Academic summary #1 Banaji‚ M.R.; Bazerman‚ M. H.; Chungh‚ D. How (Un) Ethical are you? Harvard business Review‚ Dec 2003‚ Vol.81‚ Issue12. In the article‚ How unethical are you?‚ Banaji et al. (2003) investigate four factors that result in unethical decision taken by managers: Implicit forms of prejudice‚ bias that favours one’s own group‚ a tendency to over claim credit‚ and conflict of interest. The authors believe that the implicit prejudice is an unconscious judgment which originates from
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the US firm .Rather‚ he challenged those assumptions and gathered critical information regarding the European firm’s perspective. This step by Chris is basically the first step in Investigative Negotiation. The authors‚Deepak Malhotra and Max H. Bazerman then explains more about Investigative Negotiation by explaining the five
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the "stronger" will win and the "weaker" will lose. Likewise‚ Malhotra and Bazerman (2007) suggest that the desire to ‘‘win” can lead disputants to pursue costly litigation even when a less antagonistic strategy would lead to better outcomes. Young people should be encouraged to seek a conflict resolution by
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References: Baack‚ D. (2012) Organizational Behavior. San Diego‚ CA Bridgepoint Education Inc. Bazerman‚ M. H.‚ & Neale‚ M. A. (1992). Negotiating rationally. New York: Free Press. Kreitner‚ R.‚ & Kinicki‚ A.(2001). Organizational behaviour (5th ed.). Boston: Irwin Lewicki‚ R. J.‚ Barry‚ B.‚ & Saunders‚ D. M. (2010). Negotiation (6th ed.). Boston:
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individual but is anticipated as something unattractive causing an approach – avoidance conflict. Basically in other terms‚ it presents an intrapersonal conflict between what one should do and what one wants to do and losing it instead of solving it.(Bazerman‚ Tenbrunsel‚ and Wade Benzoni‚ 1998). In other terms we as a people will find anything else to focus on besides the goal at hand when we do not feel like doing something.
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Predictable surprises boil down to not being prepared in the face of disasters whether they are predicted by way of natural causes or onset due to human causes. Irons (2005) cites Bazerman and Michael defining predictable surprises as “failure to take preventive action in the face of known threats. According to Iron (2005)‚ organizational processes are central to being effective or not in rational decision-making when responding to predictable surprises. Iron (2005) writes about the low probability
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properly. Representative heuristic is based upon perceived similarities with previously formed judgment (Nisbett & Ross‚ 1980) People generally classify others by how much the resemble‚ by behavior or appearance‚ other people previously sterotyped (Bazerman‚ 2006). . insensitivity to base rates .insensitivity sample size .insensitivity misconception of chance insensitivity regression of the means insensitivity conjunction fallacy. The key to avoiding mistakes based on using
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References: dair‚ W.‚ & Brett‚ J.M. (2003). "The negotiation dance: Time‚ culture‚ and behavioural sequences in negotiation". Working paper‚ Dispute Resolution Research Centre‚ Northwestern University‚ Evanston‚ IL. Bazerman‚ M.H.‚ Neale‚ M.A. (1992). Negotiating Rationally. New York: Free Press. Bazerman‚ M. H. & Gillespie‚ J.J. (1999). "Betting on the future: The virtues of contingent contracts". Harvard Business Review‚ 77 (4). Baron‚ R.A. (1990). "Environmentally induced positive affect: Its impact on self-efficacy
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How can organizations learn from failure? Companies can learn from failure by setting up clear systems of measurement and utilizing certain performance indicators which record failures in detail. Simply not overlooking failure as something inevitable? First failure is defined. Second explanations on how organizations should go about thinking about failure in the right way. Third‚ elaboration on methods organizations could potentially use to learn from failure. Finally‚ what organizations can learn
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Abstract Contemporary managers are constantly faced with business-related decisions. However‚ the making of such decisions in the real world is often unstructured. The term ‘rational decision making’ epitomises the confusion and widely varying interpretations surrounding this phenomenon. A process-oriented approach may‚ therefore‚ seem different from traditional ways of arriving at a choice. Nevertheless‚ the benefits of adopting such an approach are significant‚ and its use seems certain to improve
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