(一) ethnocentrism
(二) entrepreneurship
(三) expectancy theory
(四) global sourcing
(五) learning organization
What is Right?
It is often hard for a manager to determine what is “right” and even more difficult to put
ethical behavior into practice. A managers ethical orientation often brings him or her
into conflict with people, policies, customers, or boss. Consider the following dilemmas.
How would you handle them?
A well-liked member of your staff with an excellent record confides to you that he has
Acquired Immune Deficiency Syndrome (AIDS). Although his illness has not affected
his performance, you’re concerned about his future health and about the reactions of
his coworkers. You
tell him to keep you informed about his health and say nothing to his coworkers.
arrange for him to transfer to an area of the organization where he can work alone.
hold a staff meeting to inform his coworkers and ask them how they feel about his
continued presence on your team.
consult your human resources officer on how to proceed.
What is Right?
It is often hard for a manager to determine what is “right” and even more difficult to put
ethical behavior into practice. A managers ethical orientation often brings him or her
into conflict with people, policies, customers, or boss. Consider the following dilemmas.
How would you handle them?
During a reorganization, you’re told to reduce staff in the department you manage.
After analyzing staffing requirements, you realize the job would be a lot easier if two
professionals, who both are over age 60, would retire. You
say nothing and determine layoffs based purely on performance and length of
service.
schedule a meeting with both employees and ask if they’d consider early retirement.
schedule a meeting with all staff and ask if anyone is interested in severance or
early retirement.
lay off the older workers.
What is Right?
It is often hard for a manager to determine what is “right” and even more difficult to put
ethical behavior into practice. A managers ethical orientation often brings him or her
into conflict with people, policies, customers, or boss. Consider the following dilemmas.
How would you handle them?
One of your colleagues has recently experienced two personal tragedies –her husband
filed for divorce and her mother died. Although you feel genuine sympathy for her, her
work is suffering. A report you completed, based on inaccurate data she provided, has
been criticized by management. Your manager asks you for an explanation. You
apologize for the inaccuracies and correct the data.
tell your manager that the data supplied by your colleague was the source of the
problem.
say your colleague has a problem and needs support.
tell your manager that because of your work load, you didn’t have time to check the
figures in the report.
What is Right?
It is often hard for a manager to determine what is “right” and even more difficult to put
ethical behavior into practice. A managers ethical orientation often brings him or her
into conflict with people, policies, customers, or boss. Consider the following dilemmas.
How would you handle them?
Your firm recently hired a new manager who is at the same level you are. You do not
like the man personally and consider him a rival professionally. You run into a friend
who knows your rival well. You discover this man did not attend Harvard as he stated
on his resume and, in fact, has not graduated from any college. You know his supposed
Harvard background was instrumental in getting him hired. You
expose the lie to your superiors.
without naming names, consult your human resources officer on how to proceed.
say nothing. The company obviously failed to check him out, and the lie probably
will surface on its own.
confront the man with the information and let him decide what to do.
What is Right?
It is often hard for a manager to determine what is “right” and even more difficult to put
ethical behavior into practice. A managers ethical orientation often brings him or her
into conflict with people, policies, customers, or boss. Consider the following dilemmas.
How would you handle them?
During a changeover in the accounting department, you discover your company has
been routinely overcharging members for the public for services provided to them.
Your superiors say repayment of charges would wreak havoc on company profits. Your
company is federally regulated, and the oversight commission has not noticed the
mistake. Your bosses say the problem will never come to light and they will take steps
to correct the problem so it never happens again. You
contact the oversight commission.
take the matter public, anonymously or otherwise.
say nothing. It is now in the hands of the bosses.
work with the bosses on a plan to recognize the company’s error and set up a
schedule of rebates that would not unduly penalize the company.
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