Ethic Rules

I think the decision was totally fair considering the parties involved, especially under the Utilitarian Rule. The biggest concern here was what is best for the greatest amount of people. The company got to stay in business and the residents were compensated for their being inconvenienced.

On the other hand, under the Moral Rights Rule, the decision could have gone the other way. What is morally right for the residents disputes what is morally right for the employees of the plant. Each party has a moral issue here, only who should win. This rule should not apply here because there are too many people involved.

I don’t feel there is much to say about the Justice Rule applying here other than, it doesn’t. The judge made the decision based on facts not favoritism.

However, I do believe that the Practical Rule applies here too. The judge may not be the owner of the company, but he is making a decision that will affect many lives. I’m sure all options were thought out before a decision was made.

John P.

Ethics Blog

The court decided that the company should remain a part of the community because it was adding the community. The court used the utilitarian rule to make its decision. The company employed over 300 people from the community. However, the company needs to make a decision to be social responsible company. That may mean relocating so that the people in the community would be satisfied protect them from the rights of community. the court didnt see it that way. The company had to pay a fee to the residents. This in turn might have a negative affect on the community. The community could in turn grow to despise the company and the court system and move out. The mad a ruling that was what they thought was a just decision. The court didnt see an benefit to relocate the plant and understood where the community was coming from but find a just case to relocate the plant. if they the plant had to relocate it would have closed down making the surrounding communities hurt. When a company is close to the actual community that company helps out with the electric bill and water bill so that the surrounding community isnt paying the full amount but a discounted rate.




Nick Gates

"I neither received nor gave assistance in this assignment."

Jones, G.R., & George, J.M. (2009). Evolution of Manager Thought. 1221 Avenue of the Americas, NY: McGraw-Hill Irwin.

blog 4 delegation and decision making

Delegation and decision making process have similar traits. Both start at the manager and the manager is responsible for both of the task. The one thing that a manager can not delegate is the accountability. If the manager makes a bad decision to delegation too many tasks or the same task to the same employee that employee might get discouraged or even might leave the organization.

Both decision making and delegation have steps that a manager need to complete before choosing either to make the decision or to delegation. In decision making there are 6 steps. the last three of the decision making process are Choosing, Implementing, and Feedback. like wise, the delegation process requires a manager to choose an employee that they feel can handle the task about to be delegated to that employee. The next step is to go over all the task with that employee so that they understand what is need to be done in what time frame. Finally, check up on that employee that has the delegated task and see if there is any barriers or problems with the task. If so, the manager should work with the employee to figure out how to solve this issue that he/ she has encountered.

Turk, W. (2009). Effective Delegation. Defense AT&L, 38(6), 54-56. http://search.ebscohost.com.kaplan.uah.edu

"I neither received nor gave assistance in this assignment."

Nicholas Gates

Effective Delegation VS Decision Making

Delegation and decision making have a couple things in common. For one, delegating tasks is a decision that was made by the manager at one point in time. Once the decision to delegate has been made, the responsibility of decision making for that particular task becomes the subordinate's. Other than that they have nothing else in common. Delegating is the act of passing down the responsibility for a task to a subordinate in order to train, boost moral, and eliminate stress from the manager. Decision making is just what it says... making decisions.

JP

Blogg #3

Jerome Payne in the article Integrated management had many interesting points about how moving or expanding your company to another location outside your home country needs to have some points addressed. One of the major issue that needs to addressed is how your company and the products that you will enter in that market will be affected by the culture. For instances, you do not want to open an American brand company in the middle east and think that it will be a success. What kind of culture of society does this country have? Jerome also stated due to the culture of the of the new location the manager may need to alter their way of managing their employees. For instances, if you have a new location in Egypt and you have a female manager trying to train her new employees well they might not have the same respect for her due to their culture where women do not have the same rights as men.

Jerome main points have strong meaning for all companies trying to expand or grow to complete in a global market. I would have to agree with most of his points. Jerome makes some very interesting points that i didn't even fathom. But I think that it shouldn't matter what a person color, sex, etc is if they can do the job right then what is the issue. I can see that it can be an issue for a company trying to get that advantage on its competition.


Payne, J. (2007). Integrated Management. Financial Management, 42-47.

NG

The article Integrated Management was a very interesting article to read and I agree with what it has to say. Jerome Payne explains in his article why it is important for multinational organizations need to be sensitive to the culture differences between the countries in which they operate. In the Unite States we have individualism which helps the management styles of different business and organizations. Another example of this style that Payne talks about is that like the US other countries have high priorities in power distance, uncertainty avoidance, individualism, and masculinity. He also explains Gret Hofsteded's organizational structure.

Gret Hofsteded is a expert on the interactions between national and organizational structure. He came up with this organizational structure and well his research hasn't yet proved that national culture transcends organizational factors but does suggest that there are different management styles in different countries that may reflect that country's trend, values, and beliefs. This article with Hofsteded's view and Payne's view really gave me a clear view on how different countries deal with management and their organizational structure.

Payne, J. Intergrated Management. Paper P5 (Also of Interest to P6 Candidates).
JC

The management styles we went over in class were all very interesting but after further review the management that i thinks makes most sense to me Douglas McGreagor's Theory y. The reason I chose Theory Y is because it makes the most sense and is the most practical out of all of the management styles we studied. Theory Y states that employees are not inherently lazy and given the chance employees will do what is good for the organization. This theory also states that to allow employees to work in the organizations interest, managers must create a work setting that provides opportunities for workers to exercise initiative and self-direction. This is the type of management philosophy used by companies such as HP.

Theory Y is a great management style well it's counterpart, Theory X, is not. Theory X says that the average employee is lazy, dislikes work, and will try to do as little as possible.This theory also states that managers should have full control and create all work hours and implement a well-defined system of rewards and punishments to control employees. This theory was used by Henry Ford and is not very probable in today's business world but is still prevalent. Although the HP way as theory Y was called when first introduced after World War Two is gone as well, but people hope that this type of way will return into the business world.

Jones, G. R., & George, J. M. (2009). Contemporary Management Sixth Edition. New York, New York: McGraw-Hill/Irwin.

JC

Blogg number 2

In management there are many theories on how a manager should to manage. The one that stands out to me is the organizational environment theory. It states that manager’s ability to manage is based off on several forces around them. Those forces will affect a manager’s ability to manage their resources. One of those forces is the external environment. So if a company sole manufacturing only fans and there are based in Canada and all of their customers are in Canada well there are probable not going to make a lot of money in the winter time. In organizational theory, there are 2 systems an open system and a closed system. An open system is designed for management so that it will be easier to manage resources. A closed system has many different controls a manger must undergo to manage their resources.

I believe this is the best management theory because it the only theory that references the outside environment as something that can alter the way a managers mange their resources. Now, I think there are many other theory that are just as good as this one but they are all internal and how to improve your managers ability to manage is based on internal environments. Which to some extend is true but the company needs to be checking both internal and the external so that their competitors do not out perform them in an every changing work environment. A company may have the best manager plan in the world but it could be all internally focus and not looking at the external then the company could be wasting valued resources on nothing. Example: like a gerbil running in the wheel. That gerbil might be the best gerbil in the world at running in that wheel but he will never go anywhere unless he can pause of a moment step outside of the wheel and then start running. I think a company needs to have both systems in pace to be successful. In my job function at the Bank of NY Mellon, there is a more of a closed system rather than an open system. If someone messes up the company, then the company can lose money and be exposed for some kind of law suit. But on the other hand many of my co-workers are very experienced and they drive the departments not the managers. I think that the based for all companies they need to have a balance of both open and closed systems that has to some external focus on the every changing work environment.


Jones, G.R., & George, J.M. (2009). Evolution of Manager Thought. 1221 Avenue of the Americas, NY: McGraw-Hill Irwin.

"I neither received nor gave assistance in this assignment."
Nicholas Gates

Compare and contrast of Fayol and Weber

Max Webber and Henri Fayol were both key figures of the 20th century and had similar ideas of the administrative management theories but each one also had different strategies to achieve the same goal. The similarities between the two is that they both provided clear and appropriate set of guidelines that managers can use to create a work setting that makes efficient and effective set of guidelines managers can follow. They both also had concerns for equity and established appropriate links between performance and rewards that are central themes in contemporary theories of motivation and leadership.

Although both men worked at achieving a common goal they did have their differences in the principles they used. Max Webber believed in the theory of bureaucracy and had five different principles on how to achieve authority. He also set rules , norms and what he called SOPs or standard operating procedures. These rules, norm, and SOPs provided behavioral guidelines that increased the performance of the bureaucratic system because they specified the best ways to accomplish organizational tasks and these rules, norms, and SOPs are still present in today's business world. Henri Fayol on the other hand identified fourteen principles of management and well he maintained Weber's principles, he added recognition of the pivotal role played by informal authority.

Both men were pivotal in creating systems that companies around the world use today.

References: Jones, G. R., & George, J. M. (2009). Contemporary Management Sixth Edition. Avenue of the Americas, New York, NY, 10020: McGraw-Hill/Irwin.

JC

comparison btw Fayol and Weber

Max Weber and Henri Fayol both took the scientific theory that was founded by Frederick Taylor and improved on in their own way. Max Weber took the scientific to the next level so to speak. He created a formal system of organizations and aministration designed to ensure efficiency and effectiveness called principles of bureaucracy. The principles of bureaucracy is based off 5 principles similar too Henri Fayol system of management which is based off 14 principles. Both state that it is critial to have authority to lead the employees and to hold them accountable for their actions. Max Weber's principal 4 which states that employees should know who to report to and who reports to them a form of hierarchic that an organization should have mapped out. Which is similar to the Fayol managment theory of Line of Authority which is the length of the chain of command that extends from the top to the bottom of an organization should be limited. Well if an employee can see the chain of command or the line of authority that they can make an educationed decision as too who reports to them and who they report to.

Fayol took what Weber and the scientific theory said and personalized it. Fayol made a person element that the Weber theory and the scientific theory lacked. Fayol want an organization to to treat all employee with justics and respect. Where as Weber was more about rules on how to regulate the behavoir with in the organization. There is a problem with Weber theory and that didn't allow employees to have any creative or innovative. Which Fayol thought it was imporant for an organization to allow such creative and innovation so that the organization would be diverse. Fayol was the first to use Remeneration of Personnel. Thats the system that managers use to reward employees should be equitable for both employees and the organization. Fayol has also the first one to sugest that long term employees develop skills that can improve organization efficiency. Where as Weber didn't state anything about long term employees. Weber's theory was about rules to improve efficiency. Weber in his theory of bureaucracy that was based of the five principals said something the Fayol didn't. Weber second theory should occupy positions because of their performance not because of their social standing or personal contacts.

Jones, G.R., & George, J.M. (2009). Evolution of Manager Thought. 1221 Avenue of the Americas, NY: McGraw-Hill Irwin.
"I neither received nor gave assistance in this assignment."
Nicholas Gates

Is anyone out there?

Nick, what is going on here? Has anyone else posted, or am I doing something wrong? I don't even see anything from you posted here. At least, write something, so I know that I'm doing this correctly. John

Checking it out

Nick, I'm not sure if I'm on the right page or not. You can send me an email or write a blog here to let me know if I got it right.