prisons in which people are trapped by their mindsets. 7. Organisations can adapt and change, and 8. Some organisations are instruments of domination with the emphasis on exploitation and imposing your will on others. MACHINE ORG AN ISATION S Machines and machine thinking dominates the modern world. People are expected to operate like clockwork by working to certain procedures, rest according to certain rules and repeat that in a mechanical way. Organisations are machines in which people are parts. Machine organisations are tools to achieve the ends of those who own them. Organisations have to adapt to the technology they use and after the Industrial revolution people lost their work autonomy to become specialists in controlling machines. Machine organisations are modelled on the military from which it borrowed ranks and uniforms, standardised regulations, task specialisation, standardised equipment, systematic training, and command language. Bureaucracies produce routine administration in the same way as machines in factories. Machine managers are taught that you can plan for and control organisations and divide organisations in functional departments with precisely defined jobs. Commands are given from the top and travel throughout the organisation in a precisely defined way to have a precisely defined effect. The thrust of classical management theory is that organisations are rational and can be optimised to become as efficient as possible. 2 Machine organisations work well if the task is simple, the environment stable, the task is repetitive, if precision is required, and if humans behave like ...

phase of Appreciative Inquiry, theyengage stakeholders in st.docx

mattjtoni51554

phase of Appreciative Inquiry, they engage stakeholders in structured con- versations that reconnect them with their positive core—success factors and best practices that best explain how and why they’ve been at their best. This search for continuity—a collec- tive articulation of strengths that must be preserved—does four key things to ensure a successful change effort: 1. It creates psychological safety. Ex- pressing, in dialogue with others, those things that have most contributed to our success gives us a sense of belong- ing and being respected. This makes the work setting less threatening before we engage in imagining the future. 2. It creates positive affect, which stimulates a basic orientation toward compassion and concern for the other. Under conditions of positive emotional arousal, people are more future-orient- ed, open to change, and interested in learning and development. 3. It uncovers a cooperative core of practices and behaviors that can be used for future collaborations. Best practices are usually the result of collaborative effort, and remind stakeholders of possibilities inherent in cooperation and col- laboration. When two participants speak to the same collaborative out- comes in a sharing and listen- ing exchange, they confirm the efficacy of their abilities, and begin to imagine greater achievements because they see other stakeholders as more capable as well. 4. It creates a holding environment that encourages experimentation and further exploration. Most resistance to change is misread as disagreement with the preferred solution or as ignorance. It comes from fear of the unknown or a feeling of disruption. Reconnecting with strengths that provide continuity gives people renewed confidence and stability from which they can embrace uncertainty. When people search together for continuity, awareness of the whole system is enhanced. Concern for me gives way to a genuine interest in we. So, begin a change process by asking: What is not going to change? Search for what gives continuity and life to the organization when it is at its very best in order to create positive dialogue, and collaborative connections to better imagine future possibilities and co-create changes to enact the preferred future. LE Ronald Fry is Chair and Professor of Organizational Behavior at Weatherhead Executive Education. Visit www.Case.edu. ACTION: Lead change by managing continuity. Managing Continuity IS YOUR TEAM ONE BIGhappy family? Or maybe you take pride in being a lean, mean, fightin’ machine. These familiar metaphors are used in casual conversation every day to describe business teams. But metaphors are more than mere figures of speech. When understood properly, they are powerful tools for leading teams. A metaphor is the substitution of one word or idea for another. Business competition, for example, is a battleground or an arena. The substitution describes vividly and concisely the essential qual- ities of a thi.

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hyacinthshackley2629

1 2 Final Project Proposal Student Professor Class Info Date Final Project Proposal: Issue of controversy; Leadership In these conceptions, there are problems however the main is defining what is right to the person defining it. Ethical behavior in this projects reflects a valuable system growing out of theological world view based on principles of justice, equity, the rights and needs oneself as well as of others, a sense of duty to the society, and its legitimate needs and standards. Ethical leaders have the moral identity and cognitive moral development that give them special characters. Ethical leadership has various elements of making decisions and acting as well as leading ethically. Ethical leadership is both visible in the sense of how a leader works and treats others, how he behaves in public, his actions and statements: Invisible. In the aspects of the leader’s character, his procedure of decision-making, his mindset, the set of principles and values on which he draws, as well as his courageous ways of deciding during situations(Aristotle, 2014). Discussion of how two or three philosophies or philosophers would describe the roots of the problem It is morally correct to do the right thing even if it brings displeasure to other parties. Kant sees the world in a different perspective indicating that if something is morally good it should not have qualifications but in real life in order to achieve such statue we have to put energy to achieve this statue (Aristotle, 2014). Immanuel Kant moral philosophy has become part and parcel of our daily lives as it is a general alternative to utilitarianism. Ethics are an essential part of the philosophical and intellectual framework used to relate and understand the world. To be a leader one is a role model and this makes it an exception that all leaders ought to be ethical. Ethical leadership models ethical performance in the community and in an organization. Kant’s theory looks to achieve what should be done regardless of the consequence. Moral theory explains that there is no moral event in the world but rather goodwill: the will to do the right thing for the reason of doing the right thing Discussion of the political or ethical theories that are in evidence in the controversy The deontological theory is based on better decision making as persons should follow and adhere to obligations and duties and this will help resolve ethical dilemmas. Leaders are role models (Aristotle, 2014). If you want your organization or initiative – and those who work in it – to behave ethically, then it’s up to you to model ethical behavior. A leader that has a character of ethical behavior is a role model for other organizations as well as the community. Maintaining ethical leadership is vital and it lasts a lifetime Utilitarianism theory seeks to be fair and just because it has the potential to foresee the consequences of an action. To create a role model an organization has to input the right set of skil.

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