Social Responsibility of Business to Increase Profits

1.  He is discussing the social responsibility that business has to increase their profits. The responsibility is to conduct business based on their desires. Therefore make as much money as possible but do it ethically. Social responsibility forces people to be responsible for their own actions and makes it difficult for them to exploit people.

      2.  The company would have to spend stockholders money to contribute to the social responsibility. This will reduce the companies’ money, and the stock price would have to rise to compensate for this loss. His customers could potentially leave him and go to another company to invest in.

      3.   Social responsibility of politics raises 2 questions principle and consequences. These functions were established by constitutional, parliamentary, and judicial provisions. This ensures that taxes are imposed in accordance to the law.

       4.   Stockholders can contribute money to charities they support instead of paying corporate taxes.

5.   The responsibility is to conduct business based on their desires. Therefore make as much money as possible but do it ethically. Social responsibility forces people to be responsible for their own actions and makes it difficult for them to exploit people.

Sarah Goodwin Revisited

1) Analyze as a utilitarian and state your conclusion. A utilitarian would send the food to the ghetto not thinking about the consequences of the action.

2) Analyze as a Deontologist and state your conclusion. A deontologist would not send the food to the ghetto.

3) Analyze as a Virtue ethicist and state your conclusion. A virtue ethics person would choose the best action that reflects their behavior. I would not want to send the food to the ghetto but I would still follow order because of job security. 

4)Analyze as a Justice ethicist and state your conclusion. Distribute justice supports that distribution of resources must be done in a fair manner for all. These resources can be delivered in a variety of forms such as: money, benefits, recognition and rewards.  A distributive justice person would want to send the food to the ghetto because it redistributes the food equally.

5)What would you have done and why? My first reaction to this dilemma my reaction was disgusted and I would not have sent the food to the ghetto. But now that I have more experience with job security and how important it’s to me I would have followed orders and sent the food to the ghetto because I would not want to lose my job. 

Communication Plan

Segment of Communication Plan	Specifics of the Organization & Situation
Context	·           Major management reorganization ·           Employees 21,000 people ·           19 different plants ·           Union versus non-union employees ·           Hourly and salaried employees ·           Continued employees would experience reduced incomes ·           Negotiations in July ·           Plan to lay off large numbers of experienced employees ·           Varying modernization from factory to factory ·           Develop a long term communication program
Goals	How to effectively communicate to all employees, top management, media, and community about the structured reorganization implementing layoffs. ·         Manage anxiety ·         Decrease rumors of exporting jobs ·         Reduce employment costs ·         Protect managers ability to manage ·         Be fair to all employees ·         Avoid  strike ·         Foster participatory management ·       Educate employees about international quality in products competition, economic downswing, lower cost production of products in the international market ·         Increase employee efficiency and productivity and feelings of a partnership with the company with a hope for future job security.
Audiences	Primary audiences: employees which would include: all employees, all plant locations, union and non-union members, and management Secondary audiences: media and the community
Messages	Employee: employees lay-offs  must be implemented  ·         Top management: must support lay-off  ·         Media: employees will be a laid off  ·         Community: steel plants will restructure the organization to increase competitive advantage to ensure future existence, hope for future job security and growth
Media	Employees: Large group employee meeting Communication must be done simultaneously @ all the plants ·         Hold meetings for various shifts ·        Follow-up memos for employees who are unable to attend the meetings Top management: ·         small group meeting simultaneously Media: ·          Live broadcast television & radio can be used to get the communication out quickly due to the urgency of the message and to a large audience ·         Print media interviews with management for correct & consistent news release Community: ·          View live broadcast on television, hear it on radio and read in news print
Feedback	From employees: questionnaires for feedback ·         Suggestion box for concerns that will be responded to by managers ·         Employees encouraged to air feedback directly to managers ·         General meetings held by management to meet with employees so feedback can be aired ·         All information funneled back to top management

Department Store Memo Dr. Back

To: Dr. Back

From: Lynnette Lockwood

CC: N/A

Date: 2-28-14

Re: N/A

The purpose of the memo from Mr. Lee to Mr. McGregor was to persuade Mr. McGregor to reconsider his discount policy at the department store; therefore I used the persuasion-oriented structure message style. The memo was being written by Mr. Lee who is Mr. McGregor’s trusted assistant. Mr. Lee’s role would include expectations from Mr. McGregor that he would be able to clique potential policy changes and suggest improvement to those changes.

Upon further evaluation I was aware that Mr. McGregor was on his college debate team and did admire careful reasoning. I felt that he was the type of audience that is well informed, however could become resistant and maybe hostile if not approached in a diplomatic manner.

I started the memo with a descending informed format by putting my most powerful points first. The first point was acknowledging Mr. McGregor’s previous discussion with me about the discount policy and the immediate plan to make changes. I agreed with his assessment that the policy needed a revision, but then suggested a more conservative standard discount reinforcing that this would help him reach his goals of simplification, adding all personnel and increasing profit margin. I then addressed his concerns about managerial resistance and I offered alternative suggestions of company benefits for that level of employee in addition to the standard discount. I felt that offering additional benefits would improve their acceptance of the policy change.

I made additional suggestions about how Mr. McGregor could increase profit margin by elimination of non-profit sales of tobacco and candy, increase junior clothing that has a higher profit margin, which would attract younger sales clerks, and modernize the store.

I continued with suggestion of security cameras to decrease “lost” items and sale of those future lost items to cash paying customers. I placed this suggestion near the end of the memo. This suggestion I felt would be very beneficial to the company however Mr. McGregor may be resistant to such a suggestion of this extreme a modernization of his store.

I ended the memo with the least powerful point I wanted to make regarding placing required purchase amounts for a free delivery. This would positively affect the profit margin, but this idea could dissatisfy long term account customers and with Mr. McGregor’s historical perspective of the family business he may not accept this idea. 

Throughout the memo I used an inductive approach to include facts about the business that Mr. McGregor would acknowledge because of his knowledge about the company and therefore increase his acceptance of my suggestions and defuse his potential hostile reaction.

I ended the memo by acknowledging Mr. McGregor’s concerns as valuable and his future goals for his company could be achieved by accepting some form of change.

McGregor Department Store

To: Mr. McGregor

From: Alan Lee

CC: N/A

Date 2-28-14

Re: N/A

Mr. McGregor I have given careful consideration to our discussion related to changing the employee discount at McGregor’s Department Store. I am in agreement with your goal for McGregor’s to come into closer alignment with other area department stores discount policies. The current 6 tier discount system can be confusing and is negatively affecting the potential for a larger profit margin. It would be in the company’s best interest to change this current policy. Further consideration should be taken to change the discount system to a 10% standard discount on all items, for all employees, regardless of their job or years of service. Further simplifying the discount system would decrease confusion, adding all personnel could increase moral and positively affect the profit margin.

I am aware that you feel there may be some resistance to implementing the new discount policy, especially among the top management positions. Consideration to offer another incentive to this level of employee could increase their acceptance to the decrease discount. Perhaps an additional day of paid vacation or a holiday voucher for an item that McGregor’s sells could be offered.

Other measures to increase profits could be accomplished by excluding the candy and tobacco merchandise.  Currently the store is not making a profit on the sale of such items.  These items tie up the available cash flow and utilize storage areas in the warehouse, as well as the store shelves.  These store areas could be used to increase volumes of higher profit margin goods, such as junior clothing wear. Increasing this clothing area could attract a younger shopping population, as well as younger clerks desiring to work in the store.

Further consideration should be taken on proactive measures to decrease “lost” items. A sale of high profit goods and lower overall employee discount would increase the profit margin; however security items such as cameras could be purchased with the available increased profit margin. Prevention of “lost” items and making these items available for sale to customers would even further increase the profit margin.

McGregor’s has a historically reputation of emphasizing personal service. However, considerations of a minimum required purchase of goods could be instituted to all account customers. This consideration of changing the store’s current delivery policy could further increase profit margin.

 I am aware that your concerns are to increase McGregor’s competitive abilities by being a department store that adapts to changing client demands, offers new retailing items and increases profit margins to promote future growth of the company. The future for your company depends on being proactive towards change. I encourage you to review my suggestions and consider how your company can stay competitive in today’s merchandise world and increase the profit in the long term. 

Cuttyhunk Bank

Goal                   Audiences:                  Messages:               Media:               Feedback:

Clarify                Bank customers          return rights          letter                    voting

Clarify                Bank employees          voting                   memo                 voting      

      

Persuade             Bank Board                 meeting                 newspaper          pass/fail vote

                                                                                            

Convince            Fed. Bank Board          letter                     letter                   pass/fail vote

Retraction          Paper subscriber’s         apology               newspaper           reader acceptance

 The first goal would to hold a meeting as soon as possible with the current bank customers. The message is to clarify that by the current bank customers voting on the proposition it will return the rights and privileges of the Bank to the Commonwealth of Massachusetts. The vote will determine if the bank will become free to make choices. This meeting should be followed up with a letter offering a ballot to vote.

    The next goal would be to hold a meeting as soon as possible with the current bank employees. This meeting will clarify to the employees that voting on the proposition will return the rights and privileges of the Bank to the Commonwealth of Massachusetts. A follow up memo to all employees should be developed with the opportunity to vote.

      The next goal would be to persuade the members of the Bank Board to support the proposition. This could be accomplished by arranging a meeting with the board members and inviting the newspaper to attend the meeting. The results that would indicate if the meeting was successful would be indicated by if the proposal passes or does not pass.

       The next goal would to be to persuade the current bank customers that the bank should not convert. This could be communicated in a letter with a positive backing from the Federal Home Loan Bank Board. The letter should explain why the customers should vote against the proposal. The feedback to the managers of the bank would be if the proposal passed or failed.

      The next goal would be to print a retraction in the newspaper addressing the statements that were previously published. The people who subscribe to the newspaper would have a written article that offers an apology. With the readers’ acceptance the banking arrangements could continue forward in a positive manner. 

Rational Model

Rational Model Abortion

Religious beliefs

·                Violates one of the 10 commandments; thou shall not kill

·                  Sin

·                  What about rape?

Social Mores

·                  Murder of an innocent

Civil Issues

·                  Rights of the child not considered

·                  Adoption

Rights of the Mother and Father

·                  Mother has the right to end her child’s life

·                  Father has no say in the matter legally

·                  Sometimes the mother is forced to abort against her will by her parents

·                  Don’t point out the possible preventive measures that weren’t taken

Incrementalism

There are not really any incremental steps that can be taken regarding this issue because of the rights to life, liberty and the pursuit of happiness.

SWOT Credibility

1. Your findings of strengths and areas for improvement on your ability to build credibility and trust as a leader.

TrustworthyStrengths:

Ethical

Protect confidentiality information

Follow through with commitment

Excellent communication skills

Developed strong boundaries

Practice a healthy lifestyle

Provide a supportive environment

Weaknesses:

Strongly standing up for what I believe in

Build more confidence (improving)

Being more persistent

Learn how to relax

Heighten brainstorming techniques

Need to better control feelings of overwhelmed

Too passive related to my rights 

I considered myself to be credible because I am trustworthy, dependable, and consistent following through with commitments that lead to success. Since I started college I have achieved hugh quantities of personal growth and development. My increase in personal growth has had a direct effect upon me being more credible. It is amazing what I have experienced while living in the culture of college life. Just by taking classes, learning more skills, living on my own, and even a simple thing like participating in a Zumba class has had an effect on my personal growth, therefore increasing my credibility.

However, personal growth can be painful for me when I develop through a hard, challenging experience where I am forced to face my own weaknesses. I used to be resistant and scared to new experiences and ideas, but now I have discovered I like to experience new things and continue to grow and mature. The more experiences I commit to the more growth and learning has occurred by finding out how things are connected, I have become more observant, developed more confident, feel less self-conscious, have less anxiety, make new friends, connect at a deeper level with people, learn to trust people more and improve me ability to work better in a team approach. 

Eventually with more course work completed I look forward to a mentoring opportunity to further tune my understanding of the profession.  I am looking forward to getting a job where I can utilize my education and new found credibility.

2. What do you see as the most important skills and attributes for a leader to build credibility and   trust?

Being trustworthy

Follow through on commitment

Great communication skills

Passion

Focus

Effectively listening skills

Being assertive

Learning to say no

Persistence

Manage stress well

Strong delegation skills

Make priorities

Organized

3. Profile a leader that you have worked with that in your estimation demonstrates a strong ability to influence others because of their credibility and trust.

     I am familiar with a female who has within the past 2 years obtained a job as a leader.  She has strong credibility and her followers have trust in her abilities. She has strong ethics and is very empathetic towards others and considerate of others’ points of view.  She is immature in her leadership skills, but has insight into her limitations and realizes she is using a trial and error process, but is able to evaluate the outcome and learn from her mistakes.

     One of her weakest abilities is following through.  She will determine to take action, assesses the situation, but then is weak in delegation and commitment to see the process through.  Her inability to determine priorities leads her to start many action projects, not delegate to others, and she attempts to do each step herself.  She becomes overwhelmed and finds there are not enough hours in a day to complete everything that needs to be done.  Many times she needs repetitive reminders about continuing the process of the action she has chosen to pursue because she becomes distracted and forgets.  Therefore she becomes a disorganized leader.

    She is well liked by her followers with positive personality traits and desires, but sometimes is viewed as weak and lacking leadership skills because of her lack of delegation and her trust in her followers’ abilities.  I think that with a strong mentor to help her see her weak areas she has the capabilities and the strengths of being an outstanding leader.

Credibility Quiz Results

What will you need to do if you want to build your current level of credibility?

      According to the readings a strong leader takes action. This action could include: making decisions, providing direction for others, creating plans, giving regular feedback, getting resources for followers, and building cohesive teams. Trust and credibility go hand in hand when assessing a leader. Followers need to be able to trust their leader in order for the leader to have the capability to properly lead them. 

Of course more indirect qualities enter into the making of a strong leader. These qualities are more difficult to measure and leaders may feel in much less control of these qualities than the more direct action abilities. These qualities would include: values, personality and intelligence. All of these are important components in the making of a strong leader and determine how followers will comply with their leadership. Qualities that are measurable and are able to be observed such as behavior and intelligence can be measured through testing. 

However, the leader needs to possess the less controlled qualities as well. Showing concern for others and lending support to followers is important. The leader needs to have strong social skills and be able to communicate clearly with ease. To increase the positive attributes of a strong leader they need to be aware that when dealing with their followers they have to vary their approach. For example, the leader should give lots of details to an inexperienced follower who will appreciate the guidance and not give as much detail to an experienced follower that would not appreciate too many details. The leader has to also have the ability to adjust their guidance of followers according to the situation presented. For instance, approaches would vary in a company experiencing a financial crisis versus a successful financial year.

A strong leader offers regular development planning that: pinpoints development needs for the business, creates development plans, implements those plans and then revises the plan as needed.

Success in a business’s leadership depends upon the workers as well. A strong leader recognizes that the workers need support to build their trust to ensure that they will follow through consistently with expectations. An effective leader offers coaching that will reinforce behavioral changes, helps workers practice these changes, gives feedback consistently on the workers progress, and offers mentoring programs. A mentoring program is very important to guide workers to a higher functioning level; however it is imperative that the mentor be an expert within their field of knowledge.

The making of a strong leader is complex and has developed over time. I feel that I am immature in the development of my profession. Even though my assessment tests indicate that I possess leadership abilities, I know that a lot of work needs to be done before I can reach that level. I want to not only lead others, but be a strong and effective leader. This requires commitment, time and proper mentoring for this to be accomplished. It is evident to me that I need to develop more skills, knowledge and commitment to development creditability within the profession that I have chosen for a career. 

Politician, College Professor, and Coach

1. Rank order from your perspective and explain why for a politician, college professor, and coach, the importance of analytical intelligence, practical intelligence, creative intelligence, and emotional intelligence. Which of the intelligences do you believe are most important and why for each position?

      A politician should display the ability to be emotional, analytical, creative, and practical in intelligence. They need to display emotional intelligence first because they need to put their constituents’ feelings before their own. They need to know what is important to the people that they serve. A politician needs analytical ability because they are elected to represent the people by creating effective policies and exercise voting power. A politician needs creative intelligence by being a strong leader that can promote creativeness among their aides to produce policies and programs that are effective. Lastly they need practical intelligence to adapt situations to meet their own needs by keeping their constituents satisfied so they can become reelected.

     A professor should display creative, analytical, emotional, and practical intelligence. They need to be creative and design classes that are interesting to their student body. They need analytical intelligence to be able to solve problems and correctly think through questions effectively. They need emotional intelligence to be insightful into their own feelings towards subjects of discussion and recognize the needs of their students. They need practical intelligence to ensure that their students learn and are successful in their course.

     A coach should display creative, analytical, emotional, and practical intelligence. They need creative intelligence to design effective conditioning and practice to prepare the athletes for competition. They need analytical intelligence's to be able to apply strategies and change those strategies quickly under pressure. They need emotional intelligence their love of the sport and how to entice others to feel the same. They need to recognize their feelings toward member of their team. They need practical intelligence to ensure success of their team and popularity as a coach.    

2. Think of the most effective and most ineffective leaders you have ever worked with. What attributes did the most effective leader possess and what attributes did the most ineffective leader possess?

  
I think the most effective leaders use the spiral of experience model. The Spiral of Experience Model has three different processes: action, observation, and reflection. Action is achieving goals and fulfilling obligations. Observation occurs spontaneously and effortlessly. A perceptual set can influence any of the senses. A perpetual set is a bias to perceive one thing and not another. This includes feelings, needs, prior experience, and expectations. For example if a leader does not like a certain person because of a particular reason that leader may discount important advice offered by the disliked person. The leader can lose the opportunity to improve a situation and therefore do a better job. Reflection is the interpretation of a person’s observations. Attributions are important to reflection. An attribution is the explanations that develop behaviors. Reflection can provide a leader with the tools to see things differently.  Personal growth can occur naturally but a good leader takes part in skill building to evaluate their strengths and weaknesses. The last part for an effective leader is looking for feedback. Evaluation is always assessing the present situation with the goal for improvement. The most ineffective leader lacks these skills and many times possesses lack of organization, limited planning skills, and lack charisma.

3. Can better leaders more accurately perceive and leverage emotions? How could you determine if this is so?

Yes better leaders can more accurately perceive and leverage emotions.  Better leaders tend to possess different levels of intelligence.  They possess higher levels of intelligence, are analytical, good problem solvers and profit from experience. To improve as a leader researchers have indicated that personality also plays a large role.  Some support that each person has a bright personality, as well as a dark personality. A good leader exams their dark personality and strives to identify what triggers it and they work to control it.  A good leader is able to blend intelligence with personality, align their thoughts and feelings and then take action that is congruent. 

Why Good Leaders Do Bad Things

  1. Sometimes people will put on a false facade and project impressions about themselves towards others that are not true about themselves. Many times such impressions can be negative in nature. Once you get to know them you discover they are not as bad as your first impression. I know this man who acts like he makes poor decisions. Once I got to know him better I realized that he made many positive decisions such as volunteering and assisting the less fortunate. I think that sometimes it is people’s perceptions that can influence their views on how they see that person. Adding stereotypes influence people to assign certain attributes to that person and consequently they have impressions that may or may not be true.

  2. There are 10 qualities that servant leadership involves: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to others growth, and building community. The Arc displays listening by hearing from the residents and taking their point of view into account on decisions. The Arc displays empathy by not viewing the resident’s disability negatively but rather by trying to understand their disability. The Arc displays healing by monitoring the resident’s diet and making sure they have plenty of exercise. Awareness is demonstrated by the Arc by being receptive to individual clients’ needs. The Arc utilizes persuasion by holding weekly house meetings to discuss changes and planned activities. The organization is proactive towards the clients by persuading them that the plan of care can work for their well-being. The Arc displays conceptualization by having employees attend educational seminars and staying current with policy changes related to disabilities. The Arc strives to improve their services continuously to meet their clients’ needs by applying foresight, stewardship, and commitment to others with the end goal to promote growth. The Arc displays building community by having the residents’ hold productive jobs and to participate in community activities.

  3. When leaders demonstrate integrity and take responsibility for their actions consistently it demonstrates an ethical environment. Leaders can further develop an ethical work environment by following their professions’ code of ethics, adhering to the law developed by the legal system and following policies in the organization where they are employed. Leading by example is a strong method for encouraging others to follow suite, however if an employee is not cooperative with the ethical environment then encouraging that employee to resign may be an ultimate action that must be taken.  

Ethical Climate of the Arc

1. Some policies of the Arc include the person-first language is to identify the individual as a person, a human being, in every reference to that person. It may be easier to focus on a certain characteristic or disability than on the person who possesses those things, but when we focus on the diagnosis, disability, or characteristic, the human being is being moved into the background and becomes somewhat dehumanized. The Arc handbook regulates the way in which executives, administrators and supervisors are made aware of problems and respond to those problems through corrective actions in order to minimize the potential for recurrence of the same or similar situations. By regulating these processes it is believed that individuals will be protected from harm and physical or mental abuse. By regulating these processes it is believed that individuals will be protected from harm and physical or mental abuse. In addition, the quality of services provided will remain high because incidences and accidents can be prevented. Responsibility l: Recognize and stop all forms of abuse immediately. Responsibility 2: Protect the individual from further danger and harm and seek medical attention if necessary. Responsibility 3: Report incidents as soon as they occur or are discovered. Recall that failure to report is considered abuse as well. OPWDD takes its responsibility to support staff that follow policies and procedures when reporting incidents very seriously. It is expected that staff will be honest and accurate when providing information within the context of an investigation. It is important that staff avoid breaching confidentiality by refraining from discussing" the incident with co-workers; friends, or people outside of work. Even a casual mention in a text message, in the parking lot, or on Face-book or other social media, must be avoided. Jonathan's Law was put into place to govern the way in which information and reports of investigations are shared and with whom. The workers may be asked for information by family members or advocates about the investigation progress and their involvement. “Allegany Arc is committed to a work place free of discrimination and harassment based on race, color, religion, age, sex, nation or origin, disability, status, as a veteran, or any other, protected status” (The Arc).

2. The Arc Mission Statement is:  “the Arc promotes and protects the human rights of people with intellectual and developmental disabilities and actively supports their full inclusion and participation in the community throughout their lifetimes. The Arc has 5 important values: people first, equity, community, self-determination, and diversity. People first means that they believe all people with intellectual and developmental disabilities are defined by their own strengths, abilities and they are not defined by their disability. Equity is they believe that residents should be given the same rights as other people including respect, dignity, equality, safety, and security. Community is the residents belong in the community they live. Self-determination is the residents, with appropriate resources and supports, can make their own decisions about what they do on a daily basics and must have input to the issues that affect their well-being. Diversity is the residents benefit from the contributions of people with diverse personal characteristics that include: race, ethnicity, religion, age, geographic location, sexual orientation, gender and type of disability” (The Arc). The Arc has 5 guiding principles: participatory democracy, visionary leadership, public interest, collaboration, and transparency with integrity and excellence. Participatory democracy is when the family of the residents and the public has opportunities to inform. Advocacy is determining policy and positions on important issues. Visionary leadership is articulating a positive vision for the future of all the people with intellectual and developmental disabilities. Public interest is supporting all the residents regardless of their disabilities. Collaboration is working with individuals, organizations and coalitions to promote effective partnerships between volunteer and staff leadership. Transparency with integrity and excellence is conducting the business with integrity, accountability, being open, honest and timely in their communication (Mission and Values).

3. Transparency, integrity, and excellence is conducting the business with integrity, accountability, being open, honest and timely in their communication (Mission and Values).

4. The Arc handbook regulates the way in which executives, administrators and supervisors are made aware of problems and respond to those problems through corrective actions in order to minimize the potential for recurrence of the same or similar situations. By regulating these processes it is believed that individuals will be protected from harm and physical or mental abuse. In addition, the quality of services provided will remain high because incidences and accidents can be prevented. Failure to report is considered abuse and it is always important that staff avoid breaching confidentiality.  Jonathan's Law was put into place to govern the way in which information and reports of investigations are shared and with whom (The Arc).

5. The Arc website keeps updates on issues and policies relating to disabilities. Some of the issues that the website focuses on are: civil rights, education, employment, healthcare, housing, long term supports, Medicaid, social security, and transportation (The Arc).

The Arc. (n.d). The Arc. Retrieved February 18, 2014 from http://www.thearc.org/

Mission and Values. (n.d). The Arc. Retrieved February 18^th, 2014 http://www.thearc.org/who-we-are/mission-and-values

Clif Bar

1. Where would you guess that Gary Erickson’s generational age is?

I would say that Gary is a baby boomer. He views life as an exciting adventure. He is enthusiastic about life. He is committed to worthy causes like the environment, volunteer work, and supporting third world countries. He values and motivates his employee. He feels that the attitude a worker has when coming to work is important. He attempts to motivate his workers by making the work office fun and engaging. Throughout the company he offers exercise bikes, a gym, personal trainers, dance floors, massage, hair studios, game rooms, an auditorium for movies, parties, and allows dogs to walk around. 

 2.  What values appear to be most important to Gary Erickson?

Gary finds many values important by utilizing both terminal and instrumental values. The terminal values he finds important are having an exciting life, and a sense of accomplishment. The instrumental values he finds important are being courageous, helpful, having integrity, and being responsible. Gary demonstrated his values by not selling out to a $100 million dollar offer because he felt that his company represented more than just an energy bar.

3.   What are the organizational values?

The company is strongly committed to the values of the company set forth by its creator Gary Erickson. The Company Clif Bar supports the environment by reducing the C02 footprint on a daily bases. More than 70% of the ingredients in the bar are organic and a simple change in the packaging has helped the company save 90,000 pounds of shrink wrap land fill a year.  The funds from the sales of the bars go to support a wind farm to offset the CO2 emissions from the Clif Bar Factory.  The company supports employee rights, encourages employees to register to vote and allows employees to do volunteer projects during work time. The volunteer work can be as extensive as working in third World countries to make the world a better place with the company offering pay and travel expenses.

Hammill, G. (n.d.). Mixing and Managing Four Generations of Employees. Mixing and Managing Four Generations of Employees. Retrieved February 18, 2014, from            http://www.fdu.edu/newspubs/magazine/05ws/generations.htm

Assessment

 

       My strengths include being aware of the effect my behavior has on others, and I am adept at tuning into others and their needs.

       My weaknesses include being sensitive to the emotions of others; peers, friends, family, I tend to forget to remember my own needs, and I have trouble to communicate honestly. I get so much into my role as a student I forget to be joyful or satisfied and what in life gives me great joy and meaning. If I continue to remind myself that my life is full of joy I could become hostile, cynical and lose my purpose in life.

        My opportunities according to this assessment indicate the need for further growth.  I can take more time to enjoy life, relax, and have more fun but still stay committed to my school work. I can work on maximizing my full potential and finding greater effectiveness, happiness, and fulfillment in my life.

        My threats based on this assessment are that I could become cold, cynical, stressed, and rush through life. I recognize that when I become stressed I do demonstrate all of the treats.  I feel interrupted by others when I am focusing on the task at hand and become curt and unfeeling towards others.

Ann Fudge

1. How would Ann fudge fall into each of the five factor model category:  

Ann displays many of the 5 factor model for personality include: openness to experiences, agreeableness, dependability, adjustment and surgency. Openness to experience involves curiosity, innovative thinking, assimilating new information, and being open to new experiences. Fudge demonstrates a high level of openness to experience which is demonstrated by her inquisitiveness. People who are high in openness to experience are: imaginative, broad minded, curious, strategic, and big picture thinkers. She demonstrates an active learning approach by seeking new experiences through travel, art, movies, sports, reading, experiencing new restaurants, and learning about different cultures. Fudge displays these qualities by surrounding herself with people of various ages, gender, and races. She travels around the world visiting factories but also has travel for fun, enjoys yoga, authored a book, works at improving creativity within companies through multiple strategies.

          Agreeableness is how a person gets along with others also known as interpersonal sensitivity. Fudge has high agreeableness because she is charming, diplomatic, warm, approachable, and able to communicate to all level of workers and is optimistic about the future of the company.

     Conscientiousness is how a person views work. Fudge is a combination of high and low conscientiousness. She displays high conscientiousness by being organized, earnest, and taking commitments seriously. She displays low conscientiousness by being creative and thinking outside the box.

      Extraversion is getting ahead of life and this is mostly found in group settings. Fudge displays high extraversion by being outgoing, decisive, and self-confident. She is comfortable with the customers, factory workers, production line workers, and executives of the board and is comfortable in all settings.

        Neuroticism is how people react to stress, change, failure, and personal criticism. Fudge displays high neuroticism by being thick skinned, calm, and being optimistic. She was offered the job, took it and got right to work on coming up with ways to improve the company. 

2. Identify the key components that have impacted Ann Fudge’s success.

Creative intelligence is the ability to produce work that is useful. This intelligence helps to eliminate ridiculous solutions and adopt solutions that are realistic and have a practical payoff. Fudge displays this intelligence by working 15 hour days, demonstrates creativity, encourages teamwork, focuses on clients and employees, is charismatic, and consequently improves production.

3. What are some of the benefits of a sabbatical and some of the drawbacks?

The benefits of taking a sabbatical can help people relax, unwind, slowdown from a fast paced lifestyle, explore long term goals and desires such as writing a book, adopt new hobbies and refocus.

      The drawbacks to taking a sabbatical can be that the person is out of the main stream of the professional work. The person can become out of touch with the routine work environment and their colleagues.