Part I:
Understand Yourself Feature: Listening Self-Assessment
Complete self assessment to better understand your listening skills.
Understand Yourself Feature: Listening Self-Assessment
Students complete the questionnaire twice. The first time they think about their behavior in recent meetings or social gatherings. The second time they mark a “+” next to their answers if satisfied with their response, or a “-” if dissatisfied.
Interpretation
Scores between:
91 and 105: good listening habits.
77 to 90: room for improvement
Scores below 76: poor listening habits.
Part II:
Communicating Ethics at Cisco
This Case Study describes how Cisco effectively matched the communication media for ethics and social responsibility training to its employees.
Case Study: Communicating Ethics at Cisco
Summary: Technology provider Cisco Systems Inc. puts a high value on ethics and corporate social responsibility. Cisco had been cramming ethics information down employees’ throats. Because employees are tech-savvy engineers, the in-person, PowerPoint-based training was not working. Cisco decided to make the ethics and compliance program fun.
Questions
1. What are the advantages of Ethics Idol as an ethics training communication medium over in-person PowerPoint training?
2. Would you enjoy this type of training program? Why or why not?
3. Can you think of other ways ethics and corporate social responsibility information could be communicated in an engaging way?
Learning through Media: Our retention depends on how the information was delivered:
Part III(answer all the question in short):
Homework Questions
1. When do you feel you are more likely to make decisions rationally instead of emotionally? Why?
2. Which decision-making biases are the biggest challenges for you? Why?
3. As the manager of a multicultural team, what could you do to minimize possible negative cultural effects on the team’s decision-making process?
4. Identify a decision you faced in which you were ethically challenged. What did you do? Would you do anything differently if you had it to do over?
5. As a manager, what can you do to enhance the ethics of your staff’s decisions?
6. Think of a time when you made a particularly creative decision. What elements of the
decision-making process you used most influenced your creativity?
Part IV(in short):
Chapter 9 is about decision making. The focus of our discussion will be this article that I read in last week's New York Times. This is an open ended discussion with no framing question.
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I have gained tremendous insight reading the comments on this blog. One in particular really struck me recently. It came in response to a post that I had written quite a while ago, “The Dirty Little Secret of Successful Companies,” and it illustrates the huge difference in perspective that can exist between the owners of companies and their employees. Here is the comment:
There is nothing wrong with being an average (mediocre) employee. Not everyone aspires to be in management. If the person meets the requirements of their cu
ent job, and they like the job and want to stay in the job, so be it. Stop trying to force people to get to the next level. The reality is that work is not the most important thing in everyone’s lives. People have more important things in their life than work. Work is simply a means to get the money we need to pay the mortgage and our other bills. Work is a low-priority event for most people. I’m only willing to do the bare minimum that it takes to get a paycheck every two weeks. As long as I am meeting the requirements of my job, then that is good enough. Don’t expect any more of me because I will not be a slave to any company. — Jo-Ann Youngblood, Tulsa, OK I get it, Ms. Youngblood. And I agree with much of what you say, including this: Stop trying to force people to the next level. I could not agree more, and I have never said otherwise. We would have a big problem if everyone wanted to move into management. And I am sure that many people feel the same way you do about work being a means to an end. As you say, if you are meeting the requirements of the job, you have every right to em
ace your mediocrity. The difference between you and most people, I believe, is that you know you are a mediocre employee. In fact, you defend it. Good for you. An honest, self-aware person. And I certainly agree that no one needs to be a “slave” to a company. But I have rights, too — and not just my right to an opinion. As the owner of a business, I have the right to avoid hiring someone who only wants to do the bare minimum to get a paycheck. In fact, if I hire too many people with that attitude, I will be out of business. This is Capitalism 101, survival of the fittest. I operate in a very competitive market. I don’t have any patents, any special marketing magic, or any secret recipes. My companies can only exist and grow if they do a much-better-than-average job. One of the ways I try to ensure that is by hiring and keeping dedicated, professional people who want to do a good or even great job. While I have no doubt that some of my 115 employees consider their jobs, as you put it, simply a means to get the money they need, they still manage to do an above-average job at work. I think a lot of people want to do a better-than-mediocre job. I think it makes them feel good. And while no one here is forced to get to the next level, some are eager to have that opportunity — the opportunity to make more money and to enjoy the feeling of accomplishment that goes with progressing in a career. That is their right. This works for me and, I believe, for my employees, who average nine years in tenure. Apparently your view works for you, or at least it has so far. But there is another dirty little secret of successful companies, or even mediocre ones. When business slows down and they have to lay off people, many of them turn first to the people who do the bare minimum. Or sometimes, especially if everyone is doing the bare minimum, the whole company essentially gets laid off — by its competition. For most people, having a job for life is no longer an option. And for many of those who have been unfortunate enough to lose their businesses or their jobs during the recent years of economic turmoil, I suspect work is now, if it wasn’t always, a high-priority event. And when it comes to securing a new job, the people who do more than the minimum will have an advantage. But don’t wo
y, I will take your advice and not expect any more of you. If you are happy, I am happy. While I appreciate your honesty and perspective, I will hope to avoid people who share your attitude, both as an employer and as a customer. Jay Goltz owns five small businesses in Chicago.
Part V: Respond to the following posts in short.
(I’ll post it once you finish the part above)