ASSIGNMENT

Moral & group processes

#General Consideration
Some of us have gone through our lives with little or no contact with people with
disabilities. The appearance of a person with a disability in your office may prove
unsettling. Questions like, “How will this person communicate?” “How can I test and
evaluate this person?” “How can this person perform the requirements of the job?” are
normal. Hopefully, within these pages you will find some answers or assurances that will
make your interactions positive and not negative.
The biggest barriers that people with disabilities face, and the hardest barriers to remove,
are other people’s negative attitudes and erroneous images of them.
#Characteristics of high moral

In my experience, it's because we tend to trust people who are trustworthy, who exhibit
traits we want to model, and who have an interest in topics beyond basic financial results.
We are drawn to people who are honest, have integrity, and won't make any
compromises. On the flip side of that, we won't follow someone who is corrupt for long.
We see right through the sham. To help you figure out whether a leader has moral
character, or to test yourself and see if you have what it takes to lead, listen for these key
phrases.

1. "Because I said I would ..."

This is an important phrase. When a leader makes a promise and then follows through on

the promise, it's a sign of good character. It means he or she is not just making empty-

headed comments with no intention of doing anything about the issue.

2. "Let me get back to you on that ..."

Leaders with character don't give you cheap answers. If they don't know the right

response, a good leader will look into the issue and spend the time tracking down the

right solution. It's all about the pursuit of excellence and truth, not just salivating the

underlings.

3. "There's a reason for that ..."

Having character as a leader means explaining the reasons. Why is that? Because

character is always about a pursuit of truth. There isn't always a perfectly clear answer

(that's why the pursuit of truth is a journey and not always a resting place) but there are

reasons. Explaining them is a sign of character.

4. "I don't understand ..."

Similar to the pursuit of truth, good leaders also pursue understanding. Someone without

good moral character might just pretend to understand as a way to move on. There's a

curiosity to good leadership, and having character that says, "I want to understand the

right answer ... always."

5. "Yes ..."
Leaders with a moral center tend to give you a yes or no answer. They don't quibble or

delay beyond what's reasonable. When there is a decision to be made and they have done

their research, they don't say "maybe" and leave you hanging.

6. "Let me explain ..."

Part of the pursuit of truth in leadership is a desire to explain complex subjects. There has

to be an interest in the welfare of others and not just a personal agenda. When you

explain and educate, you show you want to do more than just dictate.

7. "There is no easy answer ..."

Being able to admit when you don't have all of the answers is a sign of character. People

without character pretend to have the solution, but eventually we figure out that it's a

ruse. Lack of character and pretending go hand in hand.

8. "That's a great idea ..."

Honest leaders won't ever steal an idea and make it their own. They recognize when

someone on the team comes up with something worthwhile and gives due credit.

9. "I will follow up with you ..."

Follow-up is key. It shows you will look for the answer, but it also shows you care about

the person enough and will take the time to find a solution. People without character

don't care. They let things trail off without reaching a resolution.

10. "I'm sorry ..."

Great leaders know how to apologize. It is part of their DNA. If they make a mistake,

instead of pretending it's not a big deal or casting blame, they own up to the mistake.
#Measuring moral & related phenomena
1. Morality represents a society's positive value orientation, providing a basis for the
assessment of the appropriateness of social behavior. Moral behavior in our model
is not subject to regional and cultural influences. The magnitude of the values of
moral norms is not considered, nor is the presence of moral tendencies or
motivations.

2. level (indicating the intensity of moral behavior) is indicated by the level of moral
energy. All actions in the model carry some amount of moral energy. Moral actors
have high levels of moral energy, and immoral actors have low levels of moral
energy.

3. Moral and immoral agents are mutually convertible under certain conditions.
Specifically, agents are convertible where they are surrounded by sufficient
neighbors of the opposite type; furthermore, the energy value required for a moral
agent to convert to an immoral one is low, while the energy needed for the
conversion of an immoral agent to a moral one is high.

4. Existing social conditions shall remain relatively stable. Drastic changes brought on
by regime changes are precluded.
#General principles of manager

1. Mutual sacrifice & fairness : People will tolerate drprivatum and hardship if all
are subjected to the same conditions. However, when so given speak prvileges or
and shown favouritism, the others are demoralised. Handshapes or benefits as
such de not make or break moral, but the maner in which they are distributed
does. The problem of being fair difficult one. Everyone tries to be fair, usually a
person uses his own standards of fairenes rather than these of the group.
2. Participation: When groups of people work together, morale is htghest if such
one in not morally allowed, but is actively encouraged, to participate in hearing
common goal. Every person should be made to feel that his efforts are important,
for, when a person feels indigestible. he is most likely cooperate.
3. Experience of progress: group spirits remains high if the joint effort’s results in
progres Advancements or promotions always have a stimulating effect. his not
need Mary, however, to ratse wages and promote speedily so give the experience
of progres. An improvement in skill, a better departmental safety real better
coordination of effect hatter communicate, and increased responsibility are all
brings of porgies, but if they and to give an experience of progres, people must be
made away of the improment The experience
4. Tolerance & freedom: Tolerance and Freedom In enter the develop
cooperation and group spirit, tolerance and flus are essential The work
atmosphere plays an important part in developing the condition’s
When everyone is under pressure and the atmosphere a authoritarian
rather than democratic, tolerant and cooperation a rarely find.
Frustration does not develop clearance. If efforts are made to minimize
the frustrations in a work situation, can will have few egg sims to take
eat end once another In free situations, men get to now one another
Familiarity with a man and his problem makes one tolerant of him
Lacked such knowledge makes far critical and tolerant attitudes Fault
finding and nagging over minor details are sigma of intolerance and
restrict the free behavior of others.
5. Types of leader: In industry the supervisors of men are the leaders. The
characteristics they will have can largely be made a matter of company policy. In
order to create confidence in its employees, the company should make it a policy
to select supervisors who are fair, socially minded, and capable. Some in-
individual have a knack for handling men, and this is perhaps more a matter of
attitude and personality than of superior intelligence.