PART-A) Critically Discuss the Differences between Altruism (Concern for Others) and Utilitarianism PART-B) Critically Discuss the Relationship between Culture and Leadership
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Question-1
PART-A) Critically Discuss the Differences between Altruism (Concern for Others) and Utilitarianism
PART-B) Critically Discuss the Relationship between Culture and Leadership
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- Explain the theories with examples. 1. Egoism theory 2. Social group relativism theory 3. Cultural relativism theory 4. Utilitarianism theory 5. Deontology theory4) What was the initial purpose of the Hawthorne studies? What was the actual outcome?5) Elton Mayo singled out two factors as having special importance for the increase inproductivity. What are these two factors?6) What is the viewpoint of the human relations movement?What was Franz Boas' main theory? A. There are many different cultures, but none of them are better than any others. B. European cultures are better than non-European cultures. C. Human behavior is innate. D. The environment and social conditions do not contribute to differences between populations.
- What does the importance of ethical behaviour, integrity and trust call into question? A The extent to which managers should attempt to change the underlying beliefs and values of individual followers B Who does what C What we do next D None of theseWhat management practices would have to be put in place to foster those attitudes and attributes? Be sure to provide clear arguments and support them with appropriate examplesWhat are the comparsions and contrasts among these articles? Which article is the most interesting one? Leading by Example: Values-Based Strategy to Instill Ethical Conduct by Arne Nygaard, Harald Biong, and Ragnhild Silkoset Political Ethics A View of the Leadership by Joseph Small The Ten Commandments Perspective on Power and Authority in Organizations by Abbas J. Ali, Robert C. Camp, Manton Gibbs
- 1. A division manager from the company's Chilean branch attends a meeting held at the company's headquarters in the United States to discuss new approaches for mentoring employees with respect to company values, ethics, and practices. Which aspect of the company is the division manager discussing? International business culture International business success international business culture Organizational leadership Organizational culture 2.The owner of a business based in a developed country will begin a new operation in a country that is considered underdeveloped. The owner would like to show a high level of personal ethics in the new location. Which behavior should the owner use to have a positive impact on the new location? Hire employees at fair living wage to maintain an exemplary workforce Create a budget that takes into account differences in the country's economy Ensure employee adherence to the same business culture as the parent company Ask family members to take…What is a substantive culture-changing action that a company's managers would refrain from undertaking to alter a problem culture? Multiple Choice screening all candidates for new positions carefully, and hiring only those who appear to fit In with the new culture designing compensation Incentives that boost the pay of teams and Individuals who display the desired cultural behavlors and hitting change-resisters in the pocketbook appolnting outsiders with the desired cultural attributes to high-profile positions promoting Individuals who are known to possess the desired cultural traits, who have stepped forward to advocate for the shift to a different culture, and who can serve as role models for the desired cultural behavlor urging company personnel to search outside the company for work practices and operating approaches that may be an Improvement over what the company Is presently doing, and paying sizable bonuses to those employees who Identify practices that the company ends up…The Caribbean Team "Vibes" or "Not": Another Day in the Life of a Call Centre In a rare moment alone in her office, Jennifer Ames reflected on the past 10 years of her career at GerberGoodstart Corporation (GGC) She could easily chart her successes: She had taken on challenges and produced results where her colleagues had failed; she had increased the diversity of the work force in every unit she had led; she had successfully launched new products and developed several new markets. In fact, just a few months before, Ames had been part of a team that had led a highly successful launch of several GGC product lines into the Latin American market. That success and the ensuing demand for its products drove GGC to centralize customer support in a call center in Kingston, Jamaica-and to create Ames's new position: senior director for global customer support. Ames had studied other call-center models and created a team of four as a prototype for customer support. She had a goal of scaling up…