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Business Management Resources

Published September 2, 2014 by Mayrbear's Lair

Are you looking for resources to enhance your leadership skills? Media Magic Publishing has five business management ebooks that may be helpful:

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Stay tuned friends … Mayr returns tomorrow with all new post on organizational management. Until then … stay organized!

Ethics and the Three Tiers of Management Part 1

Published July 9, 2014 by Mayrbear's Lair

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Leaders interested in developing an ethical culture are dedicated to the creation and advancement of best practices in business ethics. In addition, they practice corporate social responsibility and implement anti-corruption programs with systems that are sustainable. In spite of all the changes that continue to shape how business is conducted in today’s market place, there are still certain aspects of organizational management that remain the same such as the general distinction of a group’s managerial levels. In his book, Organizational Behavior, Donald Baack (2012) points out that at the center of every organization you will find the following three tiers of management: (a) the first-line supervisors who are in the role of operational managers; (b) the middle managers who play the part of tactical managers; and (c) the CEO and top management staff members who act as the organization’s strategic managers. Leaders focused on building an ethical culture will address different ethical issues at each level.

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Individuals, for instance, who climb a company’s managerial ladder, typically begin their career at the entry level. Later, they work on moving into a supervisor role and afterwards can choose whether to continue their pursuit and climb the corporate ranks until they reach a CEO position. As a result of this strategy, those individual’s orientation, duties, and required skill sets, will evolve. In other words, as managers rise in corporate executive positions, concepts they obtain along the way from their experiences in organizational behavior, will assist their ability to build and refine the talents needed to achieve successful outcomes at each level while avoiding unethical conduct. The most effective way to achieve these results is to address what constitutes right and wrong behavior in general, as well as within each managerial tier.


Ethics Audio Ad New release

In my eBook, Ethics in the Real World, I share from my own experiences as a corporate professional, several examples of how ethical issues are addressed and I also reveal how one staff member with outdated views on morality, in addition to his confusion on what constitutes ethical behavior in the workplace, almost got him arrested. On Friday we will look at how these different managerial levels are addressed in the development of an ethical culture. Until then, keep working on expanding your leadership skills!

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Insanity: doing the same thing over and over again and expecting different results. – Albert Einstein

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References:

Baack, D. (2012). Organizational Behavior. San Diego, CA: Bridgepoint Education, Inc.

Berry, M. A. (2013). Ethics in the Real World. USA: Kindle Direct Publishing.

 

Ethics as a Managerial Skill

Published July 7, 2014 by Mayrbear's Lair

Before we begin this week’s post we’d like to say:

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And now … this week’s post, Ethics as a Managerial Skill

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The media is saturated with stories about ethical misconduct and reckless behavior from leaders. This has led to such outcomes like: (a) corporate and government shutdowns; (b) drug addicted politicians that abuse their power;  (c) billionaires whose actions are destructive and appear immoral; and (d) respected officials in religious and educational institutions that use their power to abuse innocent victims. Has this occurred because of outdated views on leadership? Do many people in elite positions lack education on what defines moral misconduct? Have they lost their sense of right and wrong behavior because of the unlimited power that comes from their status? Did they develop and nurture a narcissistic personality disorder due to their elite position where greed becomes a sickness that drives their internal engines toward abusive behavior and misconduct? Were these leaders corrupted because of little or no oversight and did not face punishment or consequences for poor outcomes? Regardless of the reasons behind misconduct, what all these components have in common is leadership that did not  exercise ethical behavior.

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In his book, The No Asshole Rule, management and engineering professor at Stanford University, Robert Sutton (2007), suggests that many managers intentionally use intimidation as a strategy to gain and maintain power. However, in most situations, he contends the asshole simply does not get the best results. Furthermore, psychological studies show that abusive bosses reduce productivity, stifle creativity, and can cause high rates of absenteeism, company theft, and turnover. In fact, according to one study, 25 percent of bullied employees and 20 percent of those who witness bullying, will eventually quit because of it (Sutton, 2007). Although many managers and leaders are effective and productive in their roles, those who reveal the following characteristics: (a) behavior with cultural views that were developed from distorted views on morality, (b) a code of ethics based on unhealthy levels of narcissistic behavior, and (c) severe limitations in right and wrong behavior, are typically unable to acknowledge a problem even exists. In short, any misconduct that occurs will not change unless the topic of ethical conduct is addressed and each staff member comprehends and acknowledges, what constitutes right and wrong behavior as well as what is expected from each employee in any given situation at the organization.

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In my eBook Ethics in the Real World (2013), just released on audiobook, I point out that individuals in leadership positions can become dangerous without consequences or have someone to answer to. In addition, those in positions of power, for instance, desperate to achieve their own pursuits, do not typically operate within the rules of reciprocity. This usually occurs because of leaders who have carefully crafted and cultivated an environment of enablers (Berry, 2013). Sometimes the misconduct is exposed and the guilty parties are persecuted. Many times however, it is never exposed.

On Wednesday we will identify three main managerial groups within an organization and take a closer look at the role each one plays in sculpting an ethical culture. Until then, keep building your leadership skills and stay organized!

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Force always attracts men of low morality. – Albert Einstein

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References:

Baack, D. (2012). Organizational Behavior. San Diego, CA: Bridgepoint Education, Inc.

Berry, M. A. (2013). Ethics in the Real World. USA: Kindle Direct Publishing.

Sutton, R. (2007). The no asshole rule: Builind a Civilized Workplace and surving one that isn’t. New York, NY: Warner Business Books.

Ethics Audio Ad Just released

Happy Independence Day America!

Published July 4, 2014 by Mayrbear's Lair

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Thank you everyone for embarking on this journey with me. I am deeply grateful for your continued support and humbled you’ve stuck around! For those of us who are celebrating America’s Independence Day, I wish you a happy holiday weekend!

In the meantime, I’ll be back next week with new posts and on Monday, I will announce the five lucky winners of our Sweepstakes! It’s not too late to enter.  We’re still accepting entries until midnight this Sunday! Good luck everyone! Have fun and enjoy this holiday responsibly!

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“Don’t be the firecracker that can injure others. Be mindful when your emotions ignite.” – M. A. Berry

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Breaching Communication Barriers Independence Day Sweepstakes!

Published July 2, 2014 by Mayrbear's Lair

The feedback on Breaching Communication Barriers is starting to come in:

“Wonderful!”  “I really enjoyed this!” “Entertaining and easy to understand!”

 Just click the graphic below to submit your email address and enter the Sweepstakes!

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Good luck … and have a Happy Fourth of July weekend!

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Learn from yesterday, live for today, hope for tomorrow. – Albert Einstein

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