The Work Ethic Ethics at Work Adrian Furnham

1. The Work Ethic & Ethics at WorkAdrian Furnham London University

5. And feedback…. Down From Boss Up From Reports Across From Colleagues Different people have different data

6. Characteristics of superior leaders

7. REG Theory Reading the signals Read markets, customers, trends Read staff, shareholders Engaging People Build and sustain a healthy team climate Give people a vision Build self-confidence and morale Getting things done Sustain sense of energy/purpose Set clear goals and expectations Challenge and support

8. Growing Leadership Capability Signs of success: Early identification of talent: Seeks out the opportunity to learn: Proactive, enjoys skill/knowledge acquisition Acts with integrity: Honest, takes responsibility for actions Adapts to cultural differences: Enjoys & sensitive to cultural variation Genuinely committed to making a difference: Willing to make personal sacrifices, wants impact on the business as a whole

9. Growing Leadership Capability Seeks broad business knowledge: Interested in the whole business; goes beyond area of professional expertise Brings out the best in people (particularly reports): Talent to create effective team, working environment, understands individual differences, develops others Is insightful even intuitive: Sees things from new angles, quick to see trends, good at taking the perspective of the other

10. Growing Leadership Capability Courageous and willing to take risks: Not afraid to go against the grain, will persevere in the face of opposition, can confront poor performers Seeks and uses feedback: Actively pursues, responds to and uses feedback to learn Learns from mistakes: Changes direction when necessary, starts again after setbacks, not defensive to negative feedback Is open to criticism: Handles criticism well. Understands difference between criticism of self v’s ideas

11. The transformational & charismatic leader: They challenge the process: Pioneers, innovators, experimenters They inspire a shared vision: Expressive, committed, visionaries They enable others to act Collaborative, nurturing, enabling They model the way Encourage the heart, celebrate success

12. The transformational & charismatic leader: They include others in their success Share the limelight, bring others along They help others overcome setbacks Cope with failure, optimistic They believe in learning Stimulate self and others to gain new competencies

14. Believers in the PWE are: Self-Motivated Hard Working Diligent and Dutiful Conservative and Risk Averse Competitive

15. “Remember that time is money . . . “Remember that credit is money . . . “Remember that money is of the prolific, generating nature. . . “After industry and frugality, nothing contributes more to the raising of a young man in the world than punctuality and justice in all his dealings . . .

17. Attitudes to work and leisure

23. Is the PWE born or made? Made, but by childhood experiences Related to personality Related to ideology Selection rather than training rates

26. Some Major Cultural Assumptions

29. 1. The Power Distance Dimension (POW) Less centralisation Flatter organisation pyramids Smaller wage differentials Structure in which manual & clerical workers are in equal jobs Greater centralisation Tall organisation pyramids More supervisory personnel Structure in which white-collar jobs are valued more than blue-collared jobs

30. 2. The Masculinity/FemininityDimension (MAS) Sex roles are minimised Organisations do not interfere with people’s private lives More women in more qualified jobs Soft, yielding, intuitive skills are rewarded Social rewards are valued Sex roles are clearly differentiated Organisations may interfere to protect their interests Fewer women in qualified jobs Aggression, competition, & justice are rewarded Work is valued as a central life interest

31. 3. The Individualism/Collectivism Dimension (IND) Organisation as ‘family’ Organisation defends employee interests Practices are based on loyalty, sense of duty, and group participation Organisation is more impersonal Employees defend their own self-interest Practices encourage individual initiative

32. 4. The Uncertainty Avoidance Dimension (UNC) Less structuring of activities Fewer written rules More generalists Variability Greater willingness to take risks Less ritualistic behaviour More structuring activities More written rules More specialists Standardisation Less willingness to take risks More ritualistic behaviour

33. Low Power Distance Countries Decentralisation of decision making Small pay and status differentials Expectations of involvement and non-differential subordinate-superior relations Open information and communication systems

35. Feminine Countries Acceptance of those who do not value a career- both men and women Wary of intra-organisation competition, preference for co-operation Supportive and encouraging behaviour is valued Harmony is sought and confrontation avoided Masculine Countries High expectation that men will pursue a career, and will be considered as failures if they do not Encouragement and acceptance of intra-organisational competition Aggressive and assertive behaviour is valued Conflict and confrontation are expected

36. Collectivist Countries Tendency to view the organisation as a family and to expect to be looked after like a family member Engagement with the organisation is on a moral basis Employees will reciprocate with loyalty and obedience to organisations who protect their interests Holistic evaluation of persons and their performance Internal promotions Personalistic relations Group and team work emphasised Individualist Countries Organisations are viewed neutrally and there are limited expectations of the organisation in terms of the personal life of members Engagement with the organisation is on a calculative basis Employees will stay with the organisation only as long as the exchange relationship is relatively positive Objective, criteria-driven evaluations Open, competitive promotions Impersonal relations Individual performance and expertise emphasised

37. You have just come from a secret meeting of the board of directors of a company. You have a close friend who will be ruined unless she can get out of the market (sell shares) before the board’s decision becomes known. You happen to be having a dinner at the friend’s home this evening.What right does your friend have to expect you to tip her off?Ia She has a definite right as a friend to expect me to tip her off.Ib She has some right as a friend to expect me to tip her off.Ic She has no right as a friend to expect me to tip her off.Would you tip her off in view of your obligations to the company and your obligations to your friend?Id Yes.Ie No.

41. Business Ethics How to resolve conflicts Rights, duties & shared moral values No just about applying rules or being legal About an agreed moral codes.

42. Typical Principles Be honest to stakeholders Stick to values despite financial loss Fulfill commitments Avoid conflicts of interest Respect the rights of others Take responsibility for actions Avoid unnecessary harm Act benevolently Obey the law Protect the environment

43. Business Ethics at Different Levels: At the societal level. Questions concern the ethics of dealing with certain countries, the desirability of capitalism versus socialism, the role of government in the marketplace. At the stakeholder level, questions concern the employees, suppliers, customers, shareholders and those related to them. Ethical questions here are about the company’s obligation to these various groups. At the company level, the questions concern all the company’s rules and regulations, the ethical implications of lay-offs, perks, work rules, motivation, leadership, payment schemes, and so on. At the personal level, the ethical questions are about how people in the organisation should and do behave with each other.

44. Things to do Top management commitment Financial figures cannot tell the whole story Forget the institutionalisation approach Creditability is essential Involve employees Directors should be involved

45. So… With the help from outsiders/consultants begin to set out a values system/code Discuss it with staff of all levels Make it part of the selection and training system Encourage managers to model behaviour Spend more time rewarding good behaviour than punishing bad behaviour