Jun 10th, 2015 by Scott Hebert
1. Studies report that heredity has a strong influence on an individual’s personality. What are the implications of this in organizational settings and in the decisions managers make?
Unless you believe that certain groups have shared hereditary traits, the fact that an individual’s personality is strongly influenced by heredity should be inconsequential. Although it is absolutely necessary for an organization and its managers to understand the personality of an individual being considered for hire, how the individual acquired those personality traits (whether nature or nurture) is largely irrelevant. It is more important to understand who the person is and whether or not their personality will suit the organization. That being said, understanding cultural values can be useful for an organization that is considering expansion into a new country or region. Whether or not these cultural values are shaped by heredity seems highly debatable.
2. “…All decisions are ethical decisions.” Comment on this statement, particularly by referring to the concepts of moral intensity and ethical sensitivity.
Although it seems extreme, the statement that “all decisions are ethical decisions” is true. Even a decision as seemingly mundane was where to eat lunch can be fraught with ethical peril. For example, the CEO of Chick-fil-A’s position on same-sex marriage (p. 48) has certainly impacted lunch time decisions across the country. The reason it seems absurd to assume that all decisions are ethical decisions is related to moral intensity and ethical sensitivity. When a decision does not appear to have a strong ethical component, we tend to ignore what little ethics may be involved. This is a matter of low or high moral intensity. For example, if you are not a vegetarian, the question of which burger joint to eat at may not seem like a big question of ethics. Additionally, if an issue is not one you are concerned about, it is far less likely you will consider the ethical implications of that decision. Thus, your ethical sensitivity to that issue is low.
3. What do you think about the wages and salaries described for the Dallas/Fort Worth area? Are the salaries higher or lower than what you would expect? What do you expect to earn as you build your career based on your undergraduate degree and the master’s degree you are pursuing? How do these salaries compare to the top executives in the Dallas/FW area? Should there be a relationship (i.e. ratio) between executives’ salaries and average employee salaries?
After reading the articles, the salaries in the Dallas/Fort Worth area are a little higher than expected considering the age of the information. Obviously, those numbers are only going to increase. I do make more than the managers described in the article, but with twenty years of experience, I am probably an above average earner. The question of executive compensation comes up frequently, especially in an MBA program. This question is even more relevant considering CEO pay has increased from 40 times that of the average worker to 600 times over the last 30 years (Jones, 2013). What is frequently ignored in these discussions is how top executives are compensated. Frequently, companies are moving to compensation packages that focus on rewarding CEOs for performance rather than just handing them a large chunk of cash. This has the benefit of ensuring that outcomes for the CEO and shareholders are aligned.
Jones, G. (2013). Organization theory, design, and change, (7th ed.). Upper Saddle River, New Jersey: Pearson Prentice Hall.