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Observational Behavior

In: Business and Management

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Hot seat 1 note outline I. On the follow of hoping for. THE REWARD SYSTEM OUTLINE a. Numerous examples exist of reward systems that are fouled up in that behaviors which are rewarded are those which rewarder is trying to discourage, while the behavior he desires is not being rewarded at all. Societal Examples. a. Politics i. Official goals are purposely vague and general they do not indicate the hose of decisions that must be made among alternative ways of achieving official goals and the priority of multiple goals. Considered high acceptance and low quality goals. ii. Operative Goals are higher in quality but lower in acceptance, they specify where the money will come from and what alternative goals will be ignored. iii. Most official speak of official goals until after election since they are generally more accepted. iv. Examination of costs and benefits combined with knowledge of what motives a particular individual often will determine what is rational for them if the reward system is designed that is irrational to be moral does not necessarily mean that immorality will exist. b. War i. Primary objective is to win. Individuals on front lines is to live and go home. ii. Stark differences between WWI and Vietnam war when dealing with a reward system. Regardless if war was won in Vietnam it meant they are going home, in WWII it mean when they defeated the other enemy. Vietnam expressed disobedience in order to go home. IE: Killing off a superior officer. Suffer negative consequences if it is disobeyed within the wartime so what is the point of a reward system used in Vietnam war, would it not have been personally irrational for some orders to be disobeyed in order to survive? iii. What is the point of a reward system and what makes it immoral? c. Medicine. i. To types of errors-­‐ 1) Doctor and pronounce a patient sick when he is well and cause him anxiety and expense, and even pose health risks by issuing needless medication and surgery. 2) can label a sick person well and avoid treatment all together. ii. The reward system based off these two things is with the type 2 error labeling a well person sick the consequences include guilt, embarrassment, and the threat of a law suit and scandal. Type 1 – constitutes an increased income, and a stream of steady customers who being well in limited physiological sense will not embarrass the doctor by dying abruptly.


d. General Organization Examples Rehabilitation and Orphanages i. Prime Beneficiary classification org such as these exist for the public in contract which means its goal is to put kids into many homes as possible to good homes. ii. Cons: Too many rule around adoption it is impossible to pry a child out of the place unless a married couple, with the same religion, history of emotional and vocational stability and with a minimum income. iii. The influence of a reward system on the orphanage management should not be ignored, means to an end theory displaced the original goals. iv. The reward system in the opposite direction paying off for only placement and extensive goals is it likely to result with the ignoring of rehabilitation due to better clients and counselors will ignore the requirements because of the prevailing reward system. Disabled clients find that counselors work with people who are less severe because of the 60 day rehab cut off offers a reward ignoring the less fortunate. e. Evaluation in Trainings i. A firm’s well-­‐being should insist that organization get fair value for expenditure. Management by objectives, and GRID, job enrichment, program and training is worth the company’s time. Evaluations of top management is hoping that the company’s outputs pull a feasible profit because of training while avoiding systematic evaluations, and hoping for an evaluation that is in depth and reflects the company’s morale and employee drive.

ii. People avoid promoting individual accomplishments and prefer to speak on team work and proper attitude, and one for all spirit attitudes. Reward distributes rewards individually offering extrinsic rewards.

f. Causes i. Diverse instances which reward behavior A, although the rewarder apparently hopes for behavior B have been given. The diversity increases the difficulty of determining commonalities and establishing causes. Four general factions pertain to the reward system. ii. 1.Need for an objective 1. Measures solely productivity and are objective only in that their subjective elements are determined in advanced, well concealed on the rating instrument, industrial firms seek to devise objective rating systems first to decide in an arbitrary manner, what dimensions are to be rated.

2. Must establish quantifiable standards against which to measure reward performance may be successful highly predictable areas within an organization but cause goal displacement when applied anywhere else. iii. 2. Over Emphasis on Highly Visible Behaviors. 1. Difficulties stem from parts of the task that are highly visible while others are not. Adverse consequences of pronouncing a sick person will are more visible than those sustained by labeling a well person sick. Team building are other examples which are not rewarded simply because they are hard to observe. iv. 3. Hypocrisy 1. Described reward may have been getting the desired reward, but there are claims that behaviors was not desired. Mgmt attitude toward apple polishing in manufacturing firm. Behavior which subordinates felt was rewarded despite mgmts. Avowed dislike of the practice. 2. Also explains politics unwillingness to revise penalties for disobedience of ecology laws, failure of top mgmt. to devise rewards causes systematic evaluation of training and development programs which hinders profitability. v. 4. Emphasis on morals and equity rather than efficacy. 1. Factors prevent the establishment system which rewards behaviors desired by rewarder. Obligation of many people to vote for one or another. 2. Spread of risk and costs war time military service may outweigh the advantage to be obtained committed personnel to combat till the war is over. 3. In the case of the third and fourth causes the system is rewarding behaviors desired by the rewarder. The systems are fouled from the standpoints of whose believe the rewarder public statements point 3 or those who seek to max efficiency rather than outcomes. Point 4 Fierce Humility and Personal Effectiveness I. Breadth and Depth a. Self-­‐Confidence describes the ranges of actions and arenas of analysis that a person self-­‐ confidence embraces. b. Ethically driven concept of integrity in that sense. Significance breadth of integrity is predisposed and manifested integrity in a number of differing ethic of a situation vs ethic of principle. c. A person with significance level of self-­‐confidence that they have an inner sense of stability and self-­‐assurance. d. Dimension of self-­‐confidence i. Ability to see the situation you are in.

ii. See the situation of the situation iii. See yourself as part of the situation , enhanced perspective sees what is influenced by the situation. iv. Must have THE answer, narcissism to a be able to not receive a negative feed back, and must depreciate yourself. e. Wisdom and Humility. i. Having wisdom as opposed to just having knowledge or awareness, the difference is wisdom includes perspective ( The situation of the situation) while simple knowledgeable, especially when combined with a lack of life experience does not guarantee perspective at all.

1. TWO COMBINATIONS a. Feeling special, not really being special b. Feeling and being special and not having that gift being fully understood or tested. ii. Consequence of feeling special and not really special is an unfounded sense of entitlement, feeling that all good things not only should be here but also will flow to those that desire them. IN this sense the belief that simply showing up deserves a reward. iii. Consequence of being special having a certain gift dictates heightened responsibility, make good judgments, person recognizes abilities and capacities but also recognizes the wisdom of knowing these abilities. f. Humility and success i. Humility can play a significant role in the success of business and the effectiveness of business managers. ii. Expressions of Humility 1. Avoid public spotlight 2. Use inspire standards rather than inspiring charisma to motivate people. 3. Prepare success to take over the ceo position for long term success 4. Giving credit of successes to people to factors beyond the CEO g. Humility’s PR problem. i. Does not work with management, showing quality and being humble shows sign of weakness. Makes it look of low rank and is not very good for authoritative role. ii. Limits of ones knowledge, including sensitivity to circumstance in which ones native egocentric is likely to function as a hindrance promoting bias, prejudice, limitation to ones view point, close mind point of view, intellectual humility requires that one should not claim more than they know. iii. ERA 1. Empathy, reflection and arguing for self. 2. We inquire fueled by interest in order to hear the other person.

3. ERA nurtures the spirit of inquiry 4. Energies and empowers active listening.

h. Mutuality is an enabler that replaces as a defensive for the disabler is more likely we will get heard when we argue for self-­‐difference. The point is to get our voice heard. i. You will have an increased probability of doing the right thing for the right reason.

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