NJROTC NS-4 Leadership and Ethics

Slides:



Advertisements
Similar presentations
Georgia Department of Technical & Adult Education
Advertisements

Why is it important to deal with and resolve conflicts?
Leaders Facilitate Teamwork
Lesson 2 Developing Human Relations Skills in the Workplace.
BUILDING SOCIAL EXCHANGES AND FAIRNESS
Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 2–12–1 The Internal Environment Management and Culture –Organizational culture.
Back to Table of Contents pp Chapter 4 Business Ethics and Social Responsibility.
Managing Conflict in Organizations
United States Fire Administration Chief Officer Training Curriculum Human Resource Development Module 6: Managing the Workforce.
Workforce Engagement Survey Engaging the workforce in simple and effective action planning.
Establish a Positive Command Climate MQS II Training Support Package.
MGT492: Managing People & Organizations Lecture 4:Chapter 3: Environment: Culture, Ethics, Social Responsibility(contd.) Instructor: Dr. Aisha Azhar COMSATS.
4 Chapter Business Ethics and Social Responsibility pp
GOVERNMENT/SGMP. HOW DO WE DESCRIBE ETHICS? According to Webster: The discipline dealing with what is good and bad with moral duty and obligation. The.
Ethics, Values, and Morals
The Chain of Command and Leadership Triad
How to Supervise People Discussion Session # 39. PEOPLE AND RELATIONSHIPS 1.They develop high morale and enthusiasm among their employees. 2.They know.
Business Ethics. What is Ethics? Ethics: A set of moral principles, especially ones relating to or affirming a specified group, field, or form of conduct;
LEADERSHIP STYLES ABL on year 9 camp. 12OED: AS Evaluate leadership strategies that contribute to the effective functioning of a group.
Chapter 3-What You Are Employer Expects What Your Employer Expects
© 2005 by Nelson, a division of Thomson Canada Limited. 1 Personal and Organizational Ethics Search the Web Nortel has posted its ethics policies on the.
Inmate Supervision & Site Management Fair, Firm & Consistent.
BUSINESS ETHICS Why is Business Ethics important in Business.
Elements of Ethical Decision Making Lakshya Kaushal Alex Pasqualone.
LECTURE 28 Effective Interviews cont…….. Preparing Questions Open questions, encourage the speaker to speak freely. Closed questions, establish familiar.
Business and Society: Ethics and Stakeholder Management, 5E Carroll & Buchholtz Copyright ©2003 by South-Western, a division of Thomson Learning. All.
Strategic Approaches to Improving Ethical Behavior
Performance Management. VALUEADDED OLDNEWNEWEST FocusMeasuresRater Rates Consequences Method of Implementation DriverOutcomesScorecardTraits/OutcomesBoss.
MANAGEMENT FUNCTIONS NOTES. WHAT IS THE ROLE & WORK OF A MANAGER?
Unit 9 Maintaining High Reliability and Implementation.
Understanding Business Ethics 2 nd Edition © 2014 SAGE Publications, Inc. Chapter 13 Evaluating Corporate Ethics Understanding Business Ethics Stanwick.
What Employees Need to Know
CHAPTER 12 Professional Conduct National Pesticide Applicator Certification Core Manual Chapter 12 and Category E Chapter 10.
4.21 Apply employability skills in healthcare..  Select a profession.  Get the proper education and training.  Earn the required credentials.  Get.
Building Healthy Relationships
Planning:  Managers need to look at the long-range objectives of the venture and plan how to get there.  Articulate the ventures objectives, policies,
“He that cannot obey, cannot command.” - Benjamin Franklin -
A New State Standard … and Mandate 1. The number one priority of Georgia’s employers is to improve the work ethics of present and future employees. Why.
Data Ethics Levette Williams Associate Superintendent Technology Services Brad Bryant, State Superintendent of Schools “We will lead the nation in improving.
Final Leadership Challenge and Reflection Module 8 Assignment Scott Pelletier EDU 701: Educational Leadership 4/27/11.
5 - 1 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license.
Ethics Management notes. Ethics – morals or personal rules for conduct.
Mrs. Ransey Business Essentials
Teamwork Skills Building Successful Teams Working in a Team Training & Leadership.
Objectives n Differentiate between ethics and business ethics n Discuss benefits of managing ethics in the workplace n Identify characteristics of ethics.
NJROTC NS-4 Leadership and Ethics 1. Lesson Thinking Ethically: The Weak Lieutenant Case Evaluation 2.
LE2-C1S6T1pg33-37 Motivation Principles and Techniques.
PHL 323 homework / phl323homeworkdotcom.  PHL 323 Week 1 Individual Assignment Personal Ethics Development Paper  PHL 323 Week 1 DQ 1  PHL 323 Week.
ETHICS, MORALS & VALUES QUIZ. List two primary examples of ethics, morals, & values. QUESTION 1.
NJROTC NS-4 Leadership and Ethics 1. Lesson Setting the Example 2.
Business Ethics & Ethical Decision Making. Principles & Standards  It guides the individual’s group behavior in the world of business.  Stakeholders.
PHL 323 OUTLET Education Expert/phl323outlet.com FOR MORE CLASSES VISIT
Leadership Development Plan of Gary Martindale at Fox and Hound Restaurant Group.
NJROTC NS-4 Leadership and Ethics 1. Lesson Avoiding Communication Pitfalls 2.
NJROTC NS-4 Leadership and Ethics 1. Lesson Thinking Ethically: Communication Case Evaluation 2.
4.21 Apply employability skills in healthcare.. What are your goals? Select a profession. Get the proper education and training. Earn the required credentials.
NJROTC NS-4 Leadership and Ethics 1. Lesson Relationships and Attitude 2.
NJROTC NS-4 Leadership and Ethics
NJROTC NS-4 Leadership and Ethics
NJROTC NS-4 Leadership and Ethics
Employability Skills.
NJROTC NS-4 Leadership and Ethics
NJROTC NS-4 Leadership and Ethics
NJROTC NS-4 Leadership and Ethics
Why is it important to deal with and resolve conflicts?
The 11 Leadership Principles
The 11 Leadership Principles
What is Ethical Behavior?
Presentation transcript:

NJROTC NS-4 Leadership and Ethics

Lesson 07.03 Communication: Case Evaluation Response

Lesson Goal In this lesson you will explain your decision-making process using the communication case evaluation response form.

Learning Objectives Explain the decisions made for the Communication Case Evaluation. Determine the proper response to the Communication Case Evaluation. Summarize communications lessons learned for the Communication Case Evaluation. Lesson 07.03

Warm-up Question CPS Question 1 Lesson 07.03

Read and Analyze Previously: You read and analyzed the Communication Case Evaluation on p. 87. You also completed Case Response forms. Lesson 07.03

Class Participation Your Instructor will call on individuals to: Read their response from their Case Evaluation Response forms. Discuss issues concerning the Communication Case in a group discussion. Discuss communications lessons learned. Lesson 07.03

Case Review Key facts: Strong lack of communication between O-3 and E-8. Subordinates could not use the chain of command. The O-3 did nothing to fix it – only made matters worse. Lesson 07.03

Case Review Key facts: The lack of O-3 and E-8 communication resulted in routine fiascos. This training command unit lacked leadership by example. The O-3 and E-8 had feelings that can be described as “hatred.” Lesson 07.03

Case Review Key facts: You are the CO and know what is going on. You need to take steps to fix the problem – now! Lesson 07.03

Communications Keeps Information Flowing Select Video to Start or Pause Lesson 07.03

Learning Check CPS Question 2 Lesson 07.03

Critical Case Evaluation Form Read your answers to questions on Critical Case Evaluation form on pp. 88–89. Lesson 07.03

Pressure Question: Is there pressure from peers, subordinates, seniors, or other sources to behave in an unethical manner? If yes, who or what is the source of the pressure? Lesson 07.03

Pressure Answers Pressure from peers, subordinates, seniors, or others? Yes – from subordinates to make the chain of command function properly. Yes – from everyone for teamwork to prevent fiascos. Lesson 07.03

Pressure Answers Pressure from peers, subordinates, seniors, or others? Yes – from the CO to correct the communications problem. Lesson 07.03

Seek the Truth Question: Does the leader validate the facts and obtain clarification? If no, what action does the leader need to take? Lesson 07.03

Seek the Truth Answers Does the CO validate the facts and obtain clarification? No, not initially. Considers acting only when situation gets out of control. 0-3 and E-8 show no leadership example to “work out” the problem. Lesson 07.03

Learning Check CPS Question 3 Lesson 07.03

Subordinates Question: Do the factors in the case affect subordinates and their perception of the leader? If yes, what effect is caused to the subordinates? Lesson 07.03

Subordinates Answers Subordinates and their perception of the leader affected? Yes – chain of command not working properly. Yes – absence of “leadership by example.” Yes – poor morale because of ongoing conflict. Lesson 07.03

Subordinates Answers Subordinates and their perception of the leader affected? Yes – subordinates unable to properly do their job. Yes – subordinates reluctant to take sides and get involved. Lesson 07.03

Organization Question: Is an ethical work environment being maintained? If no, what action does the leader need to take? Lesson 07.03

Organization Answers Ethical work environment being maintained? No – work avoidance with certain individuals causes problems. No – chain of command is not functioning. No – other issues probably being handled improperly. Lesson 07.03

Organization Answers Ethical work environment being maintained? No – standards of proper conduct not being maintained. No – toleration of a bad environment is setting a poor example. Lesson 07.03

Learning Check CPS Question 4 Lesson 07.03

Know the Rules Question: Does the leader properly enforce the rules, regulations, or policies? If no, what action does the leader need to take? Lesson 07.03

Know the Rules Answers Leader properly enforce the rules and regulations? The CO, O-3, and E-8 should know the rules. The CO should properly enforce the rules. The CO should promote communications in chain. Lesson 07.03

Additional Points Question: Are there any additional points to consider? Lesson 07.03

Additional Points Answers Any additional points? The O-3 and E-8 did not know how to resolve their differences. The CO should have stepped in to counsel the O-3 and E-8. Reassignment would be a possibility. Lesson 07.03

Case Evaluation Response Form Read you answer to the Critical Case Evaluation form on p. 90. Answer the question “What would you do and why?” Are there lessons to be learned from this case study? Lesson 07.03

Learning Check CPS Question 5 Lesson 07.03

What Actually Happened? The CO: Did nothing – no intervention whatsoever. Was responsible for the poor performance of his unit due to a lack of teamwork. Did not promote better communication through O-3 and E-8 counseling. Lesson 07.03

Lesson Summary In this lesson, you have: Read and analyzed the Communication Case Evaluation. Read your answers to questions on the Critical Case Evaluation forms. Participated in a class discussion of what you would do and why. Lesson 07.03