Академический Документы
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09/15/2016
TF: Erik Woodward
READING: Sigal Barsade, Olivia ONeil, Manage your Emotional Culture, HBR, vol. 94 Issue
1, Jan-Feb 2016, (course packet pp. 3-10)
1. Ordinary people refer to corporate culture as the shared intellectual values, norms,
artifacts, and assumptions that serve as a guide for the group to thrive, otherwise known
as cognitive culture.
2. Cognitive culture sets the tone for how employees think and behave at work, such as how
customer-focused, innovative, team-oriented, or competitive they are.
3. Emotional culture is the shared affective values, norms artifacts, and assumptions that
govern which emotions people have and express at work and which ones they are better
off suppressing.
4. The key distinction being thinking versus feeling, cognitive culture is often conveyed
verbally, whereas emotional culture tends to be conveyed through nonverbal cues.
5. Ignoring emotional culture can cause companies to suffer as employees become callous
and indifferent and teams instead tolerate a culture of anger. The effects are especially
damaging during times of upheaval such as financial downturns and organizational
restructurings.
6. Companies that manage emotional culture well have better performance, quality, and
customer service and have fewer negative outcomes including poor performance and high
turnover, as leaders can motivate their employees.
7. All organizations have an emotional culture, even if it is one of suppression. It manifests
itself through employee satisfaction, burnout, teamwork, and hard measures such as
financial performance and absenteeism.
8. According to social psychologist Phil Shaver, there are 135 distinguishable emotions,
with the main ones being joy, love, anger, fear, and sadness.
9. Listening to employees express their concerns so that they feel they are being heard and
helping them think about situations in a more constructive way is a step to take.
Cognitive reappraisal and considering plausible benign motivations for their colleagues
behavior will make them less likely to fixate on negative explanations.
10. A culture of fear makes it harder for employees to think well and act quickly as excessive
stress on the prefrontal cortex impairs executive functions such as judgment, memory,
and impulse control.
11. To create an emotional culture, youll need to get people to feel the emotions valued by
the organization by harnessing what people already feel, modeling the emotions you want
to cultivate, and getting people to fake it until they feel it.
READING: Thomas Donaldson, Values in Tension: Ethics Away from Home, HBR, Sept-Oct
1996, (course packet pp. 11-28)
The US invests in foreign countries in order to find new markets for their goods and services, to
seek resources that are cheaper, to help build strategic assets, and to reorganize their overseas
holdings in response to broader economic changes.
1. The main ethical issues include resolving cultural differences between countries and
establishing codes of conduct for globally ethical business practice.
2. Cultural relativism states that no cultures ethics are better than any others and an
individuals beliefs and activities should be understood by others in terms of that
individuals own culture. For example, bribery is a common business practice in some
areas, and so US businesses expanding into markets abroad may consider doing what
everyone else is doing.
3. An argument against cultural relativism is the culture of software piracy where most
people in some countries regard the practice as less unethical than people in other
countries do, which in turn might cause software companies to invest less in developing
new products, contribute to lost jobs and jeopardize livelihoods.
4.