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Part I: Understand Yourself Feature: Listening Self-Assessment Complete self assessment to better understand your listening skills. Understand Yourself Feature: Listening Self-Assessment Students...

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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.
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.
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.
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)
Answered Same Day Jul 18, 2021


Soumi answered on Jul 24 2021
131 Votes
Last Name 9
Title: Organizational Behavio
Part I:    3
Part II:    3
1.    3
2.    3
3.    4
Part III    4
1.    4
2.    5
3.    5
4.    5
5.    6
6.    6
Part IV    6
Part V    7
Response to Post 1:    7
Response to Post 2:    7
Response to Post 3:    7
Response to Post 4:    8
Works Cited    9
Part I:
In the provided self-listening module, I have scored 89. The score that I have secured in the self-assessment module exhibits that I have room for improvement. I need to improve myself to develop more conspicuous listening dexterity as listening plays a dominant role in the purpose of elevation of one's attitude and personality.
Part II:
A survey on issues of ethics and some other compliance issues about training in CISCO discerned that the employees considered the in-person PowerPoint-based training as monotonous, less resourceful and additionally unexciting. After this, when the employees were provided with the ethics idol as an ethics training program, all the employees collaboratively co
oborated it as not only exciting but refreshing also. Unlike the PowerPoint presentation model that is more repetitive and stagnant, the ethics idol is capable of inducing new ethical situations.
It covers a wide range of discursive topics and the employees are required to participate in this ethical formulation with enthusiasm. The employees with this model of CISCO are required to follow through the prescribed situation and then apply their thoughts on their understanding from the training. In the earlier PowerPoint presentation model, the involvements of the employees were confined to a limited size and many essential things were prone to be despised.
This type of training is enjoyable and it also intensifies the learning process. One of the critical factors, for which I consider the ethics model of practice as one the best model is it helps to ca
y out a more creative and innovative approach to the ethics training of the employee who works over the computer and is connected to the internet. We, the employees of CISCO, are all well informed in computer and technological applications. The earlier model of computer PowerPoint presentation was repetitive and based on only theoretical interventions. However, with the new model of ethics Idol realization of the cultural and organizational ethics are possible with real paradigms. Hence, this process is creative and innovative.
For the growth and success of any business organization, the ethical culture and CSR of the organization plays a pivotal role. Apart from the ethical idol, some other ways, by which the moral values and CSR can be communicated, are as follows—
· It is the best strategy to induce separate business code of conduct for each of the areas of the operation that can outline the employee code of conduct issues like the ethics, the values, environment issues, diversity, respect and coordination among all the employees and best customer service (Thaler and Helmig).
· Apart from this, it is also an ideal way to explore the B corp. Certification. Those companies who besides profit also think for the society and the people adopt the model of B Corp. Certification (Stu
s). The primary purpose of the model is value for the community where the business is operated. In the way,...

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