Middle Manager Instructor Guide
TABLE OF CONTENTS Preface ..............................................................................................................................................5 What is Courseware? ................................................................................................................................ 5 How Do I Customize My Course? .............................................................................................................. 5 Materials Required ................................................................................................................................... 7 Maximizing Your Training Power .............................................................................................................. 7 Module One: Getting Started .............................................................................................................9 Housekeeping Items.................................................................................................................................. 9 The Parking Lot ....................................................................................................................................... 10 Workshop Objectives .............................................................................................................................. 10 Pre-Assignment Review .......................................................................................................................... 11 Action Plans and Evaluation Forms ........................................................................................................ 11 Module Two: Introduction to Management ...................................................................................... 12 What is Management? ........................................................................................................................... 12 What Do Managers Do? ......................................................................................................................... 14 What Does It Take to Be a Manager?..................................................................................................... 15 Why Does Management Matter? ........................................................................................................... 16 Case Study............................................................................................................................................... 17 Module Two: Review Questions.............................................................................................................. 18 Module Three: Ethics and Social Responsibility ................................................................................. 20 What is Ethical Workplace Behavior? ..................................................................................................... 20 What is Unethical Workplace Behavior? ................................................................................................ 21 How to Make Ethical Decisions ............................................................................................................... 22 What is Social Responsibility?................................................................................................................. 23 Case Study............................................................................................................................................... 25
Module Three: Review Questions ........................................................................................................... 26 Module Four: Managing Information ................................................................................................ 29 Why Information Matters ....................................................................................................................... 29 Strategic Importance of Information ...................................................................................................... 30 Characteristics and Costs of Useful Information .................................................................................... 31 Getting and Sharing Information............................................................................................................ 33 Case Study............................................................................................................................................... 34 Module Four: Review Questions ............................................................................................................. 35 Module Five: Decision-Making ......................................................................................................... 37 What is Rational Decision-Making?........................................................................................................ 37 Steps to Rational Decision-Making ......................................................................................................... 37 Limits to Rational Decision-Making ........................................................................................................ 38 Improving Decision-Making .................................................................................................................... 39 Case Study............................................................................................................................................... 40 Module Five: Review Questions .............................................................................................................. 41 Module Six: Control ......................................................................................................................... 43 Basics of Control ..................................................................................................................................... 43 The Control Process ................................................................................................................................ 44 Is Control Necessary or Possible?............................................................................................................ 45 How and What to Control ....................................................................................................................... 45 Control Methods ..................................................................................................................................... 46 Case Study............................................................................................................................................... 47 Module Six: Review Questions ................................................................................................................ 48 Module Seven: Organizational Strategy ............................................................................................ 50 Basics of Organizational Strategy........................................................................................................... 50 Sustainable Competitive Advantage ....................................................................................................... 51
Strategy-Making Process ........................................................................................................................ 52 Corporate, Industry, Firm Level Strategies ............................................................................................. 53 Case Study............................................................................................................................................... 54 Module Seven: Review Questions ........................................................................................................... 55 Module Eight: Innovation and Change .............................................................................................. 57 Organizational Innovation ...................................................................................................................... 57 Why Innovation Matters......................................................................................................................... 58 Managing Innovation ............................................................................................................................. 58 Organizational Change ........................................................................................................................... 59 Why Change Occurs and Why it Matters................................................................................................ 60 Managing Change .................................................................................................................................. 60 Case Study............................................................................................................................................... 61 Module Eight: Review Questions ............................................................................................................ 62 Module Nine: Organizational Structures and Process ........................................................................ 64 Departmentalization............................................................................................................................... 64 Organizational Authority ........................................................................................................................ 65 Job Design ............................................................................................................................................... 65 Designing Organizational Process .......................................................................................................... 66 Case Study............................................................................................................................................... 67 Module Nine: Review Questions ............................................................................................................. 68 Module Ten: Managing Teams ......................................................................................................... 70 The Good and the Bad of Using Teams................................................................................................... 70 Kinds of Teams ........................................................................................................................................ 71 Work Team Characteristics ..................................................................................................................... 71 Enhancing Work Team Effectiveness ...................................................................................................... 72 Steps: ...................................................................................................................................................... 72
Case Study............................................................................................................................................... 73 Module Ten: Review Questions .............................................................................................................. 74 Module Eleven: Motivation and Leadership ...................................................................................... 76 Basics of Motivation ............................................................................................................................... 76 Equity Theory .......................................................................................................................................... 78 Expectancy Theory .................................................................................................................................. 78 What is Leadership? ............................................................................................................................... 79 Situational Leadership ............................................................................................................................ 80 Strategic Leadership ............................................................................................................................... 80 Case Study............................................................................................................................................... 81 Module Eleven Review Questions ........................................................................................................... 82 Module Twelve: Wrapping Up .......................................................................................................... 84 Words from the Wise .............................................................................................................................. 84 Parking Lot .............................................................................................................................................. 84 Action Plans and Evaluations.................................................................................................................. 84
Learning is a treasure that will follow its owner everywhere. Chinese Proverb Preface What is Courseware? Welcome to Courseware.com, a completely new training experience! Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a takehome reference sheet for the student. You simply need to prepare and train! Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and e-mail training materials.
How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants’ industry, or additional information. You can, of course, also use all of your word processor’s other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click “Update entire table” and press OK.
(You will also want to perform this step if you add modules or move them around.)
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If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once. If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options. For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do:
Now, we can change our formatting and it will apply to all the headings in the document. For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Courseware.com.
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Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.) We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets. We recommend these additional materials for all workshops:
Laptop with projector, for PowerPoint slides
Quick Reference Sheets for students to take home
Timer or watch (separate from your laptop)
Masking tape
Blank paper
Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants.
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Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold.
Use examples, case studies, and stories that are relevant to the group.
Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately.
Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.)
Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your
participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures. 
Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life.
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Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops.
And now, time for the training!
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Effective leadership is putting first things first. Effective management is discipline, carrying it out. Stephen Covey Module One: Getting Started Welcome to the Middle Manager workshop. Traditionally, middle managers make up the largest managerial layer in an organization. Middle managers are responsible to those above them and those below them. They head a variety of departments and projects. In order for a company to operate smoothly, it is essential that those in middle management be committed to the goals of the organization and they understand how to effectively execute these goals. It is crucial for businesses to focus on these essential managers and provide them with the opportunities to succeed. No matter the organization’s structure or size, it will benefit from employing well-trained middle managers.
Housekeeping Items Take a few moments to cover basic housekeeping items.
If you need an opening or a way to introduce the participants to each other, utilize the Icebreakers folder to begin or between breaks during the day.
Let participants know where they can find washrooms, break facilities, and fire exits.
Ask participants to turn off their cell phones or at least turn them to vibrate. If they must take a call, request that they do it outside.
Take this time to encourage the group to ask questions and make this an interactive workshop.
Write the words Respect, Confidentiality, and Practice on a piece of flip chart paper and tape it to the wall. Explain to participants that in order to get the most out of this workshop, we must all work together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn!
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The Parking Lot Explain the concept of The Parking Lot to participants.
The Parking Lot is a visible place where you will “park” ideas that arise which are not on the agenda, may be off topic, or are better addressed outside of the program.
At the end of the session, we will review parked ideas and follow up, or make suggestions for your own investigation when you are back at work.
Suggestions for the trainer: 1. If you are working with a large group of participants, you may wish to nominate a recorder to park items as you are facilitating. 2. It’s a good idea to note the name of the contributor along with the parked item. 3. Items noted on the parking lot can be useful to you later as you plan future training sessions.
Workshop Objectives Research has consistently demonstrated that when clear goals are associated with learning, it occurs more easily and rapidly. With that in mind, let’s review our goals for today. At the end of this workshop, participants should be able to:
Define management.
Understand ethics in the workplace.
Manage information and make decisions.
Be familiar with the control process.
Use organizational strategies to facilitate change.
Create structures and processes to manage teams.
Manage as a leader.
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Pre-Assignment Review Explain the concept of The Pre-Assignment Review to participants.
The Pre-Assignment Review is used to help you evaluate which middle management skills you already possess and which ones you need to develop. Knowing the skills you have that distinguish you from other candidates will prepare you to handle the role of “middle manager”. By taking this course, you will be able to communicate effectively with employers about your experience, skills, and training in middle management.
Answer the questions quickly and honestly. Do not over think your answers. Use the assessment to gauge which topics demand your immediate attention.
Suggestions for the trainer: 4. If you are working with a large group of participants, you may wish to nominate a recorder to park items as you are facilitating. 5. It’s a good idea to note the name of the contributor along with the parked item. 6. Items noted on the parking lot can be useful to you later as you plan future training sessions.
Action Plans and Evaluation Forms Pass out the participant action plans and course evaluation forms. They are located in the activities folder. Ask participants to fill these out throughout the day as they learn new things and have ideas on how to incorporate the things we discuss into their lives. The action plan uses the SMART system. This means that your goals must be Specific, Measurable, Attainable, Realistic, and Timely.
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Effective management always means asking the right question. Robert Heller Module Two: Introduction to Management There are middle managers in every field. From accounting and production to marketing and sales, managers ensure that business runs smoothly. Managers implement the strategies of their superiors. They are responsible for motivating people and getting results. In order to be an effective manager, it is important to understand exactly what management is, what managers do, and why management is so important.
What is Management? Management is vital to the success of every organization. Management is not about telling people what to do; it is coordinating and organizing the team based on the policies, goals, and objectives of the organization. Part of management is choosing how a business should run, and directing people based on these decisions. Managers need to be both effective and efficient in their jobs. Efficiency involves doing things correctly. In order, to be effective, however, goals are reached and maintained, which may mean changing processes. Effective Management
Task oriented
Develops strategies to reach goals
Uses job descriptions to define how work is done
Goals are based on priorities
Predicts and adapts to change
Consistently evaluates and looks for ways to improve current methods
Efficient Management Page 12
Work oriented
Strives to keep the present system running well
Adheres strictly to job requirements
Avoids change
Monitors work and procedures
Estimated Time
10 minutes
Topic Objective
Introduce and define management along with effectiveness and efficiency. What Is Management?
Topic Summary
This exercise allows participants to consider how being too effective or too efficient is poor management.
Materials Required
Worksheet One: Effective and Efficient Management
Planning Checklist
NONE
Recommended Activity
Complete the worksheet individually. Break into small groups and discuss your ideas. How easy is it to find a method that is effective and efficient? Discuss the topic with the large group.
Stories to Share
Share a personal story about workplace efficiency undercutting effectiveness or vice versa. For example, an attempt to finish a project early and under budget resulted in goals not being met. This would be efficient but not effective.
Delivery Tips
Skip the large group conversation if the small group discussion runs long. Simply make sure that everyone understands the differences between being effective and efficient.
Review Questions
What does management need to be?
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What Do Managers Do? Middle managers have obligations to senior managers and employees. The job is not easy, and requires juggling many different responsibilities. A target metric is provided to most managers. Each managerial role is different, but most managers share several key responsibilities.
Managers’ Responsibilities: 1. Meet business goals, vision, and objectives. 2. Supervise and be responsible for the performance of team members. 3. Hire, train, and develop employees. 4. Identify problems and come up with solutions. 5. Share responsibility for the growth and success of the company. With the number of jobs a manager must perform, it can feel like a juggling act. Successful managers are able to perform these roles by prioritizing their tasks. Again, it is important to weigh effectiveness and efficiency. Prioritizing Tasks:
Effectiveness: How important is the task in light of company goals or standards? Is it realistic to achieve?
Time: How long will the task take, and what is the affect on labor?
Cost: What is the cost of the task in terms of labor, supplies, and other resources?
Estimated Time
10 minutes
Topic Objective
Relate the roles and responsibilities common to managers. What Do Managers Do?
Topic Summary
This exercise illustrates the many roles of a manager, and how to balance them.
Materials Required
Worksheet Two: Priorities
Planning Checklist
None
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Recommended Activity
Complete the worksheet and break into small groups. Compare your priority list with others in your small group. Discuss priorities as a class.
Stories to Share
Tell a personal story about priorities, or do the “Rocks in a Jar” demonstration, if it is familiar to you. Begin by filling a jar with large rocks. Add small pebbles, and then add sand and water. (You might want to try it at home first.) The moral of the exercise is that you must begin with the large rocks in order for them to fit in the jar. The analogy is that important tasks must be given priority in order for them to be finished.
Delivery Tips
If you feel that you are short on time, do either the small group or large group discussion.
Review Questions
What are common managerial responsibilities?
What Does It Take to Be a Manager? There are many managers in the workforce. Some managers are respected and others are despised. So, what does it take to be a manager? Each manager is unique, but a successful manager will embody certain characteristics.
Characteristics of a Manager
Integrity: A successful manager is trustworthy and will lead by example.
Communication: Middle managers must be able to communicate effectively to senior managers and their employees.
Analytical Thinking: Managers need to think analytically in order to make decisions.
Focus and Composure: It is important that managers remain focused and composed at all times.
Estimated Time
10 minutes
Topic Objective
Explain that there are different characteristics associated with being a good manager.
Topic Summary
What Does It Take to Be a Manager? This exercise allows students to see and hear the difference between
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managerial characteristics. Materials Required
Handout: Managerial Mistakes
Planning Checklist
None
Recommended Activity
Meet with a partner and role-play according to the instructions on the handout. Discuss the exercise as a class.
Stories to Share
Share a personal story or play a clip from Office Space or another movie to show how a bad manager influences employees.
Delivery Tips
The role-play is important. If you feel that the class needs more time with the exercise, skip the group discussion.
Review Questions
What are some of the characteristics of a successful manager?
Why Does Management Matter? Middle managers are often what hold a company together. Most employees will never meet the CEO or other members of senior management. Middle managers are the face of the organization to the employees on their teams. Managers determine how a team functions, and how successful the projects are. A bad manager will cost the company money in the form of turnover and training. Even in times of economic change, strong management is important. Consider the following statistics:
Thomas Colligan of Wharton Executive Education calculates that reducing turnover by one percent at an organization could increase the earning of partners by 80,000 dollars.
Employee turnover is roughly 150 percent of the employee’s annual salary when all the costs are added together. Manager turnover is roughly 200 to 250 percent.
Turnover costs about 10,000 dollars per employee according to 45 percent of businesses surveyed.
Estimated Time
10 minutes
Topic Objective
Reinforce the importance of management in the workforce.
Topic Summary
Why Does Management Matter? The discussion is personal in order to emphasize how important managers
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are to the success of an organization. Materials Required
Flip chart/ Marker
Planning Checklist
None
Recommended Activity
Ask the class to raise their hands if they ever left a job or considered leaving a job because they had bad managers. Most people have suffered under a bad boss, so the number should be large, if they are honest. Write down the traits that the students could not live with on the flip chart as well as ways that the managers could have handled things differently. Encourage honesty, but make sure that the students are respectful. If the students hesitate to share, open the topic yourself.
Stories to Share
A survey by the American Psychological Association in 2008 saw a 15 percent increase in the number of Americans who identify work as a cause of stress and consider leaving their jobs because of the stress. Effective management can reduce stress and turnover.
Delivery Tips
You can break the class up into small groups to discuss the topic. Make sure that someone takes notes for each group.
Review Questions
Who represents the company to employees?
Case Study David fumbled to get all his ducks in a row. As a middle manager he had no idea how he would be able to balance the number of employees he had in one hand and the number of tasks that he had to get done in the other hand. David felt like he walked on a tight rope. His boss, Emily, saw that he carried the weight of the world on his shoulders and pulled out her bag of tricks to show him how to tip the scales and find harmony in his day to day tasks. Emily gave David the keys to success by helping him identify how long each task would take and showed him how to identify the top employees to choose to lead his team to many victories ahead.
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Module Two: Review Questions 1. In a business setting, what do managers ensure? a) b) c) d)
That nothing will ever get done That you will get a nice lunch That business runs smoothly That you will attend countless meetings
2. Managers ______________ the strategies of their superiors. a) b) c) d)
Dislike Implement Disregard Rewrite
3. Managers are responsible for __________ people and getting results. a) b) c) d)
Embarrassing Manipulating Motivating Berating
4. ______________ is vital to the success of every organization. a) b) c) d)
Management Pay Time Purpose
5. What does a manager do for its team? a) b) c) d)
Irritate and annoy Coordinate and organize Manipulate and coerce Disregard and avoid
6. A manager should coordinate and organized based on what? a) b) c) d)
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Attitudes, resistance level, and ability Hourly wage, schedules, and distance Policies, goals, and objectives Practice, patience, and perfection
7. Managers need to be both effective and ___________ in their jobs. a) b) c) d)
Redundant Efficient Unorganized Unrelenting
8. Which of these is not an example of effective management? a) b) c) d)
Develops strategies to reach goals Predicts and adapts to change Organizes company picnics Task oriented
9. Which of these is not an example of efficient management? a) b) c) d)
Work oriented Micromanaging Avoids change Adheres to job requirements
10. Which of these is not a manager's responsibility? a) b) c) d)
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Ordering your lunch Hiring, training, and development of employees Identifying problems and coming up with solutions Meeting business goals, visions, and objectives
It has become dramatically clear that the foundation of corporate integrity is personal integrity. Sam Dipiazza
Module Three: Ethics and Social Responsibility Business scandals are ingrained in the public’s consciousness. Many people expect the worst from those in positions of leadership. The truth is, however, that leadership at every level needs to be ethical and socially responsible. Let’s examine the ethics and social responsibility for middle managers.
What is Ethical Workplace Behavior? Integrity has already been defined as an essential managerial trait. Ethics goes along with integrity. Most companies have codes of conduct that govern ethics in the workplace. Many of the rules are based on laws governing business ethics. These codes of conduct are usually available in a handbook, and each company will reflect different issues. There are, however, typical ethical standards in a workplace. It is important that managers lead by example to encourage ethical behavior in the workplace. An ethical workplace will lead to honesty, commitment, and loyalty. Ethical Standards at Most Companies
Adhere to OSHA regulations.
Pay employees fairly.
Provide equal opportunity.
No tolerance for harassment of any kind.
Arrive at work on time and work as scheduled.
Converse respectfully.
No tolerance for threats or violent behavior.
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Estimated Time
10 minutes
Topic Objective
Define ethical behavior and how it is evident at work. What is Ethical Workplace Behavior?
Topic Summary Define ethical behavior and how it is evident at work. Materials Required
Worksheet Three: Identifying Ethics
Planning Checklist
None
Recommended Activity
Complete the worksheet alone and break into small groups to discuss the ethics. End with a class discussion. Share how the EEOC determines to be ethical treatment of women, minorities, and older workers.
Stories to Share
http://www.eeoc.gov/ Delivery Tips
You can skip the class discussion if time runs out.
Review Questions
How do managers lead ethically?
What is Unethical Workplace Behavior? Unethical workplace behavior is the exact opposite of ethical workplace behavior. Sometimes the unethical behavior is glaring, such as stealing or making threats. It is possible, however, for people to cross the line accidentally. For example, a joke or a compliment might offend a co-worker or employee. In order to be safe, employees should refrain from saying or doing anything at work if they feel that there is any way it could be misunderstood. Unethical Behavior:
Breaking rules or policies
Discrimination
Inappropriate jokes or comments
Lack of compensation for work
Threats or acts of violence
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Unethical behavior can lead to lawsuits against the company and individuals involved. Even if things do not go that far, it could cause resentment and poor performance.
Estimated Time
10 minutes
Topic Objective
Identify unethical behavior and its consequences What is Unethical Workplace Behavior?
Topic Summary
Use the exercise to discuss the fine line between ethical and unethical behavior.
Materials Required
Worksheet Four: Unethical Behavior
Planning Checklist
None
Recommended Activity
Complete the worksheet individually, and break into small groups to discuss the situations. End with a large group discussion.
Stories to Share
Remind participants about a business scandal such as Enron. Enron encouraged unethical behavior in employees, and looked the other way as long as employees made money. http://www.entrepreneur.com/tradejournals/article/177552212.html
Delivery Tips
Skip the large group discussion if you are short on time.
Review Questions
Is unethical behavior always obvious?
How to Make Ethical Decisions Managers need to make ethical decision, but it is not always easy. The answer is not always clear in every situation. Fortunately, there are a few steps that will help managers understand the ethics behind their decision-making process.
Framework for Ethical Decisions: 
Identify the ethics of a decision.
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Acquire all of the facts about the situation.
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Evaluate different options.
Monitor the situation after the decision is made.
Use the decision to guide new actions.
Estimated Time
10 minutes
Topic Objective
Understand the guidelines to make ethical decisions.
Topic Summary
How to Make Ethical Decisions
Materials Required
Worksheet Five: Decisions
Planning Checklist
None
Recommended Activity
Complete the exercise individually. Discuss the exercise in a small group and then with the rest of the class.
Stories to Share
Reinforce the importance of ethical decisions by using an example such as WorldCom. The actions of the company show that unethical decisions were made at the leadership level. http://www.associatedcontent.com/article/162656/worldcom_scandal_a_lo ok_back_at_one.html
Delivery Tips
Skip either the small or large group discussion if time is running short.
Review Questions
What is the first step to making ethical decisions?
What is Social Responsibility? Workplace ethics govern how a company treats employees. Social responsibility is the way that the company treats those outside of the workplace. Other businesses the company works with, customers, the community, and the environment all fall under the heading of social responsibility. Social responsibility is important because many people choose to support a business based on its social responsibility. Companies are striving to be more socially responsible, and it is becoming a part of many vision and mission statements. Social Responsibility Covers: Page 23
The environment: Going green and saving energy is socially responsible.
The community: Find ways to give back.
Customers: Determine how to treat customers well and reward their patronage.
Business alliances: Make sure that the companies you work with treat their employees well and share your values.
Estimated Time
10 minutes
Topic Objective
Explain Social Responsibility. What is Social Responsibility?
Topic Summary
The exercise will allow participants to understand how middle managers can influence social responsibility.
Materials Required
Worksheet Six: Social Responsibility
Planning Checklist
None
Recommended Activity
Complete the worksheet alone. Share your ideas with the small group. Discuss ways to be socially responsible with the rest of the class. Share about a local business that is known to be socially responsible. If you are not aware of any, look at the list on the following website:
Stories to Share http://www.associatedcontent.com/article/162656/worldcom_scandal_a_look_b ack_at_one.html Delivery Tips
Skip the small group or large group discussion if you need more time.
Review Questions
What is the difference between social responsibility and ethical workplace behavior?
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Case Study Sam stood tangled in a web of electrical cords in his office. As he entered it felt like running through an obstacle course. Joe spied Sam tiptoeing over the fan cord, the radio cord, the phone charger code, and the web of cords for the many lamps in Sam's office. Joe braved the live wires and inched his way through the electrified maze to remind Sam about certain safety policies. Together they unplugged the energy zapping monsters and made his obstacle course vanish right before their eyes. The office no longer declared a danger zone, Sam then acted as an energy saving and safety super hero around the office.
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Module Three: Review Questions 1. Leadership at every level needs to be ethical and ______________ responsible. a) b) c) d)
Socially Externally Momentarily Regretfully
2. Most companies have codes of conduct that govern _____________ in the workplace. a) b) c) d)
Manipulate Ethics Disregard Simplify
3. It is important that ______________ lead by example in the workplace. a) b) c) d)
Parents Teachers Managers Children
4. An ethical workplace will lead to what three things? a) b) c) d)
Better pay, better location, better job Humor, anecdotes, insanity Honesty, commitment, loyalty Longevity, responsibility, royalties
5. Which is not an ethical standard at most companies? a) b) c) d)
Pay employees fairly Ignoring safety concerns Providing equal opportunity No tolerance for harassment of any kind
6. Which of these would be an example of unethical workplace behavior? a) b) c) d)
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Inappropriate jokes or comments Meeting OSHA standards Paying employees a fair wage Having compassion
7. What can unethical behavior lead to? a) b) c) d)
A welcoming environment Happy employees Lawsuits Trends
8. Managers need to make __________ decisions. a) b) c) d)
Interesting No Ethical Hopeless
9. Which of these does not make up the framework for identifying ethics of a decision? a) b) c) d)
Ignoring the problem Acquiring all the facts Evaluating different options Monitoring the situation
10. What is social responsibility? a) b) c) d)
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Going out with friends and family Lunch with your coworkers The way a company treats people outside the workplace Being active on social media
END OF FREE PREVIEW FULL WORKSHOP AVAILABLE EXCLUSIVELY AT:
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