Ethical Consideration
THREE ETHICAL THEORIES
Ethics is concerned with what is "right" and
"wrong, "fair" and "unfair" in decisions and
actions that affect others. Derived from the
Greek word “ethos”, which means “way of
living”,ethics is a branch of philosophy that
is concerned with human conduct, more
specifically the behavior of individuals in
society. In a broader sense, ethics reflects on
human beings and their interaction with
nature and with other humans, on freedom,
on responsibility and on justice.
Three main areas of ethics
Meta-Ethics - is the study of the concept
of ethics itself. The study of moral thought
and moral language and how we engage in
ethics. Types of meta-ethics include
naturalism, non naturalism, and emotivism.
Meta-ethics explores as well the connection
between values, reason for action, and
human motivation. It addresses many of the
issues commonly bound up with the nature
of freedom and its significance,
Normative Ethics - is the study of how
to determine ethical values.
Applied Ethics - is the study of the use
of ethical values
Ethical behavior is behavior judged as
good, right, just honorable, or failing to
meet an obligation. The judgment of
behavior as ethical or unethical is based on
principles, rules, or guides that come from
an ethics of theory, character traits, or
social values. Some ethics scholars have
argued that Doing business ethically is
simply good business.
UTILITARIANISM
● The moral philosophy that actions
derive their moral quality from their
usefulness as means to some end,
especially as means productive of
happiness or unhappiness.
● Focuses on outcomes and determines
right from wrong.
● Which says that the right thing to do
in any situation is whatever will “do
the most good”
● Father of Utilitarianism JEREMY
BENTHAM
- He advocated that if the
consequences of an action are good,
then the act is moral and if the
consequences are bad, the act is
immoral
● JOHN STUART MILL
- "actions are right in proportion as
they tend to promote happiness,
wrong as they tend to produce the
reverse of happiness."
RIGHTS
● A right is a person's just or
entitlement. The right can focus
on what that person does or on the
action of other people toward
him/her.
JUSTICE
● Determines actions to be those
that emerge from the correct use
of principles that have been agreed
to under conditions that are fair.
● Based ethics theories use a
comparative process, which looks
at the balance of benefits and
 burdens among members of a
group or resulting from the
application of laws, rules, and
policies.
Reflects the ethical sensitivity of an
individual or a group in facing the ethical
decision making process.

ETHICAL CONSIDERATION IN
DECISION MAKING

Ethical decision making will be reserved for

use in a business or group context. Business
ethics will provide the assessment
framework for correct behavior in the
business organization. Right behavior can
be evaluated through actions and words, but
there is no way to know one's thoughts. Per
our distinction, thoughts and beliefs will be
confined to moral decisions.

MANAGING FOR ETHICAL

BEHAVIOR
Want to change an organization's culture
organization. Decisions are not made by Opportunity
the organizations, they are made by the ➤ Conditions in an organization that limit
or permit ethical or unethical behavior.
people in them, who are guided by their ➤ Results from conditions that either
personal ethical values and their provide rewards or fail to erect barriers
against unethical behavior.
perception of the organization culture's ➤ Can be eliminated by formal codes, rules,
ethical values that such matters. and policies.
Business Ethics Intentions, Behaviors, and
Evaluations
➤ Ethical dilemmas occur when rules
governing
decisions are vague or in conflict.
➤ There are no substitutes for critical
thinking and the ability to take
responsibility for one's decisions.
➤ Can be eliminated by formal codes, rules,
and policies.
Understanding Ethical Decision Making
Ethical Issue Intensity
Top level support for ethical behavior is
instrumental in helping employees engage
in their personal approaches to ethical
decision making. Normative perspectives set Leadership And Organizational
forth ideal goals to which organizations
Processes
should aspire. Knowledge about ethical
-We define leadership as the ability to
decision making helps in making good
influence a group toward the achievement of
decisions.
vision or set of goals.
-Leadership a process by which an executive
HOW DO WE INCORPORATE ETHICS
can direct,guide and influence the behavior
IN DECISION MAKING USING OUR
and work of others towards accomplishment
DECISION MAKING PROCESS?
of specific goals in a given situation.
Addressing ethics in decision making in
business or other large organizations or
Importance of leadership
groups does point to the need to ensure
- Leadership serves several
that key focusing decisions have been
functions crucial to the success of
made and are in place. In particular, the
an organization, but the main
business decision for core values should
importance of leadership is that it
be in place to provide the
provides a vision for the company.
goals/requirements that will be used to
- Leaders also articulate the vision
create and constrain the criteria used in
and what members of the
the network of business decisions
organization can do to achieve it
importance of leadership
WHEN IS THE BEST TIME TO
ADDRESS PERSONAL MORALS
- “Leadership listens, inspires,
VERSUS ORGANIZATION
motivates, and gives a direction, a
ETHICS?
common goal to aspire to,” says
If a person is ready to join a company or
JeromeTaillard, associate
business, it is important that he (or she)
professor of finance at Babson
be presented with the company's core
College.)“Leadership matters.
values and code of conduct (if available).
- It matters today more than ever.
The prospective new member must then
Leadership today must be based
determine if it is possible to reconcile
on purpose, inspiration,caring,
their moral choices with the
and compassion.”saysRaj Sisodia,
organization's ethics as conveyed in the
Babson(professor of marketing
company's values and code of conduct.
and the F.W. Olin Distinguished
Professor of Global Business)
"EVEN THE MOST RATIONAL
APPROACH TO ETHICS IS
What are the big five personality
DEFENSELESS IF THERE ISN'T THE
traits?
WILL TO DO WHAT IS RIGHT"
➔ Openness is a characteristic that
includes imagination and insight. The
world, other people and an eagerness
to learn and experience new things is
particularly high for this personality
trait. It emphasizes transparency in
all areas and free unrestricted access
to knowledge and information.
➔ Conscientiousness is the
personality trait of being careful, or
diligent. Conscientiousness implies a
desire to do a task well, and to take
obligations to others seriously. On
scientious people tend to be efficient
and organized as opposed to
easy-going and disorderly.
➔ Extraversion (sometimes referred
to as Extroversion) is a trait many
will have come across in their lives.
It's Easily identifiable and widely
recognizable as someone who gets
energized in the company of others.
”Extroversion Is characterized by
sociability, talkativeness,
assertiveness and excitability.
➔ Agreeableness People who
exhibit high agreeableness will show
signs of trust, altruism, kindness, and
affection. Highly agreeable people
tend to have high prosocial behaviors
which means that they’re more
inclined to be helping other people.
➔ Neuroticism is characterized by
sadness, moodiness, and emotional
instability. Often mistaken for
antisocial behavior, or worse, a
greater psychological
issue,neuroticism is a physical and
emotional response to stress and
perceived threats insomeone’s daily
life. A person may strive to be a
perfectionist during their everyday
activities, and experience stress as a
result of events that are beyond their
control.
2 types of Leadership Behaviors
1. The employee-oriented leader
emphasizes interpersonal
relationships by taking personal
interest in the needs of employees
and accepting individual differences
among them.
2. The production-oriented leader
emphasized the technical or task
aspects of the job,focusing on
accomplishing the group's tasks.
Charismatics leadership And
Transformational Leadership
What Is CharismaticLeadership?
Max Weber defined charisma as "a certain
quality of an individual personality, by
virtue of wishes set apart from ordinary
people and treated as endowed with
supernatural, superhuman, or at least
specifically exceptional powers or qualities".
According to House's charismatic leadership
theory, followers attribute heroic or
extraordinary leadership abilities when they
observe certain behaviors. A number of
studies have attempted to identify the
characteristics of charismatic leaders.
Key Characteristics of Charismatic
Leaders
First, develop an aura of charisma by
maintaining an optimistic view;using
passion as a catalyst for generating
enthusiasm; and communicating with the
whole body,not just with words. Second,
draw others in by creating a bond that
inspires them to follow. Third, bring out the
potential in followers by tapping into their
emotions.
Transformational Leadership
Transformational leaders inspire followers
to transcend their self-interests for the good
of the organization and can have an extra
effect on their followers. They pay attention
to the concerns and needs of individual
followers; they change followers' awareness
of issues by helping them look at old
problems in new ways; and they excite and
inspire followers to put out extra effort to
achieve group goals.
Ethics and Leadership
Ethics and leadership intersect at a number
of junctures. Scholars have tried to integrate
ethical and charismatic leadership by
advancing the idea of socialized charismatic
leadership. Socialized charismatic leaders
are able to bring employee values inline with
their own values through their words and
actions. In assessing its effectiveness, we
need to address the means a leader uses in
trying to achieve goals.
ORGANIZATIONAL PROCESSES
● A process is a set of actions that are
logically sequenced.
● For Example, organizations have
goals, and they achieve it by creating
products and services and this is
done in logical sequence.
Organizational Processes – Vision
● A vision is a goal that is “ massively
inspiring, overarching and long
term”. It represents a destination that
is driven by and evokes passion.
● A vision may or may not succeed; it
depends on whether everything else
happens according to a firm's
strategy
● A vision statement is a formal
statement of what business wants to
be.
Organizational Processes – Mission
● Mission is the purpose for the
existence of a company.
● It is always defined from the point of
view of the customers.
● It explains what the company wants
to do for the customers and other
stakeholders (public, government,
suppliers,employeesetc) so that the
company can achieve its vision easily.
Mission statements define the
organization's purpose and primary
objectives. These statements are set in
present tense, and they explain why you
exist as a business, both to members of the
organization and to people outside it.
Mission Statements tend to be short,clear
and powerful.
Organizational Processes – Structure
● In Small organization, the structure
is simple and the structure comprises
few departments.
● In big organizations, it will be divided
between different departments such
as finance, marketing,production, HR
etc
● Each department will have ahead,
some people, a rule for
communication etc.
Organizational Process – Systems
Each System is independent as well as
interdependent. For Example, the
marketing system is dependent upon the
HRsystem to get people, but at the
sametime act independently.
Organizational Process – Processes 6 Organizational Performance Matrix
Process is a set of logical activities that lead
1. Trustworthiness
to some final or interim output. For
example, to manufacture something or to 2. Customer orientation
provide service, there is a logical sequence. 3. Employee engagement
4. Inventiveness
Organizational Process – TASKS
(Activities) 5. Self-leadership
In a big organization, a person may be 6. Getting things done
performing only one task (for example, in
the accounts department, one accountant
may be handling accounts receivable, Resistance to change:
another mayhand payable whereas a third Logical resistance - This form of resistance
person may be doing bank reconciliation).
is perceived by workers to be based on
ADDITIONAL INFO FROM SIR: disagreement of facts, rational reasoning,
Conflict - natural outcome. logic and science.
Types of conflict - Psychological resistance - emotions and
1. Task attitudes
2. Relationship - conflict on Sociological resistance - values, practices,
relationship with others norms
3. Process - conflict over how work get
done Steps in change:
How to resolve conflict - 1. Unfreezing -
Individual differences - 2. Changing -
Purpose of conflict - awareness, curiosity, 3. Refreezing -

Change - we need to adapt to change for us Guidelines in managing change:

to grow. 1. Make only necessary and useful
4 Types of organizational change changes
1. Strategic transformational change 2. Teach workers to expect continual
2. Structural change change and need to develop new
3. Remedial change skills
4. People-Centric Organizational 3. Change by revolution gradually,
Change not revolution dramatically.
CONFLICT AND NEGOTIATION
The work life of a project manager is a life of
conflict. Although conflict is not necessarily
bad, it is an issue that has to be resolved by
the project manager. Without excellent
negotiation skills, the project manager has
little chance for success.
3 types of conflict:
● Task conflict- conflict over content
and goals of the work.
● Relationship conflict- conflict
based on interpersonal relationships.
● Process conflict- conflict over how
work gets done.

Conflict - is actual or perceived opposition

of needs, values and interests. A serious
disagreement or argument. This also can be
caused by a different view of a person, it may
also be caused by organizational structure,
limitations on resources, goals
incompatibility, and communication
problems.

● Traditional view of conflict- all

conflict is harmful and must be
avoided.
● Human relations view of conflict-
conflict is a natural and inevitable
outcome in any group.
● Interactionist view of conflict-
conflict is not only a positive force in
a group, but it is also an absolute
necessity for a group to perform
effectively.
II COGNITION AND
PERSONALIZATION
- Perceived conflict - means a conflict
where a third party could form the
view that private interests could
improperly influence a person’s
public duties, now or in the future.
- Felt conflict - is a type of conflict in
which the individual thinks that
 whatever is going on within the
organization is not favorable for him
and not supporting him.
CONFLICT RESOLUTION
TECHNIQUES
● Problem Solving
● Superordinate goals
● Expansion of resources
● Avoidance
● Smoothing
● Compromise
● Authoritative command
● Altering the human variable
● Altering the structural variable
CONFLICT SIMULATION
TECHNIQUES
● Communication
● Bringing in outsiders
● Restructuring the organization
● Appointing a devil’s advocate
Preparation and planning
- What is the nature of conflict?
- Who is involved?
- What are your goals?
- BATNA (the best alternative to a
negotiated agreement?)
Definition of ground rules
- Who will do the negotiating?
- Where will it take place?
- What is the time limit?
Clarification and justification
- Educating
Bargaining and Problem
Solving
- Concessions time
Closure and implementation
- Formalizing the agreement and
developing procedure
- BUT closure of the negotiation
process for most cases is nothing
more than a formal handshake.
INDIVIDUAL DIFFERENCES IN
NEGOTIATION EFFECTIVENESS
● Personality traits
- The best bargainer is a
disagreeable introvert
(according to the Big fivetest)
● Moods/emotions
● Gender differences
- a popular stereotype: women
are more cooperative and
pleasant in negotiations than
men.
THIRD PARTY NEGOTIATIONS
Arbitrator (neutral person)
- is a third party with the authority to
dictate an agreement. Arbitration can
be voluntary or forced on the parties
of negotiation by law or contract.
The arbitrator’s power varies
according to the rules set by the
negotiators. He might be limited to
choosing one of the party’s offers and
enforcing it, or he may be able to
freely suggest other solutions. Listen
to facts and evidence and render an
award, In arbitration, there is always a
settlement.
-
Conciliator
- is a trusted third party who provides
communication between the
negotiating parties. This approach is
used frequently in international,
labor, family, and community
disputes, and, if you’re a fan of The
Godfather movies, it’s the role that
Robert Duvall’s character played for
the Corleone family. Conciliators
often engage in fact-finding,
interpreting messages, and
persuading parties to develop an
agreement.
Consultant
- is a third-party negotiator who is
skilled in conflict management and
can add their knowledge and skill to
the mix to help the negotiating
parties arrive at a conclusion. A
consultant will help parties learn to
understand and work with each
other, so this approach has a
longer-term focus to build bridges
between the conflicting parties.

Mediator
- is a neutral, third party who helps
facilitate a negotiated solution. The
mediator may use reasoning and
persuasion, they may suggest
alternatives. Parties using a mediator
must be motivated to settle the issue,
or mediation will not work.
Mediation differs from arbitration in
that there is not a guaranteed
settlement.
STRESS MANAGEMENT
Stress - is defined as the mental or physical
condition that results from a perceived
threat or danger (physical/emotional) and
the pressure to remove it.
- is a dynamic condition in which an
individual is confronted with an
opportunity, demand, or resource
related to what the individual desires
and for which the outcome is
perceived to be both uncertain and
important.
- Stress is how we react when we feel
under pressure or threatened. It
usually happens when we are in a
situation that we don't feel we can
manage or control.
Two types of stressors
1. Challenge Stressors
- Stressors associated with
workload, pressure to
complete tasks, and time
urgency.
2. Hindrance Stressors
- Stressors that keep you from
reaching your goals.
STRESS IS ASSOCIATED WITH:
DEMANDS
- are responsibilities, pressures,
obligations, and uncertainties
individuals face in the workplace.
RESOURCES
- are things within an individual's
control that he/she can use to resolve
the demands.
Research suggests that adequate resources
help reduce the stressful nature of demands
when demands and resources match.
COMMON CAUSES OF
ORGANIZATIONAL STRESS
1. Conflicting expectations
2. Role ambiguity
3. Role overload
4. Working conditions
5. Working relationships
 6. Alienation
Burnout - The condition that occurs when
work is no longer meaningful to the
individual and this can result from stress or
may be other work-related or personal
factors.
Frustration - is a result of a motivation or
drive being blocked to prevent one from
reaching a desired goal.
CONSEQUENCES OF STRESS
- High blood pressure
- Ulcer Irritability
- Difficulty making routine decisions
- Loss of appetite
- Accident proneness
Physiological Symptoms
- Stress could create changes in
metabolism, increase heart and
breathing rates and blood pressure,
bring on headaches, and induce heart
attacks.
Psychological Symptoms
- Job dissatisfaction is “the simplest
and most obvious psychological
effect” of stress.
Behavioral Symptoms
- Reductions in productivity, absence,
and turn-over, as well as changes in
eating habits, increased smoking or
consumption of alcohol, rapid
speech, fidgeting, and sleep disorders.
THREE APPROACHES TO STRESS
MANAGEMENT
● Biofeedback - Workers undergo
medical guidance and learn from
instrument feedback to influence
symptoms of stress.
● Sabbatical Leaves - Provisions to
workers of paid or unpaid time from
work to encourage stress relief and
personal education for
● Counseling - Discussion of the
problem that prevents a worker from
doing his job efficiently.
Function of Counseling
- Advice
- Reassurance
- Communication
- Emotional
- Catharsis
- Clarified
- Thinking
- Reorientation
Types of Counseling
Direct - Listening to workers' problems,
deciding with the workers what should be
done and then telling and motivating the
worker to do it.
Non-Direct - Skillfully listening and
encouraging a counselee to explain
troublesome problems, understand the
problems and determine appropriate
solutions.
Participative - Mutual counselor-counselee
relationships that establishes a cooperative
exchange of ideas and opinions to help solve
a counselee’s problems.
ORGANIZATIONAL CHANGE
Change - To make or become different.
- A general transition of something or
phase to another state condition.
- In life, change enables you to become
the person you want to be.
Organizational change - A process in
which a business alters a key component of
its strategy or operations. This may involve
changes to company culture, essential
technology, organizational structure, or
major initiatives and goals.
4 Types of organizational change
1. Strategic Transformational
Change
- A process of changing the
overall direction of an
organization or a group within
an organization. Strategic
transformational change is
often a lengthy process and
requires in depth planning and
preparation.
- a shift in the business culture
of an organization resulting
from a change in the
underlying strategy and
processes that the organization
has used in the past.
2. Structural change
- This is the most common type of
change we usually hear about. It
involves a complete transformation of
the way something works.
- major shifts in the management
hierarchy, team organization, the
responsibilities attributed to different
departments, the chain of command,
job structure, and administrative
procedures.
 3. Remedial change
- The process of repairing something
that has already gone wrong. Allow
the organization to work perfectly
with the existing process, procedure,
and system.
- occurs when a problem is identified,
and a solution needs to be
implemented. As these changes are
designed to address an issue; they call
for immediate action
- individuals, relationships, or within
4. People-Centric Organizational
Change
- Focuses on the employees, customers,
and other stakeholders, whose
mindset and behaviors are going to
be affected by the change.
- During this type of change, the
organization focuses on the emotions
and intrinsic motivations of these
stakeholders.
6 Organizational Performance Metrics
(OPM's)
1. Trustworthiness
2. Inventiveness
3. Customer Orientation
4. Self-leadership
5. Employee Engagement
6. Getting things Done
"Change demands learning, and learning
means continuous change"
- Quotes -
Resistance to change
- Change is inevitable; and as an
enduring force, it may be
constructive or destructive.
- unwillingness to adapt to new
circumstances or ways of doing
things. It can happen with
organizations.
Logical Resistance
- This form of resistance is perceived
by workers to be based on
disagreement of facts, rational
reasoning, logic and science.
Psychological resistance
- It involves workers' emotions,
attitudes, and sentiments.
Psychological resistance is internally
logical from the personal view of the
workers ' attitudes and feelings about
the change.
Sociological resistance
- It involves group interest, norms and
values. As much as social values are
powerful forces in the environment,
 they must be looked into and be
carefully considered.
Steps in Change:
1st step: Unfreezing
- A process that simply means
that old ideas and practices
need to be changed so that
new ones can be adopted for
use.
- involves improving the
readiness as well as the
willingness of people to
change by fostering a
realization for moving from
the existing comfort zone to a
transformed situation.
2nd step: Changing
- A process that basically means
the step in which the new
ideas and practices are being
learned.
- careful planning, effective
communication and
encouraging the involvement
of individuals for endorsing
the change is necessary. It is
believed that this stage of
transition is not that easy due
to the uncertainties or people
are fearful of the consequences
of adopting a change process.
3rd step: Refreezing
- A process which means that
what has been learned, is
integrated into actual and
meaningful practice.
- ultimate stage in which people
accept or internalize the new
ways of working or change,
accept it as a part of their life
and establish new
relationships
SUPPORT NEED FOR CHANGE
- The support-need to be built before,
during and after a change is extremely
necessary from a long term success of
the change program. The use of
group forces for effectiveness change
is focused not only on a particular
individual but also on the group
itself. The group can be a potent
instrument to bring strong pressure
on its members to change.
PARTICIPATION
- Full participation of the workers is a
basic requirement to build support
for change. During the intersection
process, workers are encouraged to
discuss and articulate their views and
make some suggestions.
SHARED REWARD
- Another way of building support for
change is that there are adequate
rewards for workers when change is
implemented. If the change will bring
them a windful of gains, they become
enthusiastic about the change.
WORKER'S SECURITY
- Security during a change is very
important among workers. A
number of managers guarantee that
workers' rights should be protected
since the information of new
technology and new methods might
reduce the earnings of workers.
COMMUNICATION
- Communicating applies to all phases
of management. The communicating
function is the means by which social
inputs are fed into the social system.
STIMULATING WORKER'S
READINESS
- This approach of building support
for change is premised on the
assumption that change is more likely
to be accepted if the workers affected
by it recognize a need for it before it
occurs.
GUIDELINES FOR MANAGING
CHANGE
1. Make only necessary and useful
changes.
2. Teach workers to expect continual
change and need to develop new
skills.
3. Change by revolution gradually, not
revolution dramatically.
4. Recognize the possibility of
resistance to change and develop
appropriate and positive strategies for
confronting and containing each
source of resistance.
5. Involve workers throughout the
change process to diminish resistance.
6. Share the benefits of change to
workers.
7. View the organization change as an
essential process, and pay particular
attention to the unfreezing and
freezing stages.
8. Diagnose the problems remaining
after a change occurs, and treat them
properly.
9. Recognize that the primary purpose
of change is to improve performance
results.
ORGANIZATIONAL CULTURE
- A system of shared meanings held by
members that distinguishes the
organization from other
organizations
- all of a company's beliefs, values and
attitudes, and how these influence
the behavior of its employees.
Culture affects how people
experience an organization.
Attention to detail
- Degree to which employees are
expected to exhibit precision,
analysis, and attention to detail
Innovation and risk taking
- Degree to which employees are
encouraged to be innovative and to
take risk
Stability
- Degree to which organizational
decisions and actions emphasize
maintaining status quo
Aggressiveness
- Degree to which employees are
aggressive and competitive rather
than cooperative
Outcome Orientation
- Degree to which managers focus on
results or outcomes rather than on
how these outcomes are achieved
People Orientation
- Degree to which management
decisions take into account the effects
on people in the organization
Team Oriented
- Degree to which work is organized
around teams rather than individuals
Benefits of a Strong Culture
● Creates a stronger employee
commitment to the organization
● Aids in the recruitment and
socialization of new employees
● Fosters higher organizational
performance by instilling and
promoting employee initiative
STRONG CULTURES
- Values widely shared
- Culture conveys consistent messages
about what's important
 - Most employees can tell stories about
- company history/heroes
- Employees strongly identify with
culture
- Strong connection between shared
values and behaviors
WEAK CULTURES
- Values limited to a few people-usually
top management
- Culture sends contradictory messages
about what's important
- Employees have little knowledge of
company history or heroes
- Employees have little identification
with culture
- Little connection between shared
values and behavior
Culture as a Liability
- culture can enhance organizational
commitment and increase the
consistency of employee behavior,
clearly benefits an organization.
- when the shared values don't agree
with those that further the
organization's effectiveness.
Barriers to Change
- when an organization's environment
is undergoing rapid change.
- Lack of understanding – The absence
of a clear goal is a common barrier
that companies overlook. They want
to implement change, but they do
not know what they want to achieve.
When companies set clear goals, they
will be on the right track.
Barriers to Diversity
- Management wants to demonstrate
support for the differences these
employees bring to the workplace,
but newcomers who wish to fit in
must accept the organization's core
cultural values and current mix.
Selection
- Selection process is to identify and
hire individuals with the knowledge,
skills, and abilities to perform
successfully
Socialization
- No matter how good a job the
organization does in recruiting and
selection, new employees need help
adapting to the prevailing culture.
 Informal
- Puts new employees directly into the
job, with little or no special attention.

Individual
- Socialized individually
Socialization Process
Collective
Pre Arrival Stage - grouped together and processed to
- recognizes that each individual arrives identical set
with a set of values, attitudes, and
expectations about both the work Fixed of experiences
and the organization. - establishes standardized stages of
transition
Encounter Stage
- confronts the possibility that Variable
expectations about the job, - give no advance notice of their
co-workers, the boss and the transition
organization in general may differ
from reality. Serial timetable
- role models who train and encourage
Metamorphosis Stage newcomers
- work out any problems discovered
during the encounter stage, the new Random
member changes - newcomers are left on their own to
figure things out
Entry Socialization Options
Formal Investiture
- Specific orientation and training - qualities and qualifications are
programs confirmed and supported
Divestiture
- tries to strip away certain
characteristics of the new recruit
How Employees Learn Culture
Stories
- Narratives of significant events or
actions of people that convey the
spirit of the organization
Ritual
- Repetitive sequences of activities that
express and reinforce the values of the
organization
Material Symbols
- Physical assets distinguishing the
organization
Language
- Acronym and jargon of terms,
phrases, and word meanings specific
to an organization.
HUMAN RESOURCE POLICIES AND
PRACTICES
Human Resource
- the department within a business
that is responsible for all things
worker - related
- division of a business responsible for
finding, screening, recruiting, and
training job applicants
- administers employee-benefit
programs
- handles compensation and benefits,
and employee terminations
- keep up to date with any laws that
may affect the company and its
employees
- Oversees employee relations
- it's a place an employee goes with
questions about their position at the
company, to address concerns, and to
air grievances
Key duties and responsibilities of
human resources
Recruiting
- involves finding qualified individuals
for open positions within the
organization, as well as completing
the necessary steps to screen them for
hiring consideration. As part of the
recruiting process, HR professionals
may help create and post job
descriptions, searching for qualified
people to apply for the open
positions, screening candidates and
conducting interviews. This
responsibility plays a major role in
 developing the workforce of an
organization.
Fostering a safe work environment
- Ensuring workplace safety is a critical
responsibility of human resources.
The Occupational Safety and Health
Act of 1970 (OSHA) requires
employers to provide a safe working
environment for all employees, so
HR professionals will support this
requirement by overseeing and
conducting safety training, managing
workplace injury logs and reporting
and handling any workers
compensation needs that may
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et dolore magna aliqua.
Managing employee relations
- Recruiting involves finding qualified
individuals for open positions within
the organization, as well as
completing the necessary steps to
screen them for hiring consideration.
As part of the recruiting process, HR
professionals may help create and
post job descriptions, searching for
qualified people to apply for the open
positions, screening candidates and
conducting interviews. This
responsibility plays a major role in
developing the workforce of an
organization.
Administering payroll
- Payroll involves paying employees for
the hours worked, and many human
resources specialists can provide
payroll administration services for a
business. Modern software programs
and resources have simplified payroll
processing for organizations, which
has allowed HR professionals
without extensive payroll experience
to be able to handle this task.
Managing compensation and benefits
packages
- Employees receive compensation and
benefits packages in exchange for the
work they perform for an
organization, and the human
resources department often manages,
oversees and approves those packages.
Handling disciplinary needs
- Workplace discipline occurs in
response to employee rule-breaking
or misbehavior at work. Human
resources handles employee discipline
and documents any actions taken in
response to misbehavior. Examples of
misbehavior that may warrant
 disciplinary action include failing to
perform the duties of the job
properly, treating employees or
clients poorly or failing to manage
the proper schedule.
Ensuring compliance with labor laws
and regulations
- In addition to maintaining a safe
workplace for employees, HR is
responsible for ensuring that the
organization is in compliance with all
other applicable labor regulations
and laws. Failing to comply can result
in unsafe working conditions,
complaints against the business and
general dissatisfaction
Overseeing training programs
- Training and development are critical
functions of a successful human
resources department. Employees
need regular and ongoing training to
transition into the organization and
understand the requirements of their
job, as well as to maintain compliance
with any process changes or legal
regulations.
departments can also provide
employee development and
educational opportunities.
Professional development can help
employees learn new skills and
improve upon the skills they need to
do their jobs more effectively.
Assisting employees
- Employees may have personal needs
and challenges that arise when
working for an organization, and the
human resources department may be
able to provide resources and
assistance. Many companies provide
employee assistance programs as a
benefit to their employees, which can
be a resource for an employee who is
struggling with personal challenges.

Supporting employee development

- In addition to providing ongoing
training, human resources
What is Human resource policies
and practices?
- HR policies, procedures and
practices establish a framework to
help to manage people. They cover
everything from how the business
recruits its staff through to ensuring
employees are clear about procedures,
expectations and rules, and how
managers can go about resolving
issues if they arise.

Policies
- At-Will Employment Policy
- Sexual Harassment Policy
- Anti-Harassment and
- Non-Discrimination Policy
- Safety and Health
- Policy
- Updated Confidentiality Policy