企业文化的伦理部分.ppt

* * * * Copyright ? Houghton Mifflin Company. All rights reserved. 7-* Transactional Versus Transformational Leaders Transactional leaders create employee satisfaction through negotiating for desired behaviors or levels of performance ensure that conduct and procedures are followed Transformational leaders strive to raise an employees’ level of commitment and to foster trust and motivation communicate a sense of mission, stimulate new ways of thinking Copyright ? Houghton Mifflin Company. All rights reserved. 7-* The Power of Leaders Power refers to the influence that leaders and managers have over the behavior and decisions of subordinates. Reward power--offering something desirable to influence behavior Coercive power--penalizing negative behavior Legitimate power--titles and positions of authority Expert power--knowledge based Referent power--exists when goals or objectives are similar Copyright ? Houghton Mifflin Company. All rights reserved. 7-* Motivating Ethical Behavior Motivation is a force within the individual that focuses his or her behavior toward achieving a goal. An individual’s hierarchy of needs may influence his or her motivation and ethical behavior. Relatedness needs are satisfied by social and interpersonal relationships. Growth needs are satisfied by creative or productive activities. Needs or goals may change as a person progresses through the ranks of the company. Copyright ? Houghton Mifflin Company. All rights reserved. 7-* Organizational Structure and Business Ethics In centralized organizations, decision-making authority is concentrated in the hands of top level managers and little authority is delegated to lower levels. Considerable distance between employee and decision maker Little upward communication Blame-shifting In decentralized organizations, decision-making authority is delegated as far down the chain of command as possible. Have difficulty in responding quickly to changes in policy and procedures establishe