1120lecture8or9STUDENTCOPY (1)

7/23/2019 1120lecture8or9STUDENTCOPY (1)

http://slidepdf.com/reader/full/1120lecture8or9studentcopy-1 1/55

MGMT1120: Lecture 8 (Monday) Lecture 9 (Thursday)Leadership – Decision makin

! "thics



#tructure today

• $art 1: %orma& course 'ui (202* minutes)

• $art 2: +ecap,$+#,re-&ection on -irst impression presentations (1* minutes)

• $art .: /rie- &ecture introducin the suect o- interity responsi&e &eadership ! t3o sets o- e4ercises in a ne3 team (50 minutes)

• BREAK: 4.30pm ish

• $art 5: -irst impression presentations ! remainin 6di&emma7 e4ercises in rapid se'uence – ";G hin Lam (<anice) D=> <in ?i (+eecca) $=;G Ts Hon T=;G in @

an (ary) AB;G Michae& $hi&ip (L1) – ";G C3in ei Hector LC Ca @ui (Sweetie) B;G Ce @uan Dalton AB;G J

osephine @>;G Wen Sen (L2)

• $art *: Leadership ! -uture scenario p&annin ! mora& compass surey



!ormal "#i$ time



+ecap

• LM"#:

– 44 posts around 44 themes

• /ui&din 6charisma7 E persona& stories more practice can he&p concise precise c&ear and stron (not &oud and intimidatin) attitude can e important tothis process

• >s 6charisma7 a ood or a ad e--ectie &eader traitF

• harisma test: 3hat do you rememer and ho3 3ou&d you approach it ne4t time – and adice you 3i&& ie the -ie 3ho de&ier the charisma,-irst impression pitch a-ter the

reakF

• The thouhts o- <$ #teenson on this



Top post (Thursday)

• To e up&oaded on Thursday



omp&ete this surey

• . minutes to comp&ete 3e 3i&& return to some o- this at the end o- c&ass



onest >ndependent %or3ard Lookin #e&- ontro&&ed

>nspirin Loya& ompetent =mitious

>nte&&ient Mature %airMinded >mainatie

#traiht-or3ard arin /roadminded Determined

#upportie ouraeous Dependa&e ooperatie

K%&'ES an( %S*ER S&R+E,

-ircle the most important characteristics /or lea(ers



art 3: -o#rse emphasis now sh

i/ts

• to some o- the i contemporary themes that &eaders discuss,3i&& discuss in the -uture

• +esponsi&e &eadership interity sustainai&ity -uture scenario p&annin 3e&&ness



1st theme: responsi2le lea(ership

• Ahat do you understand 6interity7 isF

• De-inition: ein -air appropriate carin persona&,socia& decisions as 3e&& as ood ehaiour and communication as 3e&& as promotin 6ood7 a&ues throuhout an oranisation

• = key part o- e--ectie &eadershipF



Ahat is &eadership ethicsF

• "thics E person7s -undamenta& orientation to &i-e

• Meanin your acts haits and customs ! ho3 they impactother peop&e

• Makin promises you can keepH not deceiinH not misrepresentin -actsH not hidin ha&-truthsH ein accounta&e -or youractionsH re3ard the honest 3ork o- others7

• . 11 secon(ar5 te6t2oo7) 8 9Honest5 is the most import

ant lea(ership al#e. ;t is the sinle most important inre

(ient in the lea(er</ollower relationship=



• pI 109: 6Many &eadership situations are characteried y amiuity uncertainty and een danerI The &eader must e a&e to act in spite o- these -actorsI Many decisions 3i&& re'uire oer comin -ear tr#e lea(ership re"#ires co#rae to act an(

lie 25 one=s conictions=

• $I 115: 6ien po3er 3ithout accountai&ity an indiidua& maydo terri&e deeds that are harm-u& to othersI $eop&e need the a&ues o- a ust society and the oersiht o- 3ise &eaders to o

ern their actionsH other3ise they may enae in se&-ish and destructie ehaior7



o3 important are some o- the interity themes important to youF

• Aith re-erence to the Coues ! $osner surey

• @our resu&ts ne6t wee7



>lo2al Res#lts

onest 89J

%or3ard Lookin K1J

>nspirin 9J

ompetent 8J



ortune 100 Company, Asia Pacific

GLOBAL LEADERS

>nspirin 100J

%or3ard Lookin 92J

onest K2J

ompetent K2J

Determined K2J



;nterit5 increasinl5 important 2

eca#se

• #ee pI 1.2 o- the secondary te4took prison sentences o- 81*0 years -or unethica& =;D i&&ea& actiities

• 5.J o- (#F) companies inc&ude ethics in per-ormance appraisa&

• 2.J hae comprehensie ethics and comp&iance proram



;mportance o/ lea(ership ethics

• 1I +esponse to the hih&y pu&icised corporate scanda&s

– http:,,333IscmpIcom,ne3s,honkon,artic&e,15*181,reportsun-airsa&espracticessure.000FutmsourceEd&rIit!utmmediumEt3itter

• 2I >n response to that a ca&& -or &eadership that has honest

y serice to others and mora& courae



Ahat recent e4amp&es o- corporate,&eader irr esponsii&ity are you a3are o-F

http://www.scmp.com/news/hong-kong/article/1456181/reports-unfair-sales-practices-surge-3000?utm_source=dlvr.it&utm_medium=twitter







What?who are the 9honest= companies an

( lea(ers@

• <ohnson ! <ohnson (they did a -u&& reca&& 3hen they mihtnot hae needed to ecause o- their company ethicsF)

• Genera& "&ectric: -actory production can e suspended i- acore princip&e is io&ated

• >/M – consistent respect -or a&ues (respectin the indiid

ua& iin the est customer serice per-ormin o 3ithe4ce&&ence)

• #tarucksF



ontinued

• Aarren /u--ett – immediate punishment -or &ea&,mora& io&ations (6Lose money -or the -irm > 3i&& e ery understandin: &ose a shred o- reputation -or the -irm > 3i&& e ruth&ess7)



More pro&ematicF

• ;est&e: (see LM"# discussion strand)

– http:,,333IyoutueIcom,3atchFET$@5"<csG5



$+#

• Ahich o- the companies hih&ihted has the most 6interity7F

http://www.youtube.com/watch?v=TPY64EJcsG4





!irst e6ercise

•

Ahich o- these oranisations do you reard as ein 6socia&&yconscious7,7honest7F



;e3 teams

• To e random&y assined at this staeH no more than in a team (there are si4 e4ercises today – need to each take a &ead r o&e once)



What /ollows is an e6ercise on what c

ompan5.

• >s ein hih&ihted ased on the in-ormation presented toyou



ompany F

• hairman o3s to put ethics at the heart o- its usiness• Track record o- supportin c&imate chane initiaties

• Aork e4perience,internship scheme praised

• /est practice in #+ in on Con in 2011

• ue money &aunderin scanda& (Me4ico) (-ined #N1I* i&&ion)

• =ccused o- supportin i&&ea& &oin industry

• Oery poor ratin y customers 3or&d3ide (raded 0 ! 2* out o- 100 -or honesty and ethica& approach in recent C surey o- oranisations in this industry)



Ahich company is thisF

• riticised -or 3ater 3astae• Litt&e 6trick&edo3n7 o- money into &oca& economyH &are&y to ma

naement,stockho&ders

• Tips ended up oin to manaers and emp&oyees

•

Bn&y enaed 3ith -air trade ecause o- consumer pressure• Did not pay C ta4 -rom 20092012

• in'uiry into the company7s ethica& sourcin &aour disputes and enironmenta& ste3ardship prorams



=nd thisF

• $raised y Greenpeace and aron Trust -or their socia& responsii&ity 3ork

•

Good re&ations 3ith supp&iers

• Aon a3ards -or -oundation 3ork in the community

•

Aon #+ a3ards



=nd thisF

• ontinuin inc&usion in the Do3 <ones #ustainai&ity >nde4es -or nine consecutie yearsI

• >n ;oemer 2005 the ; "nironment $roramme (;"$) ranked this company -ourth amon *0 corporate socia& reportersI

• +anked numer t3o in the %T#" .*0 -or their approach to sustainai&ity assurance in the 2010 aron #mart rankin o- assurance practicesI

• ;amed as the /est #ustainai&ity +eport in the %T#" .*0

• Their /iodiersity $artnership and #+T$ proramme 3ere oth reconised ase4amp&es o- est practice in the 2010 report y 6The "conomics o- "cosystemsand /iodiersity7 (T""/) initiatieI

• $&aced in the top three in the 2010 $rice3aterhouseoopers7 /ui&din $u&ic Tr

ust =3ard -or #ustainai&ity +eportin in the %T#" 100I



=nd thisF

• 201.: e4ce&&ence in ethica& responsii&ity a3ard 3inner in r ocery industry

• outstandin achieement in improin its ethica& responsii&

ity and the ene-its this is de&ierin to 3ider societyI

• /est #upp&ier "naement =3ard "thica& corporation 201.

• 2011: 3inners o- Ma&aysian corporate oernance a3ard



=nd this companyF

• usiness mode& has een criticied as marketin p&oyI

• Their #+ has een accused o- increased unemp&oyment

y *0J in parts o- =-ricaI – *5.000 ;ierian te4ti&e 3orkers &ost their os ecause

o- c&othes donationsI



"4ercise 2: ethica& di&emmasF

• Rapi( chane o/ lea(ers

• ore to the deate here is mora& udments and takin 3hat is -e&t as 6riht7 or 63ron7



"4amp&e -rom practitioner e4pert 1

•

#hip reakin ino&es reakin up ships -or scrap recyc&inI >n addition to stee& and other use-u& materia&s ho3eer ships (particu&ar&y o&der esse&s) can contain many sustances that are anned or considered daner ous in such as =sestos and $/s 3hich make it danerous -or 3orkersI

• Most ship reakin is done in dee&opin countries 3here historica&&y protectie e'uipment is sometimes asent or

missin so many shipyards may operate 3ith hih hea&thrisks -or their 3orkersI

• #hip reakin proides important os in dee&opin countriesI

#estion: Sho#l( an ethical orani$ation participate in /#n(in o/ com

panies in the 2#siness o/ ship 2rea7in@



"4amp&e 2

• =n >ndiidua& 3ho enerates a &ot o- money -or the company(makin N1 mi&&ion #D per year) -re'uent&y entertains impor tant and 3ea&thy c&ientsI

• B-ten uy tickets to maor sportin eents (eIII Grand $ri4

#uper /o3& Aim&edon)I#cenario

• &ient has cance&&ed at &ast minute so he takes the -ami&yut sumits c&aim suestin the c&ient attendedI

#estion: What action?s sho#l( the compan5 ta7e@



/+"=C

• Group 8 -rom &ast 3eek (L2) and Group 5 (L1) 3on the e4er cise -rom &ast 3eek – tea,co--ee

+ i i h i 6 it h 7 t



+emainin charisma 6pitches7 to ede&iered

– ";G hin Lam (<anice) D=> <in ?i (+eecca) $=;G Ts Hon T=;G in @an (ary) AB;G Michae& $hi&ip (L1)

– ";G C3in ei Hector LC Ca @ui (Sweetie) B;GCe @uan Dalton AB;G Josephine @>;G Wen Sen

(L2)



"4amp&e .

$o&icy:

• <unior sta-- is a&&o3ed to mea& e4penses i- they 3ork pasta particu&ar hourI

#ituation:

• "mp&oyee stayed &ate ut did not use the -u&& a&&ocation so ouht a a&&on o- mi&k to take homeI

?uestion:

• ;s this a2#se o/ the compan5=s

enerosit5 A*D HERE!%RE A* AB&SE %! R&S@



E6ample 4

#ituation:

• =erae&y 'ua&i-ied dauhter o- a key usiness taret 3ou&d&ike to e hired as a summer internI

• >- not hired &ike&y 3i&& &ike&y antaonie her -ather (the usiness taret)I

• More hih&y 'ua&i-ied candidates aai&a&eI

#estion: Do 5o# hire the (a#hter o/ 5o#r 7e5 2#siness taret e

en tho#h it is li7el5 to 2e #nlaw/#l to (o so@



"4amp&e *

• Ma&e oss asks -ema&e emp&oyee that reports direct&yto him i- she 3ou&d &ike to come up to up to his hote& roomI

Bther -actors:

• Does it matter that he is marriedF• Does it matter that she is marriedF

• Does it matter that there is a 1* year di--erence in aeF

?uestions:• Does she report his adance to uman +esourcesF

• Does she P&auh it o--Q and inore his adance and take no actionF

• Ahat are &ike&y conse'uences in either caseF

=dditiona&



=dditiona&"4amp&e >

• @ou hae a need -or a kno3n industry e4pert in a particu&ar ro&eI• Manaement e&iees person in such a ro&e is needed to Ain usinessI

$erson 1:

• $erson in ro&e deemed critica& o-ten erates sta-- creates a misera&e 3

orkin enironment causin other sta-- to resin sometimes &eadin todi--icu&t + situationsI

• The person in ro&e deemed critica& -re'uent&y attempts to e4pense inappropriate items and do other ethica&&y 'uestiona&e actiitiesI

?uestions:

• Ahat action shou&d the company take in the case o- this personF



/rie- &ecture

• onte4tua&isin the decisionmakin theme -rom e-ore thereak

• Moin on to the i scenario -uture &eader e4ercise that ets presented in session 11



Ethical reasonin

• The e4amp&es you hae 3orked throuh today 3ere -rom a Aestern medium sied inestment ank

• >t cou&d e arued that they used a Aestern mode& o- reasonin to ethica& approaches

Staes an( leel o/ moral (eelopmen



Staes an( leel o/ moral (eelopmen

t@

• ontentiousF

•

s: what leel (o 5o# operate at@ At which leel (o 5o# want 5o#r lea(ers to operate at@ Which lea(ers (

o 5o# a(mire C what leel (o the5 operate at@





#taes,&ee&s

• $I 10: – Lee& 1 E 3i&& > o to ai&F

– Lee& 2 E 3i&& my reputation su--erF

– Lee& . E 3hat is the riht thin to doF

• pI 102: – staes 1 2 E eocentric

– staes . 5E communityoriented

– staes * E princip&edF

• +esearch sho3s ho3 di--icu&t it is to reach stae (not acceptin andcampainin aainst the 6norm7) (see p 102)



Groupthink e4amp&e

the ilram E6periment

he >ame o/ DeathF https:,,333IyoutueIcom,3atchFERamiAsCMsH

https:,,333IyoutueIcom,3atchFE.y$*A"1"



his is a Western<le( (e2ate@

• =s &eadership dee&opment in the main isF

• Aestern phi&osophy: ased on re&iious and secu&ar (non r e&iious) e&ie-s

Oie3points ased on societa& 6norms7 (=

https://www.youtube.com/watch?v=3yz-P5CWE1E

https://www.youtube.com/watch?v=3yz-P5CWE1E

https://www.youtube.com/watch?v=ZCamiWs-KMs





Oie3points ased on societa& norms (=cademic,phi&osophica& ie3s)

•Aestern conte4t – Deonto&oy (Cant)

• ertain types o- mora&ity shou&d e indin on a&& peop&es so reu&ation needed

• There shou&d e uniersa& mora& ethics

•6riht7 decisions shou&d e supported y 6riht7 moties (other3ise 6riht7 is cheapened)

– Oirtue ethics (=ristot&e)

• onte4t is eerythinH on&y a 6irtuous7 person can make the 6riht7

mora& decisions: &a3s cannot do that• "thics is somethin that is care-u&&y nurtured



Western philosoph5 contin#e(

• "thica& eoism E 3hat is riht is 3hat is in one7s o3n interest

– $&easureH physica& enoyment and aoidance o- pain is t

he hihest state o- oodnessS (eoism)

• ti&itarianism E an action is riht i- it promotes the reatest

ood -or the reatest numer o- peop&e – $ramatism E 6that 3hich is ood is that 3hich 3orks7 (s

ometimes &inked to uti&itarianism)



art G: reparin 5o# /or session 11



$reparin -or session 11

–

#cenario p&annin is

• De/inition:

– =n e4ercise to 3ork out p&ausi&e -uture situations and to think aout ho3 your usiness miht need to react to that chane

– and make a cha&&ene into an opportunity – it is usua& to dee&op -our possi&e scenarios and hae potenti

a& continency p&ans -or those (see #3ire ideo -or isua& repr esentation o- this)



The e4ercise you hae to do is

• choose one company -rom your roup to -ocus on and share 3ith the team a copy o- the one pae strate5

• #"##>B; 10:

– rainstormH hih&iht o- 0 /actors that miht chane that company in *10 years

timeH roup toether in themes (1* minutes) to do no3 ! see ne4t s&ideU – choose an in(epen(ent aria2le to oin your sustainai&ity aria&e and p&ot -our

-uture scenarios (usin the *10 year time span) – keep comparin these to the seen scenarios ien to you in the second handout (20.0 minutes)

– choose two scenarios that 5o# will 2e presentin to classH one the most &ike&y and one some 3ay -rom that and determine ho3 your company miht need to a

&ter its strateies to address that: i- you dee&op your o3n 'uadrants name them(t3o to -our 3ords &on) (.0 minutes)



"nery -utures



"4ercise

•

%B+M ;"A T"=M#F >- not > 3i&& a&&ocate you to teams at the start o- session 10

– Group &eader to take emai&s o- a&& team memers and -or 3ork to ea&&ocated to prepare -or ne4t 3eek

– Ahat is the ision o- the company you are &ookin atF

– o3 roust is that isionF o3 miht you reise it ased on the ana&

ysis o- ision aoeF

– Ahat are the critica& -actors -or its success,operationF >n other 3ords 3hat does it need to continue to e success-u&F



#ummary

•

>nterity a key to e--ectie &eadershipF

• u&tura& di--erences on ho3 to de-ineF

•;e4t c&asses: – This Aednesday KI.09 in G012

– #ession 10: T3o 3eeks time (Monday 1th ;oemer)

– Look out -or ne4t dropin times to discuss ho3 you approach the thir d re-&ection paper

– *ote: o/ paper hae 2een ra(e(. Release time /or ra(e is

Ipm h#rs(a5 8 please remem2er to loo7 /or the in<(epth /ee(

2ac7 on #rnitin



ome3ork

1I $ost on LM"#

2I BM$L"T" +"L"O=;T #+O"@#

– 6$I 197 e4ercise

– K1

– K. -or your oraniation p&ease choose C#T your homeuniersity or p&ace o- internshipU

– MB+=L BM$=## T"#T

Documents

1120lecture8or9STUDENTCOPY (1)