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Ethical Problems of Managers

Ethical Problems of Managers. Chapter 6. Employee Engagement. Actively engaged: Passionate and enthusiastic Feel profoundly connected to the company Drive innovation Move the company forward Eagerly go all the “extra mile”. Employee Engagement. Not engaged: “checked out” Sleepwalking

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Ethical Problems of Managers

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  1. Ethical Problems of Managers Chapter 6

  2. Employee Engagement • Actively engaged: • Passionate and enthusiastic • Feel profoundly connected to the company • Drive innovation • Move the company forward • Eagerly go all the “extra mile”

  3. Employee Engagement • Not engaged: • “checked out” • Sleepwalking • Put time – but not passion or energy into their work • May or may not go the “extra mile”

  4. Employee Engagement • Actively disengaged: • “It’s not my job” • Negative drag on the culture • Little or no company loyalty • Undermine what engaged coworkers accomplish • May well sabotage company initiatives and employee goodwill

  5. Drivers of Engagement • Line of sight • Involvement • Information sharing • Rewards and recognition

  6. Managing the Basics • Hiring and work assignments • Performance evaluations • Discipline • Terminations

  7. Managing a Diverse Workforce • Diversity • Harassment • Family and personal issues

  8. Manager as Lens • Begin with clear standards • Design a plan to continually communicate your standards • Managers are role models

  9. Managing Up and Across • Honesty is rule one • Standards go both ways

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

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