Moral Problems of Managers

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Representative Engagement. Effectively engaged:Passionate and enthusiasticFeel significantly joined with the companyDrive innovationMove the organization forwardEagerly go all the

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Slide 1

Moral Problems of Managers Chapter 6

Slide 2

Employee Engagement Actively drew in: Passionate and excited Feel significantly associated with the organization Drive development Move the organization forward Eagerly go all the "additional mile"

Slide 3

Employee Engagement Not locked in: "looked at" Sleepwalking Put time – yet not enthusiasm or vitality into their work May or may not go the "additional mile"

Slide 4

Employee Engagement Actively separated: "It's not my occupation" Negative delay the way of life Little or no organization dependability Undermine what connected with colleagues achieve May well damage organization activities and representative goodwill

Slide 5

Drivers of Engagement Line of sight Involvement Information sharing Rewards and acknowledgment

Slide 6

Managing the Basics Hiring and work assignments Performance assessments Discipline Terminations

Slide 7

Managing a Diverse Workforce Diversity Harassment Family and individual issues

Slide 8

Manager as Lens Begin with clear gauges Design an arrangement to ceaselessly convey your guidelines Managers are good examples

Slide 9

Managing Up and Across Honesty is control one Standards go both ways

Slide 10

Linda K. Trevino and Katherine A. Nelson, Managing Business Ethics , (Wiley, New Jersey) pp. 152-176.

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