Learning Style InventoryLearning Style Inventory
MeansMeans Fall 2009Fall 2009 PREVIOUS PREVIOUS
VisualVisual 31.9 31.9 N/A N/A AuditoryAuditory 25.0 25.0 N/AN/A TactileTactile 23.6 23.6 N/AN/A
Ethical Standards Poll
Facilitating Ethical Behavior
Leading by ExampleLeading by Example
Codes of EthicsCodes of Ethics
Ethical StructuresEthical Structures
Principle-based CodesPrinciple-based Codes
Designed to:Designed to:Enable the employee to make ethical Enable the employee to make ethical
decisions based on appropriate valuesdecisions based on appropriate values
(e.g., The Golden Rule)(e.g., The Golden Rule)
Policy-based CodesPolicy-based Codes Outline how to act in specific ethical Outline how to act in specific ethical
situations (reducing the need for situations (reducing the need for thinking or shared values):thinking or shared values):
Conflicts of interestConflicts of interest Proprietary informationProprietary information Political giftsPolitical gifts Equal opportunities.Equal opportunities.ASA
Ethical StructuresEthical Structures Ethics officerEthics officer is the corporate conscience or is the corporate conscience or
expertexpert Ethics committeeEthics committee = group appointed to = group appointed to
monitor company’s practice of ethicsmonitor company’s practice of ethics Ethics Ethics training programstraining programs Hot linesHot lines - employees can report questionable - employees can report questionable
behavior, possible fraud, waste, or abuse (i.e., behavior, possible fraud, waste, or abuse (i.e., Blow the Whistle”).Blow the Whistle”).
Company ExamplesCompany Examples Arthur Andersen Arthur Andersen
» Began to emphasize financial consulting » Dominant value changed from “think straight, talk
straight” to “keep clients happy” Mitsubishi (U.S.)Mitsubishi (U.S.)
» Denied sexual harassment charges» Delays in admitting probably led to greater penalties
Waste Management Inc.Waste Management Inc.» Accounting Fraud» New CEO corrected, used newsletters, hot line
Lockheed MartinLockheed Martin» Gives employees awards for outstanding ethics
Effects of Advanced Effects of Advanced TechnologyTechnology
Increases speed of communication Increases speed of communication
May improve quantity and quality of May improve quantity and quality of
productionproduction
May improve decision-making, coordinationMay improve decision-making, coordination
May be used to Empower or to ControlMay be used to Empower or to Control
Changes how jobs are doneChanges how jobs are done
Changes social relationships at workChanges social relationships at work
Helps make downsizing feasibleHelps make downsizing feasible
Individual Individual Differences:Differences:
Personality, Personality, Mental Mental Functioning, Emotional Functioning, Emotional
Intelligence, Perception, Intelligence, Perception, Attitudes, and ValuesAttitudes, and Values
PersonalityPersonality Nature of PersonalityNature of Personality» Internal StateInternal State»UniquenessUniqueness»ConsistencyConsistency»StabilityStability
Personality Personality TheoriesTheories
Developmental Stage (Psychodynamic)Developmental Stage (Psychodynamic)
» (Freud, etc.)(Freud, etc.)
Trait-Based (“Big Five”, etc.)Trait-Based (“Big Five”, etc.)
» e.g., Neurotic, Extraversion, Authoritarian (Eysenck)e.g., Neurotic, Extraversion, Authoritarian (Eysenck)
Motive-BasedMotive-Based
» e.g., Achievement, Affiliation, Power (McClelland)e.g., Achievement, Affiliation, Power (McClelland)
Belief-BasedBelief-Based
» e.g., Internal vs. External Locus of Control (Rotter)e.g., Internal vs. External Locus of Control (Rotter)
Personality Theory: Personality Theory: The Big Five The Big Five
Traits:Traits:
Personality Theory: Personality Theory: The Big Five The Big Five
Traits:Traits: Extraversion (vs. Introversion)Extraversion (vs. Introversion) Sociable, friendly.Sociable, friendly.
Emotional Stability (vs. Neuroticism)Emotional Stability (vs. Neuroticism) Neurotics are often anxious for no apparent Neurotics are often anxious for no apparent
reason and feel angry with others and reason and feel angry with others and themselves. themselves.
AgreeablenessAgreeableness Likable, care about others.Likable, care about others.
ConscientiousnessConscientiousness Careful, persevering.Careful, persevering.
OpennessOpenness toto ExperienceExperience Flexible, with broad interests.Flexible, with broad interests.
The Big Five & The Big Five & PerformancePerformance
Conscientiousness and Emotional StabilityConscientiousness and Emotional Stability»Strongest personality predictors of performance
ExtroversionExtroversion» Linked to sales and management performance
AgreeablenessAgreeableness»Better performance in jobs requiring cooperation
and helpfulness Openness to experienceOpenness to experience» Linked to higher creativity and adaptability to
change
Other Other CharacteristicsCharacteristics
Other Other CharacteristicsCharacteristics
» Risk taking and thrill seekingRisk taking and thrill seeking
» Self-Monitoring: Self-Monitoring: Tendency to manage Tendency to manage impressions others have of you.impressions others have of you.
» Self-Esteem:Self-Esteem: Degree to which people feel good Degree to which people feel good about themselves.about themselves.
» Self-Efficacy: A person’s belief about his or her chances of successfully accomplishing a specific task.
Locus of ControlLocus of Control People who believe that they are in control of People who believe that they are in control of
their own lives are said to have an their own lives are said to have an InternalInternal locus of control.locus of control.
People who think that forces beyond their People who think that forces beyond their control dictate what happens to them are said control dictate what happens to them are said to have an to have an EExternalxternal locus of control.locus of control.