Fluent Essays

You, your spouse, and your two young children, have recently moved to Texas and you are now the Human Resource Manager of an apple juice plant called Beech-Nut. It’s a great move, both for your career and family. Your first few months on the job have really confirmed that you made a great choice in joining Beechnut. Your relationship with your new peers, your employees, and even the president have been very positive. Thomas Rex Gibbs* is the President of Beechnut. He earned the nickname “T-Rex” because of an unfortunate accident that left him blind in one eye many years before. While it is barely noticeable and creates few work-related problems for him, it does mean that he is forced to move his head to and fro when entering the room due to limited peripheral vision, thus creating the stalking appearance of the popular portrayal of his deadly namesake. But he doesn’t mind the name at all. Instead, he seems to actually relish it. If truth were told, Rex not only approves of the moniker, he thinks it’s an appropriate symbol for one so dominant and firmly in charge. T-Rex believes in surrounding himself with talent. One of his first actions as President was selecting and hiring a new leadership team. He gave each team member freedom to run their respective areas (to his liking, of course). The leadership team’s first order of business was establishing the following core values:  People: Be a great place to work where people are inspired to be the best they can be.  Portfolio: Bring to the world a portfolio of products that satisfy customer’s desires and needs.  Planet: Be responsible citizens that make a difference by helping build and support sustainable communities.  Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities. This first step paid off - the company’s product sales have benefited from Beechnut’s carefully crafted image, and Beechnut is now the second-largest maker of baby foods in the country. In fact, Beechnut’s winning combination of competitive salary and core values allowed your predecessor (the previous HR Manager) to successfully recruit young, top talent to the organization. This not only lowered payroll and medical benefit costs, but also resulted in Beechnut being featured in Forbes magazine’s annual “Best Employers for New Graduates.” T-Rex was not all that supportive of the initiatives of the leadership team at first, but he did appreciate the positive press from the Forbes listing. The success of the company, T-Rex had become convinced, was inexorably linked with positive press through all mediums. All managers within the company knew that the slightest negative story would lead to attention you did not want. During your first few months, you have found that having so many young people in the organization is exciting in a company that had been around so long. “Work hard, play hard” was the unofficial motto amongApplying Ethical Theories: Interpreting and Responding to Student Plagiarism Neil Granitz Dana Loewy ABSTRACT. Given the tremendous proliferation of student plagiarism involving the Internet, the purpose of this study is to determine which theory of ethical rea- soning students invoke when defending their transgres- sions: deontology, utilitarianism, rational self-interest, Machiavellianism, cultural relativism, or situational ethics. Understanding which theory of ethical reasoning students employ is critical, as preemptive steps can be taken by faculty to counteract this reasoning and prevent plagiarism. Additionally, it has been demonstrated that unethical behavior in school can lead to unethical behavior in business; therefore, correcting unethical behavior in school can have a positive impact on organizational ethics. To meet this objective, a content analysis was conducted on the written records of students formally charged with plagiarizing at a large West Coast university. Each case was classified according to the primary ethical reasoning that the student used to justify plagiarism. Results indicate that students predominately invoke deontology, situational ethics, and Machiavellianism. Based on these findings, specific recommendations are offered to curb plagiarism. KEY WORDS: academic dishonesty, ethical reasoning, history of copyright, historic views of plagiarism, Internet plagiarism, teaching academic integrity, theories of ethics Introduction While the use of the Internet has led to improved efficiency and effectiveness in teaching, it has also created an explosion in student plagiarism (Fialkoff and St. Lifer, 2002; Groark et al., 2001; Rimer, 2003). Through online term paper mills (http:// www.cheater.com, http://www.schoolsucks.com), Google searches, as well as access to library databases, students literally have a world of information at their fingertips. In a 2001 survey, conducted by McCabe, 41\% of undergraduate students admitted that they had engaged in one or more instances of ‘‘cut and paste’’ plagiarism involving the Internet [Center for Academic Integrity (CAI), 2002–2003]. Addition- ally, non-Internet plagiarism continues to be a problem. While instructors and students have tools such as Turnitin.com at their disposal, a better ap- proach would be to understand student reasoning about Internet plagiarism and to devise methods to stop it before it happens. Past research has demonstrated that when faced with an ethical dilemma, individuals will form their ethical reasoning and moral intent based upon dif- ferent theories of ethics (Hunt and Vasquez-Parraga, 1993; Mengue, 1998). Several researchers have This research is the result of a long-standing interest in new technology and plagiarism. Very early ideas on this subject were presented by the authors at the ABC West Conference in New Orleans in March 2003. Dr. Neil Granitz teaches Marketing at Cal State Fullerton. He has published articles in the Journal of Busi10/28/2020 1 Ethics and Social Responsibility https://tinyurl.com/ch4MGT305 Take the Poll! 10/28/2020 2 Learning Objectives In this lesson, we will cover: Stakeholders Corporate Social Responsibility Ethics ◦ Stakeholders ◦ What Ethics is not ◦ Perspectives (Views) on Ethics Links within this Lesson • Milgram Experiment (set to start 38 seconds in; end at 9 minutes) https://youtu.be/Xxq4QtK3j0Y?t=38s • Asch Experiment: https://youtu.be/NyDDyT1lDhA • Budweiser Commercial: https://youtu.be/6EmIDqGOX44 • Texas Bathroom Bill: http://www.nbcdfw.com/news/local/Bathroom-Bill-6p-010517_Dallas-Fort- Worth-409837835.html 10/28/2020 3 Where we’ve been and where we’re going Strategy People Stakeholders and Ethics _________________ oThe people and groups that supply a company with its productive resources and so have a claim on and stake in the company oCan be split into two general groups o___________: employees, managers, owners o___________: indi 10/28/2020 4 Types of Company Stakeholders Types of Company Stakeholders Stockholders(public)/Owners(private) • Want to ensure that managers are behaving ethically and not risking investors’ capital by engaging in actions that could hurt the company’s reputation • Want to maximize their return on investment Managers • Responsible for using a company’s financial capital and human resources to increase its performance • Have the right to expect a good return or reward by investing their human capital to improve a company’s performance • Frequently juggle multiple interests 10/28/2020 5 Types of Company Stakeholders Employees • Expect to receive rewards consistent with their performance • Companies can act ethically toward employees by creating an occupational structure that fairly and equitably rewards employees for their contributions Suppliers and Distributors • Suppliers expect to be paid fairly and promptly for their inputs • Distributors expect to receive quality products at agreed-upon prices Types of Company Stakeholders Customers • Some consider them the most critical stakeholder (debatable) • Company must work to increase efficiency and effectiveness in order to create loyal customers and attract new ones Community, Society, and Nation • Community •Physical locations like towns or cities in which companies are located •Provides a company with the physical and social infrastructure that allows it to operate • A company contributes to the economy of the town or region through salaries, wages, and taxes 10/28/2020 6 Stakeholders, CSR, Ethics When managers face issues of • Corporate Social Responsibility • Ethics Stakeholders are impacted!!! What Is Social Responsibility? _____________________ • refers to the expectation that business firms should serve both society and the financial interests of the shareholders. • Ethics is about the individual; social responsibility is about the firm. 10/28/2020 7 Corporate Social Respon10/29/2020 1 Organizational Behavior and Individual Differences Learning Objectives 1. Describe the various personality traits that affect how managers think, feel, and behave. 2. Explain what values and attitudes are, and describe their impact on managerial action. 3. Appreciate how moods and emotions influence all members of an organization. 4. Describe the nature of emotional intelligence and its role in management. 10/29/2020 2 Learning Objectives https://tinyurl.com/hexacoMGT305 Organizational Fit Person-Environment Fit Person-Environment Fit The congruence, match, or similarity between the person and environment Supplementary fit exists when the person “supplements, embellishes, or possesses characteristics which are similar to other individuals” in the environment Complementary fit means that a “weakness or need of the environment is off-set by the strength of the individual, and vice versa” 10/29/2020 3 Organizational Fit Person- Organization Fit Person- Organization Fit The degree to which a person’s values, personality, goals, and other characteristics match those of the organization. Person-Job fitPerson-Job fit The degree to which a person’s skill, knowledge, abilities, and other characteristics match the job demands. Values, Attitudes, Moods and Emotions 10/29/2020 4 Emotions Intense, relatively short-lived feelings Once whatever has triggered the emotion has been dealt with, the feelings may linger in the form of a less intense mood Moods Temporary way of being/feeling Encompass how managers actually feel when they are managing Moods 10/29/2020 5 Attitudes o Capture managers’ thoughts and feelings about their specific jobs & organizations o Managers’ attitudes about their jobs and organizations affect how they approach their jobs o Important Job attitudes: 1.Job satisfaction 2.Organizational commitment 3.Org Citizenship Behaviors Attitudes -- Job Satisfaction oA general attitude (not a behavior) toward one’s job; a positive feeling of ones job resulting from an evaluation of its characteristics 10/29/2020 6 Attitudes -- Job Satisfaction • Managers high on job satisfaction believe their jobs have many desirable features or characteristics. • Upper managers, in general, tend to be more satisfied with their jobs than entry-level employees. • Two reasons job satisfaction is important: o More likely to perform Organizational Citizenship Behaviors (OCBs) o Less likely to quit, reducing management turnover Organizational Commitment oThe collection of feelings & beliefs that managers have about their organization as a whole Attitudes -- Job Satisfaction -- Org Commitment 10/29/2020 7 Organizational Citizenship Behavior (OCB) oDiscretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization Job Satisfacti1 Motivation in the Workplace Where we’ve been and where we’re going 2 Learning Objectives 1. Explain what motivation is and why managers need to be concerned about it. 2. Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce. 3. Explain how goals and needs motivate people and what kinds of goals are especially likely to result in high performance. 4. Identify the motivation lessons that managers can learn from operant conditioning theory and social learning theory. 5. Explain why and how managers can use pay as a major motivation tool. Learning Objectives Performance Equation Theories of Motivation Classical (Needs) Theories Contemporary (Process) Theories Learning Theories 3 Performance Motivation Ability Environment Performance Job performance oHow well an individual performs the job requirements oDetermined by motivation, ability, and situational constraints (environment) The Nature of Motivation Motivation o The psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence o Explains why people behave the way they do in organizations o Part of the Job Performance Equation Direction o Possible behaviors a person could engage in o Towards a beneficial (and, in the work context, organizational) goal Effort o How hard people work; o Intensity Persistence o How long a person tries; o Refers to whether, when faced with roadblocks and obstacles, people keep trying or give up 4 The Nature of Motivation Examples: Planning a young child’s birthday party Obtaining a degree or (better) job Getting in shape or eating healthy Buying a new car The Nature of Motivation Intrinsically motivated behavior ◦ Behavior performed for its own sake Extrinsically motivated behavior ◦ Behavior performed to acquire material or social rewards or to avoid punishment Pro-socially motivated behavior ◦ Behavior performed to benefit or help others Why are you in school? I want to learn and grow I want to get a job My parents made me go to school I want to contribute to society 5 Need Theories (the classics!) Need theories ◦ Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs Need ◦ A requirement or necessity for survival and well-being Maslow’s Hierarchy of Needs Maslow’s hierarchy of needs oThe hierarchy of needs is an arrangement of five basic needs that motivate behavior oMaslow proposed that the lowest level of unmet needs is the prime motivator and that only one level is motivational at a time. 6 Maslow’s Hierarchy of Needs Examples of How Managers Can Help People Satisfy These Needs at Work Giving people the opportunity to use their skills and abilities to the fullest extent possible. Granting promotions and recognizing accomp