1. Utilitarian approach versus social forces in today’s management.

Prove by
examples.

1)In today's management there are two dominant approaches that managers
often use to make decisions. This is the utilitarian approach and the approach of
social forces. Both of these approaches have their advantages and
disadvantages, and they can significantly affect the results of various
management decisions made in the organization.
The utilitarian approach to management is based on the principle of maximum
benefit for the maximum number of people. The main focus of the manager is to
ensure that the decisions that are made are of significant benefit to the
organization. Managers with a utilitarian approach believe in optimizing
resources and reducing costs, often at the expense of the welfare of their
employees.
For instance, a manager who wishes to cut down on the company's costs may
decide to outsource some jobs to a developing country. The decision is based on
the rationale that the company will benefit from the cost savings, which will
ultimately benefit the shareholders. However, this decision may negatively
impact the employees who will lose their jobs due to outsourcing, and the
consumers who will receive substandard services.
On the other hand, the social forces approach to management is based on the
principle that an organization is a social system that has obligations and
responsibilities to all its stakeholders. The focus of this approach is to make
sure that employees, customers, and other stakeholders are treated fairly, with
respect and consideration, and that the organization adheres to ethical principles
and values in all its dealings.
For instance, a manager who is committed to this approach may decide to pay
their employees above-average salaries, provide them with healthcare benefits,
and invest in their professional development. Although these decisions may lead
to higher costs for the organization, they will foster a sense of loyalty among
employees, boost their morale and increase their dedication to the organization.
In conclusion, the utilitarian and social forces approaches are two distinctive
management methods that are currently being employed in organizations
worldwide. While the utilitarian approach prioritizes cost-cutting and efficiency,
the social forces approach emphasizes fairness, inclusivity, and ethical conduct.
It is essential for managers to understand both approaches and how they can
apply them to the situations they face in their organizations. By finding a balance
between these approaches, managers can create a work environment that
maximizes benefits for all stakeholders and encourages long-term sustainable
growth.
2) The utilitarian approach and social forces are two different approaches to
management applicable in society today. The utilitarian approach is a
management philosophy that seeks to maximize the overall well-being of the
stakeholders while achieving the organization's goals. Social forces, on the other
hand, emphasize the importance of the well-being of society at large when
making decisions. In Azerbaijan, the utilitarian approach and social forces are
relevant concepts that managers take into account when making organizational
decisions.
The utilitarian approach is a frequently used management approach in
Azerbaijan. Business managers prioritize the organization's objectives and
measures the effects on all stakeholders when making decisions. Azerbaijani
companies like Azerbaijan Airlines have adopted this approach by prioritizing the
company's interests while considering the well-being of the passengers, travel
agencies, and staff. For example, the use of mobile apps that enable self-service
check-ins, online booking, and social media support helps balance customer
satisfaction and ensures cost-effective service delivery.
Social forces are another important consideration for managers in Azerbaijan.
The rapidly evolving social, economic, environmental, and technological changes
influence the management decisions of organizations. By prioritizing social
forces in decision-making, companies can create a positive impact on society
and may enjoy long-term benefits. For instance, Azercell Telecom, the leading
mobile operator in Azerbaijan, initiated the "Mobile Eye Clinic" project to
provide free-of-charge eye examinations and treatments across the regions of
Azerbaijan. Through this initiative, Azercell Telecom improves community
health, which contributes to the company's corporate image.
In Azerbaijan, social forces have led to companies focusing on social and
environmental responsibility. NGOs and civil society organizations have
highlighted concerns about environmental protection, social inequality, and
community welfare. For instance, the State Oil Company of Azerbaijan Republic
(SOCAR), Azerbaijan's top strategic industry, has implemented social and public
programs, including educational, sports, and cultural projects. These programs
aim to promote social and environmental well-being throughout Azerbaijan's
regions, primarily targeting the local communities and the less privileged.
In conclusion, the utilitarian approach versus social forces in today's
management is a significant consideration for Azerbaijan's business leaders. The
utilitarian approach focuses mainly on maximizing stakeholders' benefits, while
social forces prioritize the interests of the general public. Azerbaijani companies
like Azerbaijan Airlines, Azercell Telecom, and SOCAR have realized the
importance of balancing both approaches in meaningful ways. By adopting a
balanced approach that emphasizes both social forces and utilitarianism,
managers in Azerbaijan can deliver results, while ensuring that social welfare
and ethical considerations are at the forefront of organizational decisions.

2. Utilitarian approach versus rights in today's management. Prove what you are
writing by examples.
In today's world, management has evolved to become more complex than ever.
The approach taken in management can have significant consequences on the
company's success. When it comes to decision-making, two approaches are
often used: utilitarianism and a rights approach. Utilitarianism is an ethical
theory that suggests the decision that maximizes the overall happiness or
benefits is the most morally correct, whereas a rights-based approach
emphasizes on respecting the inherent rights of individuals. The management
must strike a balance between these two approaches to ensure the company's
success.
Utilitarianism is widely adopted in today's management because of its foundation
for maximizing overall happiness or benefits. It is beneficial in situations where
there is a conflict between the rights of different parties, and the decision needs
to be made based on the overall welfare of a group. For instance, if a company's
primary goal is to maximize the overall profits and benefits of shareholders,
managers may use utilitarianism by making difficult decisions that may
negatively affect employees. For example, a company may choose to downsize
or outsource to increase profits, even if it affects employee rights. However,
utilitarianism should not be used exclusively and must factor in rights morals.
On the other hand, a rights-based approach is centered on protecting individual
rights, which cannot be compromised for the greater good. It emphasizes
respect for human rights, dignity, liberty, and freedom. It is essential to
understand that individual freedom and rights are significant for a healthy work
atmosphere, which ultimately translates to better-performing employees,
increased collaboration, and higher job satisfaction. For instance, if employees
have the right to freedom of association, managers must respect it and provide a
platform for employees to join associations and be part of the decision-making
process.
In conclusion, it is crucial for today's managers to strike a balance between
utilitarianism and rights-based approaches. Failing to strike this balance can
lead to significant ethical, legal, and economic consequences. Managers must
consider the impact of their decisions on all stakeholders and make decisions
that balance the interests of everyone affected, from shareholders to employees
and customers. An ideal decision making approach includes considering both
consequences and rights as being equally important to ensure that both the
company and its stakeholders can thrive sustainably.
In summary, modern-day management must take care not to focus solely on
profits and benefits but must consider ethical, legal, and societal obligations that
come with it. Therefore, it is ideal to balance the use of rights-based and
utilitarian approaches in decision-making. This will make the company
successful, ensure ethical and equitable treatments of various stakeholders, and
align with moral principles.
3.Utilitarian approach versus justice in today's management.". Prove what you
are writing by examples.
In today's modern management, there are competing approaches that managers
use to make decisions. These approaches can be broadly classified into two
categories: the utilitarian approach and the justice approach. The utilitarian
approach is concerned with promoting the common good and maximizing overall
happiness, while the justice approach emphasizes fairness and equitable
distribution of resources. Both approaches have their own strengths and
weaknesses, and managers must weigh the pros and cons of each approach
before making any decisions.
The utilitarian approach to management is based on the principle of balancing
the costs and benefits of different actions. Managers who adopt a utilitarian
approach focus on the greater good that can be achieved by maximizing
organizational efficiency while minimizing cost. They believe in making decisions
that produce the greatest overall benefits for the majority of stakeholders, even
if some individuals may be harmed by those decisions.
For instance, a hospital administration may choose to lay off some of their
employees to cut costs. The utilitarian manager would justify this decision by
taking into consideration the overall benefit to the hospital, patients, and the
remaining employees. The hospital will be able to reduce their expenses,
ultimately leading to greater benefits for patients and employees in the long
term. While the laid-off employees may suffer short-term negative
consequences, the greater good of the hospital has been achieved.
In contrast, the justice approach to management is concerned with ensuring fair
distribution of resources and opportunities among stakeholders. Managers who
adopt this approach are focused on achieving outcomes that are just and
equitable, regardless of whether they maximize overall happiness. They
prioritize treating people fairly and giving every person equal opportunities.
For instance, a pharmaceutical company may choose to prioritize selling their
drugs in areas where they can make the most profit, even if the drugs are not
necessarily addressing the most pressing health issues. The justice manager
would criticize this decision as lacking in moral responsibility because it does
not prioritize the health and well-being of all people equally.
In conclusion, there are two competing approaches to management: utilitarian
and justice. While the utilitarian approach prioritizes efficiency and cost-
effectiveness, the justice approach emphasizes fairness and equal opportunities.
Both approaches have their own strengths and weaknesses, and managers must
carefully consider which approach to use in any given situation. Ultimately,
managers must strike a balance between these two approaches to ensure they
are making decisions that promote the best interests of all stakeholders,
including employees, customers, and the community at large.
4. What innovative responses and techniques could be used in decision making?
Prove by real examples.
1) Decision making in today's world requires innovative solutions and methods to
cope with a rapidly changing business environment. The traditional approach to
decision making, characterized by collecting information, analyzing it and making
a decision based on relevant factors, has become inadequate for the effective
operation of a business. To stay relevant in decision making, businesses are
using innovative methods to stay competitive. The following are some of the
innovative answers and methods that can be used in decision making.
1. Data Visualization: One of the innovative responses is data analytics. In
today's world, data is generated at an incredible rate, and this data can be
 used to provide valuable insights that can inform business decisions. By
leveraging data analytics tools, businesses can collect vast amounts of
data, analyze it, and use the insights gleaned to make informed decisions.
For instance, e-commerce giant Amazon collects vast amounts of data on
customer behavior, which they use to propose new products and offer
personalized product recommendations to customers. Visualization
techniques such as charts, graphs, and infographics can be used to
present complex data in a way that is easy to understand. Companies like
Tableau and Domo provide software that helps businesses visualize their
data and use it to inform decision-making. For example, Toyota uses data
visualization to analyze sales data from its dealerships and make decisions
about inventory levels and marketing campaigns.
2. Scenario Planning: Scenario planning involves imagining multiple, plausible
futures and developing strategies for each. This technique helps decision-
makers prepare for unexpected events and anticipate potential outcomes.
Shell developed scenario planning in the 1970s to anticipate oil prices and
prepare for unexpected economic events. Today, scenario planning is
used by organizations across industries to prepare for uncertainty and
create long-term plans.
3. Collaborative Decision-Making: Collaborative decision-making involves
engaging a diverse group of stakeholders to contribute to the decision-
making process. This approach can help ensure that decisions are
informed by the perspectives of all relevant parties. NASA used
collaborative decision-making during the development of the Hubble
Space Telescope. The project involved representatives from NASA,
academia, and private industry, who worked together to design and build
the telescope.
4. Artificial Intelligence: Another innovative response to decision making is
Artificial Intelligence (AI). AI can be employed in decision-making to
improve accuracy, reduce the possibility of errors, and speed up the
process. For instance, customers' data can be analyzed using machine
learning algorithms, which can then make predictions on customer
preferences. Artificial intelligence (AI) can be used to analyze vast
amounts of data and provide insights to inform decision-making. AI can
also be used to automate decision-making processes and reduce human
biases. For example, airlines like Delta and United use AI to optimize
flight itineraries and improve customer experiences.
5. Design Thinking: Design thinking involves using a creative, human-
centered approach to problem-solving. This approach emphasizes
empathy, experimentation, and rapid prototyping. Design thinking has
been used in healthcare to improve patient experiences and outcomes. For
example, the Mayo Clinic used design thinking to develop a new tool for
organizing patient care teams, resulting in improved communication and
collaboration among healthcare providers.
In conclusion, in today's rapidly changing business landscape, businesses need
to employ innovative responses and techniques to make informed decisions.
Data analytics, Artificial Intelligence, crowdsourcing, and game theory can
provide invaluable insights that can help inform decisions. These innovative
techniques can help businesses remain competitive, relevant and make informed
decisions that can ensure long-term profitability.
2) In today's fast-paced business environment, innovative responses and
techniques are necessary to ensure effective decision making. Some of these
innovative responses and techniques include brainstorming, nominal group
technique, and analogies, which can help generate new ideas, aid in decision-
making, and provide a fresh approach to problem-solving. Below are some
examples of how these techniques can be used in decision-making.
Brainstorming is a powerful tool that can be used to generate new ideas and
solutions. In a brainstorming session, a group of people comes together to
generate as many ideas as possible on a given topic. By facilitating creative
thinking and generating a range of ideas, brainstorming can be an effective
technique for decision-making.
For example, a company looking to expand its product line might use
brainstorming to generate ideas for new products. The group could brainstorm
various ideas, ranging from the practical to the unconventional, and eventually
reach a consensus on the most viable products to produce.
Nominal Group Technique (NGT) is a decision-making process that combines
independent idea-generation with group discussion. Members of a group are
asked to independently generate ideas and then present them to the group, after
which the group discusses and selects the best ideas.
For instance, a restaurant chain looking to redesign its menu could use the NGT
method to generate ideas. Each member would independently generate menu
items, and then the group would discuss and vote on the best ideas, eventually
settling on a new menu.
Analogies are comparisons made between two things that share some
similarities. In decision-making, analogies are used to draw comparisons
between situations and generate insights.
For example, a business looking to improve efficiency in its logistics might use
analogies to draw comparisons between its situation and the logistics processes
of other industries, such as healthcare or aviation. Through these comparisons,
the business can generate insights that can be applied to its logistics processes.
In conclusion, innovative responses and techniques such as brainstorming,
nominal group technique, and analogies are valuable tools for decision-making in
today's fast-paced business environment. By harnessing the collective creativity
of a group, or by drawing from outside industries, these techniques can lead to
more effective and innovative decisions.
3) Innovative responses and techniques in decision making are important in
providing a fresh approach to business problems. The Delphi Technique,
Majority Rule, Consensus, and Premortem are all examples of techniques that
can be used in decision making. These techniques are all unique, and each can
be effective in its own way. Below are some examples of how these techniques
can be used in decision making.
The Delphi Technique is a process that involves a group of experts who provide
opinions anonymously on a specific issue. The opinions are then compiled, and a
report is generated from the collective responses. This technique is often used
in complex decision-making scenarios where there are a lot of variables to
consider.
For example, a company might use the Delphi Technique when deciding whether
to expand its business internationally. The company could compile advice and
opinions from experts through anonymous discussions in order to determine the
best course of action.
Majority rule is a decision-making technique in which the majority vote
determines the outcome of a decision. This technique is commonly used in
organizations where decisions must be made quickly or where there is a large
group of stakeholders to consider.
For instance, a board of directors might use majority rule to decide which
company to merge with or acquire. By voting on potential candidates, the board
could come to a decision quickly and efficiently.
Consensus is a decision-making process that involves an open discussion where
all members involved seek to agree on a decision that everyone can support.
Using consensus in decision making ensures every individual's opinion is heard.
For example, when a company is deciding on the next product line to develop,
all members of the development team could discuss potential ideas until they
reach a decision that everyone is satisfied with.
Premortem, also known as prospective hindsight, involves projecting into the
future and imagining that a project has already failed. From this perspective, the
team explores potential reasons for failure and the steps that could be taken to
prevent it.
A construction firm, for example, might use a premortem technique when
developing a new project. The firm could imagine the project has failed, explore
why it failed, and take steps to prevent those failures from occurring in the
actual project.
In conclusion, the Delphi Technique, Majority Rule, Consensus, and Premortem
are all innovative techniques that can be used in decision making. By utilizing
these techniques, decision makers can develop a clear and concise
understanding of the potential outcome of the decision. Ultimately, the
effectiveness of any of these techniques depends on the situation, environment,
and the individuals involved.
5.Discuss the ways and development techniques that makes managerial
problems more effective. Prove by examples.
1) Effective management techniques are critical for solving managerial problems
that can arise in the internal environment of an organization. By utilizing the
right development techniques, managers can improve their decision-making
skills, problem-solving methods, communication techniques, and other important
areas that help in running an organization.
One effective technique is mastermind groups. Mastermind groups bring
together like-minded individuals with a shared goal that meets regularly and
utilizes collective knowledge and expertise to solve problems. Azerbaijani
companies, like Zagro Azerbaijan, have implemented this technique among their
executives or senior managers who meet to discuss issues and share insights
from their experiences. This enables them to approach complex problems
collectively and exchange ideas that can bring about creative solutions.
Another technique is coaching. In coaching, a more experienced person supports
and advises an individual who is seeking professional development. For this,
Zaha Holdings, a leading real estate development and construction company in
Azerbaijan, has a coaching program for its managers to inculcate professional
skills. Through coaching, managers benefit from the experience and expertise of
their mentors, enabling them to make effective decisions and positively impact
the organization.
Mentoring is another development technique that can improve management
skills. Often used to cultivate new talent within an organization, mentoring can
also be an effective way to provide support to the manager, so they excel in
their role. By being assigned with more experienced mentors, managers can
learn from their guidance and build new competencies, contributing to this
technique's success. For instance, the technology company, Cybernet.az
implements a mentoring program that mentors employees selected for
management roles. The program envisions guidance from senior managers, who
help junior managers learn the ropes of managing teams, conflict resolution, and
other skills crucial for organizational success.
Lastly, leveraging technology and digital tools is an effective development
technique that can enhance management capabilities. Azerbaijani companies like
BP Azerbaijan, one of the largest oil and gas companies operating in Azerbaijan,
utilize tools like virtual reality, simulations, and data analytics, which can help
managers in acquiring new technical skills. In addition, these digital tools can
also provide realistic simulations and data-driven insights to enable informed
decision-making for events involving uncertainty.
In conclusion, managers must continually develop their skills to tackle
managerial problems effectively. By adopting the right development techniques
such as mastermind groups, coaching, mentoring, and technology, managers in
Azerbaijan have successfully overcome managerial problems. Effective use of
these techniques is a significant strategic advantage to meeting organizational
goals, maintaining competitive advantage and assist in managing internal
environments. By investing in their development, managers can improve their
abilities to tackle complex problems, make informed decisions, and positively
impact their organization.

2)In the world of management, problems can arise at any time, and it is the
responsibility of a manager to solve them effectively and efficiently. To solve
any problem, a manager must first identify the root cause of the problem and
then come up with strategies that can help resolve the problem effectively.
Below are some of the ways and development techniques that make managerial
problems more effective.
One of the most effective techniques used by managers to solve problems is by
implementing formal problem-solving techniques. These formal techniques
involve breaking down a problem into smaller parts and then analyzing each part
independently. One such formal technique is Root Cause Analysis (RCA), which
is used to identify the root cause of a problem. For instance, when an airplane
crashes, an RCA is done to identify the problem and prevent future crashes.
Another technique that can make managerial problems more effective is by
adapting a proactive approach to problem-solving. Rather than waiting for a
problem to occur, a proactive approach involves anticipating problems before
they arise and taking steps to prevent them. For instance, a manager in a
manufacturing company may anticipate technical problems that can arise and
allocate resources to prevent them.
In addition, managers can employ the use of critical and creative thinking skills.
Critical thinking refers to the process of gathering and evaluating information
objectively to make informed decisions. By using critical thinking, a manager can
make better decisions. Creative thinking, on the other hand, involves coming up
with new and innovative solutions to problems. A manager can use creative
thinking to come up with unique solutions to problems that may not have a
straightforward solution.
Finally, developing effective communication skills can also aid in problem-
solving. For instance, a manager who can communicate effectively with their
team can get their team members to work together more effectively and solve
problems efficiently.
In conclusion, effective problem-solving requires the identification of the root
cause of the problem and the implementation of formal problem-solving
techniques. Proactive problem-solving, critical and creative thinking, and
effective communication skills can also aid in solving managerial problems. By
employing a variety of techniques, a manager can develop the skills required to
effectively solve problems, ensuring the longevity of the business and the
success of the organization.
3) There are several ways and development techniques that can make
managerial problem-solving more effective:
1. Systems thinking: This involves understanding how different parts of the
organization and external factors interact with each other and affect the
problem at hand. This approach can help managers identify the root cause
of a problem and develop solutions that address it holistically. For
example, if a company is experiencing high turnover rates, a systems
thinking approach would involve looking at factors such as low employee
morale, inadequate training, and ineffective performance management
systems to address the issue.
 2. Collaborative problem-solving: This technique involves involving various
stakeholders in the problem-solving process, including employees,
customers, and suppliers. By leveraging the different perspectives and
expertise of these stakeholders, managers can develop more
comprehensive and effective solutions. For example, a company facing
declining sales could involve its sales team, marketing team, and
customers in identifying the root cause and developing a solution to boost
revenue.
3. Data-driven analysis: Managers can use data analysis techniques to
identify patterns and trends in large datasets to identify the root cause of
a problem. Data can be collected from internal sources such as sales
reports and customer feedback, as well as external sources such as
industry reports and market trends. For example, a retailer facing
declining sales could use data analysis tools to identify trends in customer
purchasing behavior and develop strategies to address customer
preferences.
4. Agile problem-solving: This approach involves breaking down larger
problems into small, manageable pieces and prioritizing them based on
urgency and impact. Managers can then develop and implement solutions
in short sprints, testing and adjusting as they go. For example, a software
development team may use an agile approach to identify and address bugs
in their product.
In conclusion, effective managerial problem-solving requires a combination of
different approaches and techniques, tailored to the specific problem at hand. By
leveraging systems thinking, collaborative problem-solving, data-driven
analysis, and agile methodology, managers can effectively identify and solve
complex issues, making their organizations more resilient and successful.
6)What do you think are the most important forces in the external environment
creating uncertainty for organizations today? Do they arise in the task
environment or the general environment?
1) In today's dynamic and unpredictable business environment, organizations
face a range of external forces that create uncertainty and risk. These forces
can be broadly classified into two categories: the task environment and the
general environment. The task environment includes external factors that
directly and immediately affect the operations of a particular organization, while
the general environment includes broader and more indirect factors that impact
all organizations in different ways. In this essay, we will discuss the most
important forces in the external environment creating uncertainty for
organizations today and determine whether they arise in the task environment or
the general environment.
One of the most important forces in the external environment creating
uncertainty for organizations today is technological change. Rapid technological
advancements revolutionize industries and disrupt traditional products and
services. For instance, technological advancements such as cloud computing,
mobile devices, and artificial intelligence has transformed how businesses
operate across all sectors. This force is generally part of the general
environment as it affects all organizations across various industries.
Another important force in the external environment is globalization.
Globalization refers to the increasing interconnectedness of economies and
markets worldwide and the acquisition of resources and assets beyond the
domestic market. Globalization creates uncertainty and challenges for
organizations as they face pressure to compete in a global marketplace. For
instance, multinationals corporations like Coca-Cola, McDonald’s and Apple have
all expanded globally to take advantage of new markets and opportunities.
Globalization is generally part of the general environment, as it affects all
organizations across industries.
Regulatory changes are also an essential force in creating uncertainty in the
external environment. These changes emanate from governments, regulatory
authorities, and industry trade organizations. Regulatory changes can have
significant impacts such as restrictions on certain practices, product features
and marketing initiatives. For example, regulations around data protection have
affected many businesses, leading to changes in how companies collect, process
and store customers’ information. Regulatory changes are generally part of the
task environment as they have a direct impact on how a specific organization
operates.
Natural disasters and climate change create uncertainty and risks for
organizations as they can impact supply chains, production processes and
distribution networks. For instance, the COVID-19 pandemic has affected many
sectors such as transport, tourism, and hospitality leading to significant
economic losses. Natural disasters are generally part of the general environment
and can impact all organizations in different ways.
In conclusion, technological changes, globalization, regulatory changes and
natural disasters are among the most critical forces in the external environment
creating uncertainty for organizations today. These forces can arise both in the
task and general environment and can have a significant impact on the success
of organizations. Organizations need to be prepared for these external forces by
regularly monitoring changes in the environment and developing strategies to
mitigate those risks. A proactive and flexible approach is required to navigate
the dynamic and uncertain business environment that organizations face today.
2) Organizations operate in a complex and ever-evolving external environment
that poses various challenges and uncertainties for them. The external
environment comprises two types of forces, i.e., general environment and task
environment. While the general environment encompasses the broad contextual
factors that impact all organizations, the task environment involves specific
elements that are unique to each organization. In this essay, I will explore the
most important forces in the external environment creating uncertainty for
organizations today and whether they arise in the task environment or the
general environment.
The most significant forces creating uncertainty in today's organizations arise in
the general environment. One of the most crucial of these forces is technological
advancements, which have revolutionized the way organizations operate.
Emerging technologies such as artificial intelligence, blockchain, and the Internet
of Things (IoT) have the potential to disrupt existing business models, creating
uncertainty for businesses that are slow to adopt these technologies. For
instance, the rise of e-commerce giants like Amazon has created unprecedented
challenges for traditional retailers, leading to the closure of several retail stores.
Another significant force that creates uncertainty for organizations is the
political environment, which is shaped by government policies and regulations.
Political instability or a change in government can significantly impact
businesses, especially if their operations are significantly dependent on
government regulations. For example, changes in healthcare policies can cause
uncertainty for pharmaceutical companies that rely heavily on government
funding for research and development.
Similarly, international trade policies and global economic conditions also create
uncertainty for organizations. The increasing trend towards globalization has
created significant opportunities for businesses, but it has also made them
vulnerable to external factors such as trade wars, currency fluctuations, and
global economic crises. For instance, the recent trade war between the US and
China has caused significant uncertainty for businesses that rely on trade
between the two countries.
The task environment also poses several uncertainties for organizations, with
competition being the most significant force. Competition can come from
existing competitors, new entrants, or substitutes, and can significantly impact a
business's profitability and market share. For example, the rise of ride-hailing
services like Uber and Lyft has created intense competition for traditional taxi
companies, leading to several protests and regulatory conflicts.
In conclusion, the external environment creates significant uncertainties for
organizations today, with the most important forces arising in the general
environment. Technological advancements, political instability, trade policies,
and global economic conditions are some of the significant forces that impact
businesses. While the task environment, particularly competition, presents its
challenges, organizations must keep a close watch on the general environment
and take steps to manage the uncertainties created by external forces. Failure to
adapt to these changes can lead to significant negative impacts on a business's
operations, profitability, and sustainability.
3) The external environment of an organization is made up of various factors
that can impact its operations and performance. Two key categories of the
external environment are the task environment and the general environment,
both of which can create uncertainties for organizations. In Azerbaijan, several
forces in the external environment are especially relevant today, creating
uncertainties for organizations.
One of the most important forces in the external environment that creates
uncertainty for organizations in Azerbaijan is political instability. Azerbaijan is
geographically located at a strategic location where different forces impact it.
Due to a history of geopolitical relevance, issues such as territorial disputes,
lack of democratic processes and several complex social, and economic issues
cause political turbulence which has a direct impact on the business
environment. The political instability often leads to unenforceable policies that
can disrupt business operations.
Another important external force that creates uncertainty for organizations in
Azerbaijan is economic instability. Azerbaijan's economy is heavily reliant on the
oil and gas industry, which has been volatile over the years. The oil and gas
prices experienced a significant drop from 2014-2016 and caused economic
instability for many industries. This instability can lead to changes in
government policies and regulations that affect businesses' operations and
profitability.
A third force that creates uncertainty for organizations in Azerbaijan is
demographic changes such as an aging population and urbanization. As the
country's economy develops, migration trends occur, where a significant
proportion of the population are moving to urban areas. The rise in urbanization
leads to changes in demand. While urbanization brings about opportunities for
businesses to expand into urban centers, they must adapt quickly to changing
consumer demands and preferences, which create uncertainties for those in the
rural sector.
Lastly, technological advancements in Azerbaijan and their corresponding
uncertainties create a fourth force in the external environment. In this digital
age, the rapid pace of technological development can lead to disruptions in
traditional business models. For example, the widespread adoption of mobile
devices and social media has led to the growth of e-commerce in Azerbaijan,
raising concerns about cybersecurity and privacy.
In conclusion, the four forces in Azerbaijan's external environment that are
creating uncertainty for organizations today are political instability, economic
instability, demographic changes, and technological advancements. These forces
can arise in both the task environment and the general environment. Political
instability and economic instability are examples of forces that arise in the
general environment, while demographic changes and technological
advancements arise in the task environment. These forces of external
uncertainty require managers to remain adaptable, agile, and proactive in their
decision making and operations, to ensure continued growth and success in the
rapidly changing global business environment.

7) What general obstacles would you foresee in a company trying to make the
transition from a hierarchical, or bureaucratic, to a learning organization? What
are some general measures managers can take to smooth the way?
1)The transition from a hierarchical or bureaucratic organization to a learning
organization can be both challenging and complex. This is because the two
organizational models operate on different principles, with the former
emphasizing top-down management, while the latter favors a decentralized
approach to management and knowledge creation. There are several obstacles
that managers in such companies can anticipate, and there are also some actions
that they can take to ease the transition.
One of the key obstacles to the realization of a learning organization is the rigid
structure and culture that characterizes hierarchical/bureaucratic organizations.
A company operating under a hierarchical model is driven by a desire to
maintain control, which can result in resistance to new ideas and ways of doing
things. This can make it difficult to institute the changes necessary to create a
more fluid, open, and innovative work environment that is characteristic of a
learning organization.
Another obstacle that managers can confront when creating a learning
organization is resistance from employees or members of the organization. This
resistance can be driven by fear of the unknown, a perceived loss of power, or a
lack of encouragement, and this can inhibit progress towards becoming a
learning organization.
To smooth the process of organizational change, managers can initiate several
measures. One of the most important steps is to establish a consistent message
of the importance of learning and growth in the organization, so that everyone
understands the value of the transition. Managers should make a deliberate
effort to articulate the vision for a learning organization and ensure that it is
communicated effectively to all organizational members.
Another measure managers can take is to establish formal and informal
mechanisms that promote knowledge sharing and collaboration among
employees. Such mechanisms can include training, mentorship, and peer-to-
peer learning platforms that encourage a culture of continuous improvement and
open communication.
Furthermore, managers can also create an atmosphere of psychological safety,
where employees feel free to share feedback and provide alternative solutions.
They can create channels for employee feedback, encourage transparency, and
foster a culture of trust and support.
In conclusion, the transition from a hierarchical/bureaucratic organization to a
learning organization is not easy, but it is vital for organizations seeking to
compete effectively in today's dynamic business environment. Managers should
anticipate the obstacles that accompany this change and take steps to create an
environment that fosters learning, collaboration, and innovation. A focus on
communication, fostering a culture of trust and support, and establishing
mechanisms that promote collaboration and knowledge sharing are crucial steps
for managers to smoothen the transition.
2) A hierarchical or bureaucratic organization has a rigid, top-down approach to
management that limits communication and creativity, whereas a learning
organization emphasizes continuous learning, innovation, and collaboration.
Transitioning from a hierarchical organization to a learning organization can be
challenging for companies. Managers face general obstacles in making this
transition, but there are measures they can take to help facilitate a smoother
transition. Azerbaijan presents relevant examples of companies that have
attempted such transitions.
One of the main obstacles when transitioning from a hierarchical to a learning
organization is changing attitudes and behavior of employees. Employees might
be resistant to the change as they are used to a set pattern of reporting and
decision making, and may have difficulty adapting to a new system of
collaboration and communication. To overcome this hurdle, managers in
Azerbaijan-based companies such as PASHA Bank, a private bank, introduced
training programs and workshops to help employees develop new skills, build
trust, and promote effective communication, improving their ability to
collaborate and innovate. Such development programs can help employees
understand the benefits of the shift to the learning organization's approach.
Another obstacle is a lack of delegation of authority, which can decrease the
motivation and initiative of employees. In a bureaucratic organization, decision-
making is centralized, and employees have little control over their work tasks.
Managers can encourage delegation of responsibility and autonomy, empowering
employees to make decisions that focus on problem-solving and innovation,
leading to more efficient and effective decision making for the organization. For
example, Azercell, a telecom company, has implemented a flat organizational
structure to allow employees to take ownership of their work and make
decisions which contribute to the company's success.
Another obstacle that needs to be overcome when transitioning from
hierarchical to learning organizations is the change in leadership style. Managers
need to adopt a more participative leadership approach, encouraging and valuing
new ideas, and accepting that not every idea will be perfect. Instead of only
giving orders, leaders have to empower employees to take on responsibility and
be a conduit for feedback. Azerbaijan-based Azferoservis has implemented a
program called "On the Way to Management Excellence" to encourage
participatory leadership and collaboration.
In conclusion, the transition from a hierarchical to a learning organization can be
a challenging task for managers. Successful transitions can only be achieved by
addressing and overcoming common obstacles like perceived lack of authority,
employee resistance, and change in leadership. By introducing effective training
and development programs for the employees, empowering the workforce to
take ownership of their work and progress, and utilizing a participative and
collaborative leadership style, companies in Azerbaijan like PASHA Bank,
Azercell, and Azferoservis have taken significant strides towards becoming more
learning-oriented organizations. The need to embrace a learning organization
approach is essential in the increasingly competitive and dynamic business
environment, and managers must be willing to adapt and take measures to
facilitate a successful transition.

8) When things go wrong, managers in foreign countries often are unable to get
rid of employees who do not work out. Consider the following research finding:
When asked what to do about an employee whose work had been subpar for a
year after 15 years of exemplary performance, 75 percent of Americans and
Canadians said fire her; only 20 percent of Singaporeans and Koreans chose that
solution too. But, the workers in some countries are protected by strong labor
laws and union rules.
How to control the situation in the workplace?
1) Different countries have varying labor laws and regulations that determine
how employees can be terminated. As a result, managers may find it challenging
to let go of employees who are not working out, particularly in countries with
stringent labor laws and union regulations. To control this situation, managers
can take several steps.
First, it is essential to have a clear and defined system of performance appraisal
and feedback that employees are aware of. This can involve establishing a
transparent set of performance metrics and regularly communicating with
employees about their performance output. Through regular communication and
feedback, an underperforming employee may understand the consequences of
their actions.
Second, managers can consider alternative solutions to termination, such as
retraining, coaching, or mentoring, to help employees improve their
performance. Having multiple options to offer can also help maintain a positive
relationship between the employee and the organization.
Third, it is essential to respect and comply with local labor laws and union
regulations. Managers must study and be familiar with the relevant laws and
regulations in the countries they operate in. Violating the labor laws can have
severe consequences; thus, it is vital for managers to observe due diligence
before taking any disciplinary action.
Lastly, it is important for managers to communicate clearly with employees
about the reasons for termination or any other disciplinary action. If employees
do not understand the reasons for their termination, this can damage the trust
between the organization and the employees. Providing feedback and clear
communication can help underperforming employees understand the
expectations of their role, increase their performance levels, and avoid further
conflict.
In conclusion, controlling situations with employees who are not working out in
countries with strict labor laws or union regulations can be tricky. As a manager,
it is crucial to have a clear system of performance management, exploring
alternative solutions to termination, respecting local labor laws and regulations,
and providing clear communication to underperforming employees. By taking
these steps, organizations can maintain healthy relationships with their
employees, creating a more positive and productive work environment.
2) To control the situation in the workplace in this case, managers should first
understand the labor laws and union rules in the countries where they operate. If
the laws and rules are supportive of protecting workers, managers should
establish clear expectations for employee performance and provide ongoing
feedback and coaching to improve performance. If necessary, managers should
also provide training opportunities for employees who may be struggling to meet
expectations.
If an employee’s performance still does not improve despite coaching and
training, managers should document the poor performance and follow the
appropriate disciplinary process, which can include warnings or probation
periods before termination. Managers should also consult with HR or legal
counsels to ensure compliance with local labor laws and union rules.
Overall, the key to controlling the situation in the workplace is to establish clear
expectations, provide feedback and coaching, support employee development,
and follow the appropriate disciplinary process when necessary. By doing so,
managers can create a work environment where employees understand the
expectations and consequences for not meeting them, which can ultimately
improve employee performance and productivity.
9) Define social responsibility and explain its importance for managers in
internal environment. Prove by examples.
1)Social responsibility refers to the ethical and moral obligations that a company
owes to its shareholders, employees, customers, and the broader society in
which it operates. Managers play a critical role in ensuring that their
organizations practice social responsibility. Social responsibility is essential for
managers to create a positive impact on the internal environment of an
organization. It enables the organization to build a strong brand reputation, boost
employee morale, attract new customers and retain existing ones, and contribute
to the broader community. This essay aims to explain the importance of social
responsibility in the internal environment of an organization and provide
examples of how organizations can become socially responsible.
One significant benefit of social responsibility in an organization's internal
environment is its impact on the organization's brand reputation. Consumers
today are increasingly conscious about corporate social responsibility,
environmentally friendly, and sustainable practices. Socially responsible
organizations develop a positive brand image, which attracts new customers and
retains existing ones. This increased customer loyalty and consumer trust in the
brand leads to stronger and more long-lasting relationships with the customer
base.
Social responsibility can also improve employee morale in an organization's
internal environment, leading to higher employee engagement and motivation.
When employees feel like they are working towards something bigger than
themselves, they tend to have a more significant sense of purpose, leading to a
happier and more productive workforce. For example, companies that prioritize
employee volunteer programs and initiatives tend to have a more dedicated and
motivated workforce.
Another way social responsibility can improve the internal environment is
through teamwork and collaboration. Employees who engage in social
responsibility initiatives can team up and work together towards a common goal.
This collaboration can lead to stronger and more productive work teams, which
improves the overall quality of an organization's work.
Lastly, social responsibility contributes to the broader community. Companies
that prioritize social responsibility initiatives contribute to various social issues,
such as social equality, environmental sustainability, and economic development,
among others. Such efforts create opportunities for growth and economic
development, leading to a prosperous and thriving society.
To ensure social responsibility within an organization, managers should
introduce policies and practices that promote ethical behavior, environmental
responsibility, and social sustainability. Organizations can also implement
community outreach programs, employee volunteer programs, and philanthropy
initiatives. For example, businesses can donate to charitable organizations,
reduce their carbon footprint, or, at the very least, invest in renewable energy
initiatives.
In conclusion, social responsibility is essential for creating a positive internal
environment within an organization. It boosts employee morale, creates a
positive brand image, and promotes teamwork and collaboration. Managers must
take steps to implement ethical policies and practices, foster community
engagement, and promote environmental responsibility to create a socially
responsible organization. Organizations that prioritize social responsibility end
up creating significant benefits for both society and themselves.
2) Social responsibility refers to an ethical framework that requires businesses
and individuals to act in ways that benefit society and the environment. Social
responsibility involves considering the long-term impact of business decisions
on stakeholders, including customers, employees, communities, and the
environment. For managers, social responsibility is essential for achieving long-
term success in the internal environment.
One way social responsibility is important for managers is by driving employee
engagement. When a company prioritizes social responsibility, it encourages
employees to feel valued and connected to the company's mission. This
connection often leads to a sense of purpose, which is crucial for employee
motivation and productivity. In Azerbaijan, companies such as SOCAR, the
national energy company, have implemented numerous social responsibility
initiatives, which include sponsoring sporting events for youth, participating in
environmental conservation, and promoting education. The opportunities for
employee engagement in such initiatives have led to high motivation and
productivity among employees.
Another way social responsibility is important for managers is by creating a
positive reputation for the company. Companies that prioritize social
responsibility initiatives create a positive brand reputation that leads to
customer loyalty and trust. In Azerbaijan, the provider of banking services,
Kapital Bank conducts social responsibility campaigns that connect them to the
community, like establishing scholarship programs for underprivileged children,
supporting environmental initiatives, and funding startup projects. It has allowed
the company to establish a reputation of being a socially responsible
organization that creates true corporate value.
Moreover, social responsibility is important for managers as companies operate
within communities that are impacted by the company's operations. Addressing
social concerns may prevent instances of resistance from the communities that a
company operates within. In Azerbaijan, Azerenerji (the state energy producer)
has been working to reduce the negative environmental impact of its operations
through the use of organic fuels and the implementation of other environmental
protection initiatives. This approach has allowed the company to operate with
the support of the community, which has been pleased with its efforts.
In conclusion, social responsibility is vitally important for managers, as it can
enhance employee engagement, create a positive brand reputation, and prevent
resistance from the community. The internal environment is impacted positively
by social responsibility initiatives as they allow companies to achieve long-term
success responsibly. Azerbaijan has several examples of companies with unique
but effective social responsibility initiatives that have led to benefits for their
internal environment. By prioritizing social responsibility, managers can remain
accountable to stakeholders and ensure the long-term success and sustainability
of their businesses.

10) How do you understand interrelationship of justice approach and external

environment? Prove by examples.
1)The interrelationship between justice approach and the external environment
is an essential component of any organization. Justice approach emphasizes on
fair and equitable treatment of all stakeholders within an organization, including
employees, customers, suppliers, shareholders, and the environment. The
external environment of an organization, which includes social, economic,
cultural, and political factors, can significantly impact the justice approach. In
this essay, we will explore the interrelationship between the justice approach
and the external environment, including relevant examples.
The external environment has a considerable impact on the justice approach
because it directly affects the behavior of organizations. For instance, an
organization's legal framework, including local and international laws and
regulations, impacts the justice approach. Organizations must comply with these
regulations, such as labor laws; otherwise, they risk incurring penalties and
eroding their reputation. For example, Nike has had to deal with several
scandals regarding the use of child labor in their supply chain, and they have had
to implement measures to improve labor conditions to restore their reputation.
Social factors also have a significant impact on justice approach, and
organizations must take them into account when formulating their policies. Social
factors include things like culture, values, norms, and beliefs of society.
Organizations must be aware of different cultures, including their values and
behaviors, and must ensure that their policies and practices are appropriate for
each culture. For instance, the customer privacy law differs from country to
country; thus, organizations must understand the specifics of the law and work
to maintain compliance.
Economic factors also play a role in the interrelationship between justice
approach and external environment. Firms must balance social responsible
behavior with their drive towards profitability. Organizations must balance
maintaining a sustainable profit margin with ethical practices such as fair
compensation, environmental sustainability, and philanthropy. For instance,
Unilever Sustainable Living Plan emphasizes sustainability in their business
processes, investing $1.5 billion in sustainable sourcing initiatives and commits
to taking social and environmental challenges seriously.
Lastly, politics and governance affect justice approach. Political instability or
their weakness can create a lack of trust between organizations, and
governments which have a disruptive impact on businesses. Companies may face
corruption; a negative impact on their business, or their social responsibility
initiatives may be stifled. For example, the Volkswagen scandal, where they
cheated on emissions tests, affected their reputation and led to fines and
lawsuits that resulted in significant financial loss.
In conclusion, the justice approach and external environment are interrelated,
and therefore, organizations must always be aware of external factors as they
formulate policies and practices. By maintaining compliance with the legal
framework and regulatory requirements, considering social, economic factors,
and fostering good governance, organizations can help create a more just and
equitable environment. Examples such as Unilever, Nike, and Volkswagen
highlight the impact of the external environment on the justice approach. It is
essential to acknowledge the external environment's interrelationship, so as to
align business objectives with social responsible practices.
2) The justice approach is a philosophy of morality that emphasizes fairness,
impartiality, and equal treatment of individuals. The external environment, on
the other hand, refers to the various factors that impact an organization or
community outside of its boundaries, such as economic, political, social, and
cultural conditions.
There are many ways that these two concepts are interrelated. Here are a few
examples:
1. Hiring practices: An organization that follows a justice approach will strive
to ensure that all job applicants are treated equally and fairly, regardless
of their race, gender, or other characteristics. However, the external
environment may also play a role in shaping hiring practices. For example,
in some countries, there may be laws or cultural norms that require
employers to give preference to certain groups, such as veterans or
members of a particular ethnic group. In this case, the organization must
balance its commitment to justice with the external pressures it faces.
2. Economic inequality: The justice approach emphasizes the importance of
equal treatment and opportunity for all individuals. However, economic
inequality is a major external factor that can undermine these principles.
For example, if a society has a wide gap between its richest and poorest
citizens, it may be difficult to ensure that everyone has access to
education, healthcare, and other resources. Organizations that are
committed to justice must take into account this external factor and strive
to find ways to mitigate its impact.
3. Environmental sustainability: The justice approach also emphasizes the
responsibility to protect the rights and welfare of future generations. In
 the context of the external environment, this often means considering the
impact of present-day actions on the natural world. For example, a
company that produces products using fossil fuels may be contributing to
climate change, which will disproportionately harm people in the future.
By taking steps to reduce its carbon footprint and promote sustainability,
the company can demonstrate its commitment to justice.
In conclusion, the justice approach and external environment are closely
intertwined, and organizations that are committed to justice must consider and
respond to the external factors that affect their operations and the communities
they serve.
3) The concept of environmental justice involves the notion that everyone has
the right to a clean and safe environment, regardless of their socioeconomic
status or background. External factors such as government policies,
industrialization, and globalization can have a significant impact on the ability of
individuals to access a healthy environment and lead healthy lives. In Azerbaijan,
the interrelationship between environmental justice and the external
environment can be seen in several examples.
Firstly, the oil and gas industry is a significant contributor to the economy in
Azerbaijan. However, the rapid development of the industry has also led to
serious environmental problems like air pollution, oil spills, and hazardous
waste. This situation poses a challenge to environmental justice, as the negative
effects disproportionately impact the health of vulnerable groups, particularly
those living near oil fields. For instance, people living in the Absheron region,
which is home to a significant proportion of Azerbaijan's oil, gas, and chemical
industries, have reported high rates of respiratory diseases due to air pollution.
Secondly, the legal framework to enforce environmental laws in Azerbaijan can
be weak in some cases. This condition leads to unequal distribution of penalties
and fines that may lead to unjust practices. In practice, large international
companies may have more means to pay fines for their violations, leading to
compromised environmental justice while small and local companies might pay
significant penalties for smaller infractions.
Thirdly, the location and infrastructure of hazardous waste facilities and landfills
can also lead to a lack of environmental justice. For example, the Balakhani
landfill, which has been used to dispose of waste from Baku and its surrounding
areas, is located near several disadvantaged communities. People living in these
areas face environmental injustices such as exposure to toxic fumes,
groundwater contamination, and poor air quality.
To address these environmental justice challenges, the Azerbaijani government
has recently taken several measures. For instance, the government implemented
a national plan in 2017 to reduce air pollution in Baku, resulting in tangible
improvements. Azerbaijan has also ratified several international agreements on
environmental conservation, such as the Paris Agreement, to reduce greenhouse
gas emissions. Additionally, Azerbaijan established the State Agency for
Compulsory Medical Insurance, tasked with providing universal health coverage
to all citizens which aims to address health inequalities.
In conclusion, environmental justice and the external environment are
intrinsically linked, and different factors can affect the relationship in different
ways. In Azerbaijan, the issues of the oil and gas industry, weak enforcement of
environmental laws, and the placement of waste management facilities affect the
quality of the environment and consequently impact the health of citizens.
However, the country has demonstrated its commitment to achieving
environmental justice through measures such as the national plan to reduce air
pollution, the signing of international agreements to combat climate change, and
the establishment of bodies such as the State Agency for Compulsory Medical
Insurance.

11) How can managers from different countries are least likely to tolerate
someone being 5 minutes late for an appointment?
Managers from different countries may have different attitudes towards
tardiness, depending on their cultural background and their approach to
business. Some managers may expect their employees to uphold strict timelines,
while others may allow for more leniency. It is therefore possible that managers
from certain countries may have little tolerance for lateness, even by just 5
minutes. This essay aims to explore the reasons why managers from different
countries are least likely to tolerate being 5 minutes late for appointments and
provide examples of countries where this is often the case.
One of the main reasons managers from certain countries may be less tolerant
to tardiness is linked to cultural values and norms. For example, in many
Western countries such as the United States, punctuality is highly valued and
considered a fundamental aspect of professional conduct. In such countries,
being even a few minutes late can be perceived as disrespectful and reflects
poorly on the tardy person's character. In contrast, managers from some other
cultures may view tardiness somewhat differently. In some Latin American and
Mediterranean cultures, for instance, being a few minutes late to an appointment
may be considered more acceptable. This is because the emphasis on
relationships and networking may take precedence over strict adherence to
schedules and timelines.
Another reason managers from certain countries may be less tolerant of
tardiness is linked to the importance given to efficiency and productivity. In
countries such as Japan and Germany, for example, time is regarded as a finite
resource and must be used productively. Managers in these cultures may take a
very business-like approach to tardiness and are least likely to tolerate even
minor delays. By enforcing strict timelines, these managers promote a culture of
efficiency and productivity.
Lastly, some managers may be less tolerant of tardiness due to their personality
or management style. For example, some managers may view punctuality as a
sign of respect for other people's time and consider tardiness as a form of
disrespect. Such managers may adopt a strict approach to lateness in the belief
that punctuality is a reflection of professionalism and a requirement for
successful business conduct.
Examples of countries where lateness is least tolerated in managerial roles
include Japan, Switzerland, Germany, Canada, and the United States. These
countries tend to cherish time as a commodity, often adhering strictly to
timelines and schedules. In contrast, countries such as Brazil, Mexico, Indonesia,
and Saudi Arabia tend to view lateness as more forgivable, and the emphasis
may lie more on relationship building than strict adherence to time frames.
In conclusion, managers from different countries may have different attitudes
towards tardiness, even by just 5 minutes. This variation is often based on
cultural values and norms, the importance given to time efficiency and
productivity, and the individual personalities of managers. The best approach for
managers in international business settings is to be aware of the cultural
background of their business partners and to find a balance between their own
expectations of punctuality and appropriate cultural norms. By doing so,
managers can build strong relationships while maintaining a professional and
respectful approach to their business dealings.
12) General Electric is famous for firing the lowest performing 10 percent of its
managers each year. With its strict no-layoff policy, Valero Energy believes
people need to feel secure in their jobs to perform their best. Yet both are high-
performing companies. How do you account for the success of such opposite
philosophies?
The success of both General Electric and Valero Energy in implementing
opposite philosophies regarding employee management can be attributed to the
differing contexts in which each company operates. While Valero Energy's no-
layoff policy has proved successful, General Electric's philosophy of firing the
lowest performing 10% has also proven to be effective.
The context in which Valero Energy operates primarily focuses on stability and
continuity. Such environments emphasize job security for employees and
stability in the organization's operations. Valero Energy's policy of retaining its
employees without layoffs ensures that the company has a stable and motivated
workforce that remains committed to the organization's goals. Valero Energy has
achieved success by creating an environment where employees feel secure and
are thus able to work comfortably without the fear of losing their jobs.
General Electric, on the other hand, operates in a highly competitive and
dynamic market, where continuous innovation, growth, and competition are the
norm. In such an environment, management values accountability and
performance. Thus, General Electric's practice of firing the lowest performing
10% every year aims to maintain the highest standards of performance. This
strategy creates a culture of high accountability, performance, and competition,
where employees are expected to continually improve their abilities and skills.
In both companies, the opposite philosophies form part of the organization's
overall strategy and culture. These management approaches are means to
achieve specific objectives related to the company's operations and objectives.
Valero Energy's no-layoff policy is just one of many initiatives that promote the
company's overall objectives. Similarly, General Electric's philosophy of letting
go of underperforming employees each year is only one of the many initiatives
aimed at maintaining high levels of performance.
Additionally, both companies' philosophy emphasizes employee motivation and
welfare. Valero Energy's no-layoff policy emphasizes the importance of job
security in employee motivation. At the same time, General Electric's philosophy
focuses on providing opportunities for employees to improve their skills and
abilities, leading to higher levels of performance. In both cases, the employee
remains motivated and committed to the company's goals.
In conclusion, while Valero Energy follows a no-layoff policy and General
Electric fires the lowest performing 10% employees, both policies have proven
successful in their respective contexts. The success of such opposite
philosophies can be attributed to the overall company strategy, the context in
which the companies operate, and the importance given to employee motivation
and welfare. Ultimately, it is the balance between the company's culture and
objectives, and the approach to management of human resources that results in
success.
13) In relationship-oriented societies that rank high on collectivism, such as
those in Asia, the Arab world, and Latin America, leaders typically use a warm,
personalized approach with employees. One of the greatest difficulties U.S.
leaders encounter in doing business in China, for example, is failing to recognize
that to the Chinese any relationship is a personal relationship. Managers are
expected to have periodic social visits with workers, inquiring about morale and
health, Leaders should be especially careful about how and in what context they
criticize others. To Asians, Africans, Arabs, and Latin Americans, the loss of
self-respect brings dishonor to themselves and their families. The principle of
saving face is highly important in some cultures.
What cultural differences for managers could be taken into account in different
countries?
1) Cultural differences are a significant factor that managers must take into
account when working in different countries. These differences can affect the
way businesses operate, the management style used, and employee relations.
Here are some cultural differences that managers should be aware of:
1. Relationship-Oriented Cultures: In relationship-oriented cultures, people
place a premium on relationships over tasks. Leaders in such cultures
must adopt a warm, personalized approach with employees, as these
individuals are more likely to form strong bonds with colleagues and
superiors. As a result, managers must prioritize building strong
relationships with their employees to gain and maintain their trust.
2. Communication styles: Cultures also differ when it comes to
communication styles. For example, in some cultures, direct
communication can be seen as aggressive or impolite, while in others,
indirect communication may be preferred. Managers must learn how to
adjust their communication styles based on the local cultural norms to
avoid misunderstandings and build rapport.
 3. Sense of Time: Some cultures may be more time-oriented than others.
For example, in Western cultures, punctuality is highly valued, while in
other cultures, such as Latin America, tardiness may be more common and
acceptable. Managers must understand and appreciate different
perspectives on timeliness to manage efficiently and avoid cultural
misunderstandings.
4. Attitudes towards hierarchy: In some cultures, such as Japan and South
Korea, hierarchical structures are essential. Individuals may give more
respect to those in higher positions, which can affect management
decision-making. Managers should take note of attitudes towards
hierarchy and use them to effectively manage their teams.
5. Attitudes towards individualism and collectivism: In some cultures such as
the United States, individualism is favored, and people frequently work
independently. Whereas collectivist societies such as China and Thailand
value teamwork and collaboration. Managers need to appreciate the
cultural beliefs of individualism vs. collectivism of the workforce to build a
conducive environment for effective collaboration or independent work.
In conclusion, these cultural differences can affect businesses in many ways
such as employee motivation, team building, communication challenges,
workload, among others. It is important that managers understand the local
cultural norms to achieve effective communication and management. A lack of
attention and sensitivity to local culture can lead to misunderstandings, mistrust,
and ultimately, business failure. Hence, as a manager, one needs to know the
local culture and take conscious steps to adapt to best suit the local scenarios.
2) 1. Communication: Communication styles, language barriers, and the use of
nonverbal cues differ across cultures. Managers should adapt their
communication style to ensure that they are understood by their employees and
colleagues.
1. Leadership style: Leadership style is influenced by cultural values and
norms. Managers should understand the cultural beliefs and values of their
employees and adjust their leadership style accordingly.
2. Decision-making: Decision-making processes differ across cultures.
Some cultures value group consensus, while others value individual
decision-making. Managers should be aware of these differences and
adapt their decision-making style accordingly.
3. Time management: Time is viewed differently across cultures. Some
cultures value punctuality and efficient use of time, while others value
socializing and relationship-building. Managers should be aware of these
differences and adjust their expectations accordingly.
4. Work ethics: Work ethics and practices differ across cultures. Some
cultures value hard work and productivity, while others value work-life
balance and leisure time. Managers should understand the cultural values
and expectations regarding work and adjust their management practices
accordingly.
3) Leading. In relationship-oriented societies that rank high on
collectivism, such as those in Asia, the Arab world, and Latin America, leaders
typically take a warm, personalized approach with employees. One of the
greatest difficulties U.S. leaders encounter in doing business in China, for
example, is failing to recognize that to the Chinese, any relationship is a
personal relationship.67 Managers are expected to have periodic social visits
with workers, inquiring about their morale and health. Sometimes the socializing
can be excessive, as shown in the Benchmarking feature. Leaders should be
especially careful about how and in what context they criticize others. To
Asians, Africans, Arabs, and Latin Americans, the loss of self-respect brings
dishonor to themselves and their families. The principle of saving face is highly
important in some cultures.
Decision Making. In the United States, on the one hand, mid-level managers
may discuss a problem and give the boss a recommendation. On the other hand,
managers in Iran, which reflects South Asian cultural values, expect the boss to
make a decision and issue specific instructions.68 In Mexico, employees often
don’t understand participatory decision making. Mexico ranks extremely high on
power distance, and many workers expect managers to exercise their power in
making decisions and issuing orders. American managers working in
Mexico have been advised to explain a decision rarely lest workers perceive
this as a sign of weakness.69
In contrast, managers in many Arab and African nations are expected to use
consultative decision making in the extreme.
Motivating. Motivation must fit the incentives within the culture. One study, for
ex- ample, confirmed that intrinsic factors such as challenge, recognition, and
the work itself are less effective in countries that value high power distance.
Possibly workers in these cultures perceive manager recognition and support as
manipulative and, therefore, demotivating.70 In places such as the United States
and the United Kingdom, by contrast, intrinsic factors can be highly motivating.
In Japan, which values collectivism, employees are motivated to satisfy the
company. A financial bonus for star performance would be humiliating to
employees from Japan, China, or Ecuador.
An American executive in Japan offered a holiday trip to the top salesperson,
but the employees weren’t interested. After he realized that the Japanese are
motivated in groups, he changed the reward to a trip for everyone if together
they would achieve the sales target. They did. Managers in Latin America,
Africa, and the Middle East improve employees’ motivation by showing respect
for them as individuals with needs and interests outside of work.71
Controlling. When things go wrong, managers in foreign countries often are
unable to get rid of employees who do not work out. Consider the following
research finding: When asked what to do about an employee whose work had
been subpar for a year after
15 years of exemplary performance, 75 percent of Americans and Canadians
said “fire her”; only 20 percent of Singaporeans and Koreans chose that
solution.72 In Europe, Mexico, and Indonesia, as well, to hire and fire based on
performance seems unnaturally brutal. In addition, workers in some countries
are protected by strong labor laws and union rules.
In foreign cultures, managers also should not control the wrong things. A Sears
man- ager in Hong Kong insisted that employees come to work on time instead
of 15 minutes late. The employees did exactly as they were told, but they also
left on time instead of working into the evening as they had previously. As a
result, a lot of work was left unfinished. The manager eventually told the
employees to go back to their old ways. His attempt at control had a negative
effect. (Текст из сайта)
14)What kind of availability heuristics do you know/notice in environmental
adaptations?
1)Availability heuristic is a mental shortcut that individuals use to make
judgments based on information that is readily available in their memory.
Environmental adaptations refer to the various measures that individuals or
communities can take to mitigate or adapt to the effects of climate change.
Availability heuristics can play a significant role in shaping the choices and
decisions that people make in regards to environmental adaptations. This essay
discusses the different types of availability heuristics that can occur in
environmental adaptations using real-life examples.
The first type of availability heuristic is recency bias. This occurs when
individuals rely on recent information to make decisions. In environmental
adaptations, individuals may be influenced by recent natural disasters or
extreme weather events when making decisions. For example, after Hurricane
Katrina hit New Orleans in 2005, the United States Congress approved funding
for the construction of a new levee system to protect the city from future
storms. This decision was based on the recency of the hurricane and the
devastating effects it had on the city, prompting the US government to act to
prevent future disasters.
The second type of availability heuristic is anchoring bias. This occurs when
individuals rely on the first piece of information they receive and use it as a
reference point. In environmental adaptations, the initial information may
determine the decision that individuals make. For example, if the initial
information given to a community is that planting trees will help to combat the
effects of climate change, the community may anchor their decision-making
based on this information, and focus on planting trees without considering other
measures that could be just as effective.
The third type of availability heuristic is confirmation bias. This occurs when
individuals seek out and interpret information that confirms their existing beliefs
and attitudes. In environmental adaptations, individuals may already hold a
certain belief or preference towards a particular adaptation measure. This can
lead them to seek out information that supports their existing beliefs, without
considering alternative solutions. For example, individuals who believe that
renewable energy is the best solution for climate change may seek out
information that supports this belief, and overlook the potential benefits of other
measures such as carbon pricing or energy efficiency.
The fourth type of availability heuristic is availability cascade. This occurs when
an idea or belief becomes widespread through repeated exposure in the media
or social circles, and eventually becomes accepted as true. In environmental
adaptations, a particular adaptation measure may be promoted through media
coverage or by social influencers, leading to a widespread acceptance without
critical evaluation. For example, recycling has been widely promoted as a
measure to reduce waste and mitigate the effects of climate change. However,
recycling may not always be the most effective solution and may divert attention
from other solutions such as reducing consumption or reusing products.
In conclusion, availability heuristics can have a significant impact on the
environmental adaptations that individuals or communities make. Recency bias,
anchoring bias, confirmation bias, and availability cascade are four examples of
availability heuristics that can occur in environmental adaptations. It is important
to be aware of these biases and to critically evaluate the information and options
available to make informed decisions about environmental adaptation measures.
2) Availability heuristics refer to the cognitive biases that individuals use when
making decisions based on easy-to-source information that is readily available
in their memory. These biases can affect the way individuals adapt to
environmental changes and adopt measures to mitigate their impact. Azerbaijan,
as a country facing environmental changes, provides a platform for examining
the kinds of availability heuristics that can occur in environmental adaptations.
One way individuals in Azerbaijan may be influenced by availability heuristics is
through recency bias. Due to recent natural disasters and environmental issues,
individuals may be more susceptible to believing that similar events will occur in
the near future. For example, flooding has become increasingly common in
Azerbaijan, and people in areas that have flooded in the past may take
preventative measures more seriously to mitigate the risk of flooding again.
Anchoring bias is another availability heuristic that can affect environmental
adaptations in Azerbaijan. If a certain type of adaptation measure has been used
in the past, individuals may anchor their decision-making to that option without
necessarily considering other alternatives. For instance, in Azerbaijan, planting
trees is a popular adaptation measure that has been used for several years.
People may choose to continue planting trees without considering other
measures and their potential effectiveness, such as increasing the use of
renewable energy, or enforcing strict emission rules.
Confirmation bias is another type of availability heuristic that occurs when
individuals tend to seek out and interpret information that confirms their existing
beliefs and attitudes. This can lead to the rejection of alternative adaptation
measures that might be just as effective as those people believe. For example, if
an individual in Azerbaijan believes that using renewable energy is the best way
to mitigate the impact of climate change, they might overlook other effective
measures such as reducing individual consumption or practicing a circular
economy.
Availability cascade occurs when an idea or belief becomes widespread through
repeated exposure in the media or social circles and is eventually accepted as
true. This broad-scale influence can happen in Azerbaijan, where news and
media are increasingly becoming prominent sources of information. For example,
there are controversies around the use of genetically modified crops, and
availability cascades may lead individuals in Azerbaijan to oppose these crops
without necessarily knowing the scientific context that explains the benefits and
drawbacks of such crops.
In conclusion, the availability heuristics of recency bias, anchoring bias,
confirmation bias, and availability cascade can play significant roles in shaping
the adaptation measures adopted in response to environmental changes in
Azerbaijan. However, awareness of these biases can help individuals from
different backgrounds to acknowledge a range of adaptation solutions and make
well-informed decisions based on accurate, scientific information.
15)How can you describe emotions and its correlation with individualism
/collectivism?
1) Emotions are a complex set of physiological and psychological responses that
individuals experience in response to external and internal stimuli. The
relationship between emotions and individualism and collectivism can be
understood in terms of cultural and social factors that influence the way
individuals express and regulate their emotions.
Individualism is a cultural orientation where individuals prioritize their own
goals, desires, and achievements, and value independence and self-expression.
In individualistic cultures, emotions tend to be expressed more openly and
directly. People are encouraged to express how they feel, and emotional
displays are seen as a way of being true to oneself. For example, in Western
cultures like the United States, it is common for individuals to express a range
of emotions, including anger, sadness, and happiness, and to seek out personal
therapy or support when needed.
Collectivism, on the other hand, is a cultural orientation where individuals
prioritize the goals and needs of the group, such as the family or community, and
value harmony and interdependence. In collectivist cultures, emotions tend to be
suppressed, and there is a higher emphasis on conforming to group norms and
expectations. People are expected to show emotional restraint and to regulate
their feelings for the good of the group. For example, in East Asian cultures like
Japan, emotional displays are often viewed as inappropriate, and individuals may
not express their feelings openly to avoid upsetting others.
Nevertheless, it is important to note that the relationship between emotions and
individualism and collectivism is not always clear-cut, and there may be cultural
and individual differences within these broad cultural orientations. For example,
individuals who are raised in a collectivist culture may adopt a more
individualistic approach to emotional expression and vice versa.
In conclusion, emotions play a crucial role in the way individuals interact with
others and the world around them. The way emotions are expressed and
regulated is influenced by cultural and social factors, such as individualism and
collectivism. Understanding these cultural differences can help improve
communication and understanding between individuals from different cultural
backgrounds.
2) Emotions are universal responses to external and internal stimuli, yet the
ways in which emotions are expressed and regulated can vary greatly across
different cultures. Individualism and collectivism are two broad cultural
orientations that can influence the expression and regulation of emotions. In
Azerbaijan, emotions and their regulation can be understood within the context
of the country's historical and cultural background.
Individualism is a cultural orientation that emphasizes the importance of the self,
personal achievement and independence. This typically results in a more direct
expressiveness of emotions among individuals who follow an individualistic
culture. People from individualistic cultures often use "I" statements and display
their personal achievements, perspectives or feelings freely. For Azerbaijan,
which is a mixture of both individualistic and collectivistic cultures, emotions
tend to be expressed in more restrained ways compared to some other Western
countries that practice individualistic culture, as there is a cultural emphasis on
maintaining social harmony and avoiding the possibility of face loss, conflict, or
negative social evaluation.
However, in Azerbaijan, collectivism is evident in the importance placed on
family, community, and societal norms. The role of collective values plays a
significant role in defining what expressions of emotions are socially acceptable.
As there is a strong link between the family structure and the culture, the
cultural inheritance that is directly transferred within the family system
especially affects the habits and way of life of the individuals. This often leads
to emotional displays that are more controlled and subtle, avoiding any
emotional display that might cause embarrassment or shame. For instance,
people in rural areas tend to follow the traditional family structure, which
typically limits the manifestation of emotional expression in front of outsiders,
whereas people from urban areas explicitly express their emotions. Although
Azerbaijan is known as a patriarchal society, women are praised for their
maternal instincts and emotions.
In Azerbaijan, there is also a collective responsibility of individuals towards the
wider society. Thus, people generally display emotions that are aligned with the
goals of social harmony and unity within the country. This collectivistic
orientation of emotions can be observed when people come together to
celebrate events and festivals. During the Novruz festival, a widely-celebrated
cultural event which marks the beginning of spring, there are various traditions
and practices designed to bring people together in harmony. These practices
emphasize the collective and communal values, and all members of the society
are encouraged to take part in the celebrations.
In conclusion, emotions are fundamental components of individuals, culture,
social norms, and society. Cultural orientations like individualism and
collectivism, which shape both how emotions are displayed and regulated, can
differ significantly from one culture to another. Azerbaijan provides an example
of a country that has a complex cultural and historical background, giving rise to
varying levels of individualistic and collectivistic expressions of emotions.
Developing an understanding of these cultural differences can promote better
communication and harmonious relationships between people from different
cultures.
16) Think of a specific situation in the near future in which you can use any type
of virtual business on the base of trust to help you get what you want. Briefly
describe the situation and explain how will you use the tactic- what will say and
do and so on.
1)One specific situation in the near future that I can use a virtual business based
on trust is when I need to purchase a high-end product from a seller overseas.
Given the current circumstances due to the COVID-19 pandemic, travel
restrictions, and social distancing measures, I will have to purchase it through a
virtual business. The product is quite expensive, so I need to ensure that I can
trust the seller before the transaction.
To make sure that I can trust the seller, I will first research their company and
their reputation online. I will check for any reviews, ratings, and feedback from
past customers to ensure that they are trustworthy. Once I have confirmed that
they have a good reputation, I will initiate contact through their website.
By emailing the seller, I will clearly communicate my desires to purchase the
product and ask any relevant questions about the product, payment, shipping,
and delivery. Due to the expensive nature of the purchase, I will also suggest
the use of an escrow service that will hold the payment until the product is
received and verified. This will ensure that both parties are protected and can
trust that the transaction is legitimate.
Azerbaijani companies, for instance, PASHA Bank, employs virtual services for
preserving trust with their customers while ensuring customer satisfaction
during the pandemic. As an alternative to face-to-face interactions, PASHA
Bank provides online consultation, free account openings, online banking
operations, and cards delivery that are sure to maintain their clients’ trust in the
company.
In conclusion, in the near future, a virtual business based on trust would be
essential when purchasing high-end products or services from overseas and
other countries. Employing good research, polite and clear communication, and
the use of escrow services will help establish trust between the parties
involved, ensuring a successful business transaction. The recommendations are
suitable and applicable not only in Azerbaijan business setting but all over the
world to achieve smooth and secure business transactions.
2) Firstly, I would research the conference organizer or any other virtual
business I may need to use and gather any relevant information such as reviews,
ratings, and feedback from past customers. Once I have established their
reputation, I would initiate contact with them through their website by clearly
stating my goals and expectations.
As travel restrictions are still in place, I will need to rely on virtual services
such as video conferencing to attend the conference or meeting virtually. I will
make sure to inquire about the necessary software and equipment to use the
virtual services, and if there are any additional fees, so there are no unexpected
surprises.
Moreover, I will also need someone trustworthy to receive any documents or
paperwork on my behalf, which I can do through virtual business services such
as mail forwarding services. I would seek a virtual business that provides this
service, and I would ensure their reputation is reliable before entrusting them
with my documents.
Azercell Telecom, a leading mobile operator in Azerbaijan, launched an inclusive
information campaign "StayHomeWithAzercell" during the COVID-19 crisis. The
campaign includes text messaging services, online top-up options, and custom-
made online content to stay connected to their customers during the pandemic.
Such services provided by Azercell Telecom are reliable and based on trust,
proving to be beneficial to their customers.
In conclusion, virtual businesses based on trust are crucial not only for personal
purchases but also for business services. In my hypothetical situation, virtual
businesses such as video conferencing, mail forwarding, and other relevant
virtual businesses would be essential in planning a business trip to Azerbaijan,
ensuring I can get what I want through careful research and communication. The
services from Azercell Telecom are proof that telecommunication industries
have adapted to the new normal and can be trusted to cater to their customer’s
needs.
17) How might cultural value as uncertainty avoidance impact on decision
making?
Uncertainty avoidance, a cultural value, refers to the extent to which people feel
threatened by ambiguity, uncertainty, and risk. It is a cultural dimension that can
significantly impact decision-making processes, especially in how managers
approach risk and uncertainty. In Azerbaijan, a high uncertainty avoidance
culture, decision-making is often cautious, based on stability and security, and
can impact the way managers approach risk and uncertainty.
In Azerbaijan, political uncertainty is a common issue requiring a cautious
approach to decision-making processes. Societal norms and beliefs based on
tradition, conservatism, and preservation of institutions create uncertainty
avoidance. This attitude reflects in the way Azerbaijani businesses operate. For
instance, Azerbaijan's central bank, following a high uncertainty avoidance
culture policy, has a cautious lending policy, aimed at ensuring stability in the
banking sector by reducing risk exposure for banks and other businesses. The
Central Bank's lending policy is an outcome of risk-averse behavior amidst high
uncertainty avoidance culture.
In a culture of high uncertainty avoidance, decision-making is a slower process
that is characterized by systematic analysis and risk assessment before taking
any measure. One of the best examples is Azersun Holding, which initiated the
investment project "History of Azerbaijan’s Industry" to invest in the local
economy by reviving the country's cultural heritage. The project took time-
consuming decisions, influenced by uncertainty avoidance culture to ensure
every aspect is accounted for, including historical significance, feasibility, risks,
and opportunities.
Furthermore, a high level of uncertainty avoidance impacts communication
approaches, resulting in clear and explicit communication methods where plans
are well detailed and rely on certainty. This approach also offers a preference
for hierarchical structures, which enables risk preferences to be transmitted
from the top down. Azerbaijani businesses employ that approach, one example is
the Azerbaijan International Operating Company, which initiates a safety
awareness program for workers that feature explicit instructions, hierarchical
lines of communication and a clear system of reporting and verification to
ensure that every decision made is well informed and analyzed.
In conclusion, the high uncertainty avoidance cultural value in Azerbaijan does
impact decision-making, making it a slower and more cautious process.
Managers prioritize stability and security while taking measured risks to avoid
uncertainty. Such an approach to decision-making could help prevent rash and
risky decisions, leading to unstable business outcomes. Additionally, through
explicit communication methods, hierarchical structures, and risk assessments,
these decisions become well-informed and less risky. The cultural values that
influence decision-making in Azerbaijan reflect how the business landscape is
shaped, providing an insight into the cultural values of the country and the way
businesses operate there.
18) What do you think is your strongest component of emotional intelligence?
Your weakest? How would you go about shoring up your weaknesses?
Emotional intelligence refers to one's ability to recognize, understand, and
manage their emotions, as well as being able to recognize and understand
others' emotions. Self-awareness, self-regulation, motivation, empathy, and
social skills are the key components of emotional intelligence. In terms of my
strongest component of emotional intelligence, I believe it is empathy, while my
weakest component is self-regulation.
Empathy is the ability to understand and share the feelings of others, which I
believe is my strongest component of emotional intelligence. By employing
active listening and observation skills, I can quickly tell how someone is feeling.
For example, in Azerbaijan's culture, where hospitality and warmth are highly
esteemed, I can understand and share someone's joy or excitement through the
familiar practice of sharing tea. By offering a cup of tea, relaxing on the
caydanlik, and absorbing stories of life, such nonverbal communication helps
express and empathize with the emotions of others.
In contrast, self-regulation, which refers to managing one's emotions, is my
weakest component of emotional intelligence. I often struggle to control my
emotional responses effectively when faced with difficult or challenging
situations. In Azerbaijan, where there is often a culture of facial expressions,
such as tautness, stiffness, or laughter, self-regulation skills would be central in
unprofessionalism or an embarrassing situation.
To shore up my weaknesses, it is essential to develop strategies that help me
manage my emotions better. These strategies may include taking deep breaths,
setting boundaries, and engaging in activities that help release negative
emotions. Azerbaijani culture offers a variety of social activities that boost
emotional intelligence such as tea ceremonies, carpet weaving, and many more.
Resultantly, by engaging in more of such emotional intelligence-boosting
activities, I can manage my emotional responses in challenging situations better.
Moreover, in Azerbaijan, cultural traditions of politeness and respectability help
support the development of emotional intelligence. A good example is the
Azerbaijani government, which has been urging employers to be empathetic and
supportive of their workers during the pandemic, acknowledging that showing
emotional support is necessary and will result in more positive outcomes for the
individuals within the workforce.
In conclusion, emotional intelligence is a vital aspect of successful interpersonal
relationships. Self-awareness and self-regulation, empathy and social skills, and
self-motivation are components of emotional intelligence. Empathy is my
strongest component, while self-regulation is my weakest. Azerbaijani culture
offers relevant examples of learning from one's culture as well as practising
activities that develop emotional intelligence. To shore up my weaknesses, I
need to apply various strategies, engage in more emotional intelligence-driven
activities, and learn from Azerbaijani traditions' etiquette of politeness and
respectability.
19) How does culture influence leadership style?
Culture is a crucial factor that can significantly impact leadership styles in
organizations. Depending on cultural beliefs, values, and practices, leadership
styles can differ widely in various countries. Here are ways in which culture
influences leadership style:
1. Communication Style: Culture influences the communication style of
leaders. In high-context cultures like Japan or China, leaders are often
indirect, polite, and respectful when communicating. In contrast, low-
context cultures like the United States or Germany emphasize direct
communication with straightforward messages from their leaders. The
leadership style reflects the cultural communication norms and practices.
2. Relationships: Culture emphasizes how leaders relate with employees. In
some cultures, like Latin American, Middle Eastern, and African cultures,
relationships are highly valued, and leaders often take on a paternalistic
role, often engaging in direct and personal involvement with their
subordinates. In contrast, Western European and North American cultures
emphasize a more individualistic approach, where leaders focus on
independence and autonomy.
3. Decision-Making: In certain cultures, such as those with high power
distance (the acceptance of unequal distribution of power among people),
leaders are expected to make decisions, which subordinates will
implement without questioning. In contrast, countries with low power
distance like Sweden, the decision-making process is more egalitarian,
where leaders seek input from their subordinates and value their diverse
perspectives.
 4. Conflict Resolution: In collectivist cultures such as China or Japan,
resolving conflicts is considered essential, often emphasizing
interpersonal harmony and group cohesion. On the other hand, in
individualistic cultures like the United States or Germany, leaders tend to
focus more on individual rights, often meaning that conflicts are resolved
through the legal system.
5. Attitudes towards Change: In cultures like Japan and South Korea, where
collectivism prevails, the leaders tend to be more conservative in making
decisions and are more comfortable with the status quo. In contrast, in
Western cultures like the United States and the United Kingdom, leaders
tend to be more open to change as they experiment with new ideas and
concepts.
In conclusion, culture significantly influences leadership style in organizations.
Leaders from different cultures approach their roles in distinct ways based on
their cultural beliefs and values. It is vital for leaders, especially in a diverse
global market, to be aware of cultural differences, their impact on leadership,
and develop cultural competencies to lead successfully in diverse cultures.
20) What changes in employment relationships are likely to occur as the
population ages?
As the world's population continues to age, the structure and nature of
employment relationships are likely to change. Aging populations will inevitably
create changes in demographic workforces, retirement policies, pension plans,
and social security systems. Based on these factors, here are some changes in
employment relationships that are likely to occur.
1. Rise of the Healthcare Sector: As people age, there will be a greater
demand for healthcare services. The aging population in Azerbaijan is
high, which is indicative of Azerbaijan's need for expanding healthcare
services that support the elderly. Therefore, employers will need to invest
in healthcare technology and provide a skilled workforce to cater to the
elderly. Healthcare professionals will be in great demand, resulting in an
increase in staffing in the healthcare sector.
2. Increase in Flexible Work Arrangements: With the increase of older
workers, many of them may experience age-related health issues,
requiring flexible work arrangements. Azerbaijani companies such as
Bakcell offer office-free work options, and the availability of telework has
positively impacted older people's effective employment. This flexibility
will ensure that aging employees continue to make contributions to their
organizations by providing remote work arrangements or working with
reduced hours to accommodate their health needs.
3. Changing Retirement and Pension Policies: The retirement age will
increase slowly. As life expectancy increases, elderly employees will
work for more extended periods. There have been several policy changes
in Azerbaijan, such as pension increases for grandparents who continued
working after the lawful retirement, which is designed to encourage older
folks to keep working in their retirement years. The active section of the
 elderly workforce will impact the policies of pension plans and retirement
funds, ensuring the availability of these payouts for an extended period.
4. The Need for Cross-generational Collaboration: With demographic
changes creating cross-generational workforces, intergenerational
collaboration and communication will become more necessary. Employers
will need to ensure that the younger generation is sensitive to the needs
of their older co-workers, while also recognizing the strengths and
experience they bring to the table in implementing strategies. Azerbaijani
companies such as Azercell Telecom and the International Bank of
Azerbaijan have been facilitating intergenerational communication in the
workforce to create a sense of balance in the workplace and ensure
knowledge transfer.
In conclusion, changes in employment relationships are inevitable due to the
aging population. Employers, policymakers, and employees must adjust to these
changes. Healthcare is a significant sector that needs attention to support the
aging population's health, while flexible work arrangements, changing retirement
policies, and cross-generational collaboration must follow demographic changes.
Employers should initiate support measures such as special allowances, longer
vacations and more training opportunities to support the employees as they
endeavor to postponed their retirements. Finally, a balance of intergenerational
communication must be maintained to drive effective generations of
knowledgeable transfers, build a diverse and balanced workplace.
21) Explain how employees are motivated according to Maslow’s hierarchy of
needs.
Maslow's hierarchy of needs is a theory that explains how different needs
motivate human behavior in the workplace. The theory consists of five levels,
each of which represents a separate need that affects human behavior. These
are physiological needs, safety needs, social needs, esteem needs, and self-
actualization needs. The manager's job is to determine what people need and
make the work environment a method to meet those needs.
In Azerbaijan, employees are motivated according to Maslow's hierarchy of
needs in the following ways:
1. Physiological needs: This level includes the basic needs such as food and
shelter. Employers in Azerbaijan provide their employees with a safe
working environment, regular meals and breaks to meet their
physiological needs.
Example: An employee working in a factory must be provided with comfortable
seating arrangements and proper ventilation to meet their physiological needs.
2. Safety needs: Once physiological needs are met, the focus shifts to safety.
At this level, employees are concerned about job security, stability, and
safety. Employers in Azerbaijan ensure safety measures are in place to
minimize accidents and guarantee job security for their employees.
Example: In an organization, employers should ensure employees have proper
safety equipment and conduct regular training to avoid accidents and provide job
assurance to employees.
3. Social needs: This level encompasses social interactions, relationships,
and a sense of belonging. Employers should create team-building
activities to enhance relationships among employees, promote social
interaction, and create an environment where employees can voice their
opinions freely.
Example: In Azerbaijan, a company could organize regular team-building
activities such as sports events and office parties to improve employees' social
needs.
4. Esteem needs: This level is about gaining recognition, respect, and
achievement in the workplace. Employers in Azerbaijan can motivate their
employees by acknowledging their hard work, providing opportunities for
promotions, and encouraging them to keep improving in their work.
Example: An employee could be given recognition through awards or monetary
benefits based on their work performance.
5. Self-actualization needs: This level is about fulfilling one's potential and
pursuing personal growth. Employers can encourage their employees to
attend training programs to develop their knowledge and skills or offer
them career development opportunities to achieve their potential.
Example: Employers in Azerbaijan could provide their employees with the
opportunity to attend professional development programs, conferences, and
courses to help them realize their potential.
In conclusion, Maslow's hierarchy of needs is a theory that explains how
different needs motivate human behavior in the workplace. Azerbaijani
businesses can utilize this theory to tailor their approach on how to motivate
employees according to their needs at each level. When employees’ needs are
met, they tend to be more productive, satisfied and committed to their work.
22) Describe the differences among factors contributing to employee motivation
and how these differ from factors contributing to dissatisfaction.
1) Employee motivation and dissatisfaction are two contrasting concepts that
play a significant role in determining the level of job satisfaction and
productivity among workers. The factors that contribute to employee motivation
are different from those that cause dissatisfaction. In Azerbaijan, like many
other countries, various factors influence employee motivation and
dissatisfaction. This essay will discuss the differences among the factors
contributing to employee motivation and those contributing to dissatisfaction.
Employee motivation refers to the internal and external factors that drive
individuals in an organization to work harder and achieve their goals. These
factors can be intrinsic or extrinsic. Intrinsic motivation comes from within an
individual and includes factors such as job satisfaction, fulfillment, and passion.
Extrinsic motivation, on the other hand, is driven by external factors such as
pay, promotions, and recognition.
In Azerbaijan, recognition and appreciation of the employees' work are some of
the critical factors that contribute to employee motivation. When businesses
reward and acknowledge their employees, they tend to feel appreciated and
valued, which motivates them to work harder. For example, Azercell Telecom
has implemented an employee of the month program, which recognizes the
efforts and contribution of their employees. This program motivates employees
to work harder by giving them a sense of recognition and achievement.
Flexible working hours, job security, and opportunities for personal and
professional development are other factors that boost employee motivation in
Azerbaijan. Companies that offer flexible working hours provide their workers
with the flexibility to manage their work-life balance effectively. This makes
employees feel appreciated and respected, leading to greater job satisfaction
and motivation.
On the other hand, factors that cause dissatisfaction among employees are
different from what motivates them. The principal factors of dissatisfaction can
be intrinsic or extrinsic, as well. Intrinsic factors of dissatisfaction include poor
working conditions, lack of recognition, or unfair treatment, among others.
Extrinsic factors of dissatisfaction include low pay, poor benefits, a toxic work
culture and lack of job security.
In Azerbaijan, poor communication between employees and management is a
leading factor that causes dissatisfaction among employees. When management
fails to communicate clearly or provide employees with the necessary
information, it can lead to stress, confusion, and a lack of trust for employees.
This lack of communication and transparency can also cause misunderstandings
between employees, leading to dissatisfaction and low morale in the workplace.
Another factor that contributes to employee dissatisfaction in Azerbaijan is the
lack of job security in many companies. Job insecurity can cause stress and
anxiety among workers, affecting their productivity and motivation. For instance,
in the energy sector, employees often complain about contracts with minimal to
no job security, and this can cause significant dissatisfaction among workers.
To sum up, employee motivation and dissatisfaction are integral concepts in
every organization. Companies should be careful about what they do and offer to
their employees as these things can influence employees' motivation and
satisfaction. To motivate employees, companies can recognize and appreciate
their work, offer flexible working hours, and provide personal and professional
development opportunities. On the other hand, companies should manage factors
of dissatisfaction like poor communication, low pay, toxic work culture, and job
insecurity. It is essential for organizations to recognize what drives employees
and what makes them feel dissatisfied to create a work environment that fosters
productivity, job satisfaction, and growth.
In conclusion, the differences among factors contributing to employee motivation
and dissatisfaction are quite distinct. Acknowledging and understanding these
factors can help managers improve the work environment, provide better work-
life balance, and ultimately lead to more satisfied and motivated employees.
2) Motivation and dissatisfaction are two critical aspects that impact employees'
behavior and performance in the workplace. While both concepts appear related,
they differ in terms of the factors that cause them. Understanding the
differences between factors contributing to motivation and dissatisfaction is
crucial in understanding human behavior and how it affects the workplace
environment. This essay aims to discuss the differences among these factors
and provide examples of how they relate to the Azerbaijani context.
Employee Motivation
Motivation is the driving force that propels employees to work towards
achieving their goals and objectives. It refers to the effort, energy, and time that
an employee puts into their work. While different employees have varying
motivational factors, there are a few universal ones that are common among
them. These factors include recognition and acknowledgment, opportunities for
growth and development, job autonomy, and quality feedback. These factors
contribute to motivation by satisfying the needs of employees and fulfilling their
intrinsic goals.
In the Azerbaijani context, motivational factors vary depending on the industry,
company culture, and job role. For instance, employees working in the
hospitality industry may be motivated by tips and recognition from satisfied
customers. On the other hand, employees working in the IT industry may be
motivated by opportunities for career development and innovation. Azerbaijani
employers need to identify their employees' motivational factors to increase
productivity and job satisfaction.
Employee Dissatisfaction
Dissatisfaction is the opposite of motivation, where employees lack the drive,
energy, and effort to accomplish their work goals. Dissatisfaction may lead to
low performance, poor attendance, and low engagement. The factors
contributing to dissatisfaction are often the opposite of motivational factors and
include a lack of opportunities for growth, unfair compensation, poor
communication, micromanagement, and lack of recognition.
In Azerbaijan, dissatisfaction factors may vary across different industries and
job roles. For instance, employees in the retail industry may experience
dissatisfaction due to low salaries and inadequate working conditions. In
contrast, employees in the construction industry may experience dissatisfaction
due to job insecurity and lack of job autonomy. Employers in Azerbaijan need to
identify factors that contribute to employee dissatisfaction to avoid employee
turnover, low morale, and low productivity.
Conclusion
In conclusion, motivation and dissatisfaction are two critical aspects that impact
employees' behavior and performance in the workplace. Motivation factors
contribute to the drive, energy, and effort an employee puts into their work,
while dissatisfaction factors lead to negative emotions, low performance, and
poor attendance. Identifying these factors is essential in creating a workplace
environment that fosters employee engagement, productivity, and job
satisfaction. Employers in Azerbaijan must identify their employees' motivational
and dissatisfaction factors to create a work environment that meets their needs,
enhances their performance, and ultimately contributes to the organization's
success.
23) Describe need for achievement, power, and affiliation, and identify how
these acquired needs affect work behavior.
In the field of psychology, the need for achievement, power, and affiliation are
identified as three key acquired needs that influence an individual's behavior in
the workplace. These needs dictate an individual’s desire for certain objectives
and drive them to behave in specific ways that satisfy their motivations.
The need for achievement (nAch) refers to the desire to attain excellence and
accomplish challenging goals. Individuals with high nAch often challenge
themselves, prefer tasks with moderate risk and take calculated risks to achieve
their goals. They seek feedback on their performance and enjoy receiving
recognition for their achievements. In the workplace, employees who have a
high need for achievement are driven to improve their skills, take on challenging
tasks, and seek recognition for their hard work. These individuals are motivated
when they believe their efforts will lead to valuable and meaningful outcomes for
themselves and the organization they work for.
The need for power (nPow) is the desire to control and influence other people
and attain positions of authority. Individuals with a high need for power aim to
attain leadership positions and assert their authority within their roles. In the
workplace, individuals with high nPow often strive to attain higher-level
positions within the organization and desire opportunities to lead and direct
others. This drive for power may be directed towards positive outcomes, such
as encouraging and motivating their team members, or negative outcomes, such
as manipulating or exploiting others for their own gains.
The need for affiliation (nAff) refers to the desire to establish strong social
relationships, interact with others, and gain social approval. Individuals with high
nAff strive to build positive and meaningful connections with others and are
often motivated by positive social interactions. Employees with high nAff tend to
prioritize relationships with their colleagues, expressing their appreciation
through gestures such as sharing food or gifts, participating in social gatherings,
and openly showing empathy and concern for others.
In conclusion, the needs for achievement, power, and affiliation are acquired
needs that drive individuals to behave in specific ways in the workplace. As
such, employers should identify the strengths and weaknesses of their
employees based on their acquired needs. By offering opportunities for career
growth, leadership, and other forms of recognition, management can motivate
the workforce and encourage them to perform their best. Understanding
individual acquired needs creates a work environment that aligns with an
individual's sense of purpose, thereby increasing job satisfaction and a positive
work culture.
24) Which motivation theory have you found to be most useful in explaining why
people behave in a certain way? Why?
1)Among the many motivation theories that have been developed to explain why
people behave in certain ways, one of the most widely known and useful is
Maslow's Hierarchy of Needs. Abraham Maslow's theory posits that individuals
are driven by a hierarchical set of needs that range from basic physiological
needs to complex self-actualization needs. This essay will explain why the
Hierarchy of Needs theory is the most useful in explaining why people behave in
a certain way, and provide examples from different contexts.
Maslow's Hierarchy of Needs theory proposes that individuals are motivated by
five levels of needs that are sequentially ordered, starting from the most basic
physiological needs to the highest level of self-actualization. The five levels of
needs are physiological needs, safety needs, social needs, esteem needs, and
self-actualization needs. According to the theory, individuals must achieve
lower-level needs before moving on to higher-level ones. When basic needs are
not met, individuals may lack motivation and be easily dissatisfied, whereas
fulfilled needs may lead to increased job satisfaction and motivation.
Maslow's theory has proven useful in explaining diverse human behavior across
many contexts. For instance, students have physiological and safety needs that
if unmet, could negatively impact their academic performance. Students may not
be motivated if they feel hungry, lack sleep, or have inadequate shelter. By
addressing these basic needs, school officials can increase student motivation
by creating better conditions for learning. In the workplace, employers can use
Maslow's theory to motivate employees to achieve job satisfaction. Employers
can provide a safe working environment, offer adequate pay, professional
development opportunities, and recognition and praise for employees'
accomplishments to meet social, esteem, and self-actualization needs. When
these needs are fulfilled, employees are more productive, satisfied with their
jobs, and motivated to perform better.
In addition, Maslow's theory has been applied in social psychology and
sociology. For example, social inequality and discrimination may limit access to
basic needs such as food, shelter, and health care. The lack of these basic needs
leads to lower motivation and dissatisfying human behavior, as seen in
impoverished communities where there are higher levels of social tensions and
crime. Society can only create better conditions for human behavior by attending
to the needs of its citizens through equitable distribution of resources and
elimination of social discrimination.
In conclusion, Maslow's Hierarchy of Needs theory is the most useful in
explaining why people behave in certain ways. The theory presents a clear and
structured framework for understanding the various levels of human needs that
may lead to motivation if they are met. The theory provides a lens to understand
behavior in different contexts, including academics, the workplace, and social
psychology. Maslow's hierarchy of needs is a reliable tool in determining how to
motivate individuals to achieve their goals by understanding what drives their
performance and how to fulfill their lower needs.
2) Motivation theories are essential in understanding why people behave in a
certain way in different contexts. One of the essential motivation theories is the
Two-Factor Theory, which proposes that two main factors - hygiene factors
and motivators - affect motivation in the workplace. Hygiene factors relate to
basic job conditions such as salary, job security, and working conditions, while
motivators are related to higher work conditions such as job satisfaction,
achievement, and recognition. This essay aims to discuss why the Two-Factor
Theory is the most useful in explaining why people behave in certain ways and
provide examples.
The Two-Factor Theory is useful in explaining why people behave in certain
ways because it emphasizes the importance of both hygiene factors and
motivators in workplace motivation. Hygiene factors are the basic job conditions
that must be met to prevent dissatisfaction, such as adequate salary, job
security, and safe work environment. According to the theory, when hygiene
factors are inadequate, employees become dissatisfied and their work
performance declines.
For example, if an employee is working in a manufacturing company that does
not provide a safe working environment or basic health benefits, the employee
will likely not be motivated. This lack of motivation is due to the poor Hygiene
factor, which prevents the employee from being comfortable, healthy, and
secure on the job. Dissatisfaction in the workplace can lead to absenteeism, high
staff turnover, and resistance to change, among other undesirable outcomes.
Motivators, on the other hand, are the work conditions that stimulate motivation,
boost employee morale, and lead to job satisfaction. Examples of motivators
include opportunities for growth, recognition, responsibility, and achievement.
When motivators are provided in the workplace, employees are more likely to be
motivated and satisfied, which increases their work performance.
For instance, if a company provides professional growth opportunities such as
training, promotions, and mentorship, the employee will be motivated and work
hard towards achieving these goals. The provision of these motivators
encourages employees to aim for personal growth and development, eventually
leading to increased job satisfaction.
In conclusion, the Two-Factor Theory is the most useful in explaining why
people behave in certain ways in the workplace. The theory emphasizes the
importance of both hygiene factors and motivators in creating a motivated
workforce that results in increased job satisfaction and performance. By
focusing on both hygiene factors such as job security and safe working
environments, as well as motivators such as recognition, growth opportunities
and sense of purpose, companies can motivate employees and ensure their job
satisfaction. This ultimately leads to a peaceful working environment, high
productivity, and a positive work culture.
3) The Acquired-Needs Theory is a motivation theory that seeks to explain why
people behave the way they do by arguing that individuals have specific needs
developed through their experiences, environment, and other factors in their
lives. These acquired needs influence an individual's behavior and shape their
attitudes and actions in the workplace. The Acquired-Needs Theory is the most
useful in explaining why people behave in a certain way because it recognizes
the complex and diverse nature of human motivation and how it is influenced by
personal experiences, self-guided learning, and individual preferences.
The Acquired-Needs Theory distinguishes three primary acquired needs that
drive individuals in the workplace - the need for achievement, power, and
affiliation. The need for achievement refers to the desire to perform better and
achieve set goals, the need for power is the need to direct and control others,
and the need for affiliation relates to the need to have social interaction and
build relationships with others on the job. Each of these acquired needs has a
unique impact on employees' motivation and behavior in the workplace.
The need for achievement, for example, is a powerful drive that motivates
individuals to perform optimally, strive for excellence, take calculated risks, and
challenge themselves. This need is usually developed through a combination of
personal experiences, self-guided learning, and a drive for personal growth. In
the workplace, such individuals may take on challenging tasks, seek feedback,
and welcome success metrics and other performance evaluation systems. For
instance, a marketing executive may be driven by the need for achievement to
perform beyond their quotas, set higher objectives, and solve more complex
problems in their role.
The need for power, on the other hand, refers to the individual's desire to
control and have influence over others, as well as to direct them to achieve
specific outcomes. Individuals who are motivated by this need seek leadership
roles at work where they can manage and guide others. These individuals may
also be motivated by team contests or promotions and recognition. For example,
a team leader may seek to inspire their team to meet targets and objectives, and
desire the recognition and rewards that come with a successful outcome.
The need for affiliation refers to the individual's need to be socially connected
to others and to build positive interpersonal relationships. This need has a direct
impact on the individual's behavior, with such individuals often seeking to join
teams and workgroups, enjoying social events, and engaging in social
conversation at work. For example, an individual may seek a job with high levels
of social engagement such as public relations or human resources management,
where building positive relationships is a core requirement.
In conclusion, the Acquired-Needs Theory provides rich insight into why
individuals behave in certain ways. The recognition of individual needs gives us
a comprehensive understanding of the diverse nature of human motivation and
how it can influence our attitudes and actions in the workplace. By
understanding the needs for achievement, power, and affiliation, managers can
create more targeted employee engagement strategies that better resonate with
individual needs, thereby generating better motivation and job satisfaction.
4) The Equity Theory is a motivation theory that posits that individuals are
motivated by their perception of fairness in the workplace. The theory suggests
that in the workplace, individuals compare the ratio of their input (such as effort,
time, and skills) to their outcomes (such as pay, recognition, and opportunities)
with their colleagues' ratios. If the individual perceives an equitable balance
between their input and outcome ratio compared to their colleagues, they
become more motivated. However, if the individual perceives an inequitable
balance between their input and outcome ratio compared to their colleagues,
they become less motivated and display negative behavior. This essay aims to
discuss why the Equity Theory is the most useful in explaining why people
behave in a certain way and provide examples.
The Equity Theory is useful in explaining why people behave in a certain way
because it emphasizes the subjective perceptions of fairness in the workplace.
For example, if an employee perceives that they are working harder than their
colleagues and receiving less pay or recognition, they may feel undervalued,
dissatisfied, and less motivated. This perceived inequity can trigger negative
emotions, such as resentment and anger, and lead to negative behavior, such as
reduced productivity, absenteeism, and higher staff turnover.
On the other hand, if employees perceive that their input and outcomes match
their colleagues, they are more likely to feel motivated and exhibit positive
behavior. For instance, employees who perceive that they are fairly
compensated and recognized for their work will be more satisfied with their job
and motivated to perform well. Similarly, when employees perceive that they
have equal access to growth opportunities and resources, they become more
motivated to acquire new skills, increase productivity, and positively impact the
company.
In this theory, the adjustment of one's input-output ratio is done in three ways:
by direct alteration of inputs or outputs, gaining support from others, or
distorting perceptions to rethink the balance. For example, to adjust the balance,
individuals may seek a pay rise, work fewer hours, or even decrease their
commitment to work, leading to reduced productivity.
In conclusion, the Equity Theory is useful in explaining the reasons behind
certain human behavior in the workplace. Emphasizing perceptions of fairness at
every level of the organization improves motivation, job satisfaction, and overall
organizational productivity. By creating a fair environment where employees
receive just compensation and recognition, growth opportunities, and access to
resources, employees are likely to become more motivated and use their
resources to impact the organization positively. Successful businesses need to
consider equity theory when designing pay structures and should measure
employees' perceptions of fairness to reduce negativity and boost positivity in
the workplace.
5) The Expectancy Theory is a motivational theory that explains how individuals
interpret their environment and how it influences their behavior. The theory
suggests that individuals are motivated when they believe that their efforts will
lead to high levels of performance, linked directly to meaningful rewards, and
have the necessary skills and abilities to meet their goals. In sum, the theory
suggests that individuals' motivation is influenced by their beliefs in the
connections between their effort, performance, and rewards.
The Expectancy Theory is the most useful in explaining why people behave in a
certain way because it emphasizes the importance of perceived control over the
outcome of their effort and reinforces the role of individuality in motivation. In
short, the theory posits that motivation only arises when an individual believes
they can control outcomes. For example, when an individual is confident that
they can achieve a particular goal, they work hard to meet the set objective.
This theory is grounded in three main components: expectancy, instrumentality,
and valence.
Expectancy relates to the individual's belief that their efforts will lead to high
levels of performance. This component is related to the individual's belief in
their ability to perform the task or achieve the goal. For example, an employee
believes their proactive attitude towards handling customers will lead to positive
feedback from customers, ultimately resulting in appreciation from their
employers.
Instrumentality refers to the individual's belief in the link between their
performance and rewards. This component emphasizes the relationship between
performance and reward and whether the individual believes that there will be a
direct causal relationship. For example, an individual believes that achieving
their set sales quotas will be rewarded with a bonus or salary increase.
Finally, valence refers to the value that the individual assigns to the rewards.
This component emphasizes the individual's beliefs about the worth of the
rewards and how they satisfy the individual's individual needs. For instance,
employees may prefer flexible work hours over a pay rise, as this reward
provides work-life balance - a critical need that many consider important.
In conclusion, the Expectancy Theory is the most useful in explaining why
people behave in a certain way, particularly in the workplace. The theory
suggests that individuals are most motivated when they know that their efforts,
abilities, and opportunities are recognized, and when they see the link between
their performance and rewards. By fostering a work environment that
emphasizes the importance of fair rewards for hard work, that recognizes the
connection between effort, performance, and rewards as a key factor in
behavior shaping, the Expectancy Theory would go a long way to improving
employee motivation and satisfaction in the workplace.
25) What is the connection between a company’s reward system and the level of
ethical behaviors?
The relationship between a company's reward system and ethical behavior is
significant as appropriate rewards and incentive schemes can drive ethical
conduct while reducing unethical tendencies. An effective reward system
augments ethical behavior by fostering a culture of accountability and
communicating expectations clearly. By rewarding ethical conduct, employees
are encouraged to embrace organizational culture, maintain ethical values,
ensure compliance with legal standards, and promote the company's reputation.
This essay will discuss the connection between rewards system and ethical
behaviors using real-life examples from Azerbaijan.
An excellent example of a company's reward system driving ethical behavior in
Azerbaijan is SOCAR, Azerbaijani Oil Company. SOCAR is Azerbaijan's major oil
exploration and production corporation. The company has implemented a code of
conduct that focuses not just on adherence to ethical standards in employment
and societal obligations, but also on risk management, environmental
conservation, and social responsibility.
SOCAR rewards its employees for recognizing unethical behavior in the
workplace or among stakeholders and reporting it. The company uses their
“Ethical Line” and “Ethical Keeper” programs for the same purpose. The reward
program is founded on the belief that reporting unethical conduct is not rocket
science and should be treated as a lesson rather than a punishment. Any
employee who detects and reports unethical behaviour is recognized and
rewarded with certificates of appreciation, personalized letters, and possible
bonuses.
Another instance of a reward system driving ethical behavior is Azercell,
Azerbaijan's biggest mobile phone operator. Azercell's ethics and compliance
department's primary responsibility is to maintain staff conduct and ethical
principles in compliance with Azerbaijan's legal system. The department uses
training materials and guidelines to ensure that employees conduct themselves
in an ethical manner, among other initiatives. Azercell created the “Speak up”
program to encourage employees to address and report non-compliance and
unethical behavioUr. The program offers incentives such as financial rewards,
opportunities for professional development, paid vacation, and even scholarships
to children for exemplary ethical conduct.
In conclusion, the reward system is crucial in shaping desired behaviors in the
workplace. The examples of SOCAR and Azercell highlight reward systems'
importance in promoting ethical behavior. Ethics rules and regulations should be
integrated into a company's DNA, regardless of size or scope, to create fairness,
a sense of responsibility, accountability force, and transparency in the
workplace. By aligning rewards with appropriate ethical behaviors, employers
can create a work culture where ethical behavior is encouraged, supported, and
maintained.
26) Which of the motivation theories do you think would be more applicable to
many different cultures?
One of the most popular motivation theories worldwide is Maslow's Hierarchy of
Needs theory, which suggests that human needs are arranged in a hierarchical
sequence, with each level building on the previous level, leading to self-
actualization. The five levels of needs proposed by the Hierarchy of Needs
theory include physiological, safety, social, esteem, and self-actualization needs.
This essay aims to discuss Maslow's Hierarchy of Needs theory's applicability
across different cultures and provide examples by distinguishing Azerbaijan,
South Korea, and the USA.
Maslow's Hierarchy of Needs theory is highly applicable to different cultures
worldwide because it is based on fundamental human needs, which are universal
and essential to all human beings. For example, individuals from different
cultural backgrounds all have physiological needs such as food, water, and
shelter, implying that the first level of Maslow's hierarchy of needs applies to
every culture.
However, cultural differences can affect the order in which different levels of
needs become relevant. For instance, in Azerbaijan, which is a collectivist
society, the need for belongingness and social interaction is highly valued. As a
result, individuals in Azerbaijan are motivated to seek social approval, avoid
isolation, and be accepted by their social group. In contrast, in the United States,
which is an individualistic society, the need for self-esteem is a top-ranking
need. Therefore, people in America are motivated to seek recognition, respect,
and positive self-image.
Similarly, South Korea is a country that prioritizes work ethic and achievement,
which are closely linked to the esteem needs in Maslow's Hierarchy of Needs
theory. Therefore, South Koreans are motivated to work hard, seek personal
recognition, and maintain a positive self-image. This mindset is a reflection of
South Korea's culture, which emphasizes competition, academic excellence, and
success in one's career.
Furthermore, cultural values can affect how individuals respond to different
types of rewards or incentives. For instance, individuals from collectivist
societies are often motivated by group-based rewards such as opportunities for
social interaction, promotions, or recognition from peers. In contrast, individuals
from individualistic societies tend to prefer rewards that reflect personal
achievement, such as financial incentives, are regarded as more individualistic
motivators.
In conclusion, Maslow's Hierarchy of Needs theory is applicable to many
different cultures worldwide, but the cultural values and priorities affect the
importance and order in which different levels of needs become necessary.
Azerbaijan, South Korea, and the USA are three examples that illustrate how
cultural values can affect the importance of different needs and motivators. By
taking culture into account, managers can create more targeted and effective
motivation strategies that recognize the significance of cultural diversity, foster
inclusivity and engagement, and capitalize on the strengths of individual cultures
to maximize the overall performance of the organization.
27) Does a job with a high motivating potential motivate all employees? Under
which conditions is the model less successful in motivating employees?
The Job Characteristics Model (JCM) identifies five core job characteristics that
lead to high levels of intrinsic motivation, including skill variety, task identity,
task significance, autonomy, and feedback. A job with a high motivating potential
is a job that incorporates these five characteristics making work more
meaningful and fulfilling. However, not all employees will necessarily find high
motivation potential jobs motivating. That is not to say that the JCM is deficient
in explaining human motivation, but individual differences and contextual factors
can affect its success rate.
Under some conditions, the model may be less successful in motivating
employees. One such condition is when the employee lacks necessary skills to
carry out the job. When a job requires a high level of skill, motivation and job
satisfaction could be ultimately hindered if the individual doing the job does not
have the skill level required to perform the task, even if it has all five
characteristics mentioned by JCM.
Another condition where the model may be less successful is when there is a
lack of rewards or insufficient reinforcement for high performance. Without
adequate rewards, employees may view the job as lacking in motivation, despite
meeting all five characteristics of JCM, which can lead to dissatisfaction and
potential loss of motivation.
Additionally, cultural differences can affect employee motivation levels, with
some cultural backgrounds valuing autonomy more than others. In countries like
Azerbaijan, where individuals tend to value group-oriented over individualistic
work styles, achieving personal autonomy can prove less motivating than
promoting group-oriented goals.
For example, a job relevant to the condition of high skill level which meets all
the five core job characteristics expected to motivate employees can be seen in
medicine. A junior physician that lacks the core skill set required cannot find the
high motivating potential job as motivating, even though the task includes all
intrinsic motivating factors that the JCM theorizes.
In conclusion, while a high motivating potential job can be enough to motivate
employees, individual differences and contextual factors must be considered to
ensure maximum employee motivation and job satisfaction. Factors such as
skills, rewards, and cultural influences can affect an employee's perspective on
the motivational potential of a job. Employers, managers and decision-makers
who take these differences into account can create more individualized and
effective motivational strategies to enhance job satisfaction and productivity in
the workplace.
28) Which stereotypes can be main biases in the rational model of decision
making?
Stereotyping refers to the tendency of individuals to overgeneralize and apply
preconceived notions about a group or individual based on limited information or
past experiences. In decision-making, stereotyping can lead to biased and
irrational judgments, hindering the rational model of decision-making. This
essay aims to discuss the stereotypes that can be the main biases in the rational
model of decision-making and provide real-life examples from Azerbaijan.
One of the most common stereotypes in decision-making is the confirmation
bias. The confirmation bias is the tendency to seek information that supports
preexisting assumptions or beliefs. In this case, individuals may overlook facts
or evidence that contradict their assumptions. For example, a hiring manager
may favor a candidate based on their credentials, qualifications, or past
performance and overlook warning signs of potential problems or weaknesses
when making a hiring decision.
Another common stereotype that affects decision-making is the availability bias,
which refers to the tendency to assign greater weight to information that is
more recent or memorable. For instance, an employer may be more likely to hire
a candidate who has come to mind more often when considering all applicants,
instead of evaluating all candidates based on merit impartially. Thus, in
Azerbaijan, gender is a significant social factor that the availability bias affects,
particularly towards women - women are often presumed less capable, skilled,
or experienced compared to male colleagues, even when there is no evidence to
support this belief.
In decision-making, stereotyping can also take the form of the halo or horn
effect. The halo effect refers to the tendency to assign excessively positive
attributes to an individual based on one's overall perception of that person. In
contrast, the horn effect refers to the tendency to assign negative attributes to
an individual based on one's overall perception of that person. For example, a
manager may base his opinion of an employee's capabilities entirely on his work
on one assignment. The employee may then be judged positively or negatively
based on this isolated incident, despite the manager's limited perception of the
employee's overall performance.
Furthermore, age is an element of stereotyping that can negatively impact
decision-making in Azerbaijan. Senior employees have more work experience
and are more emotionally stable and can handle stress better than junior ones.
However, according to typical stereotypes, younger people can adapt better to
the constantly changing work environment. So, when evaluating employees who
are 50 years or older, managers tend to underrate them based on this
stereotype.
In conclusion, stereotyping is a potent force that affects the rational model of
decision-making. Stereotypes such as the confirmation bias, availability bias,
halo and horn effect, and age are all part of the biases affecting decision-making
processes. In Azerbaijan, these stereotypes can negatively impact workplace
decisions, particularly in hiring, performance evaluation, and career
advancement. Therefore, individuals must recognize the biases that underlie
their decision-making processes and strive to evaluate individuals impartially
and objectively by considering a wide range of factors.
29) Given that women participate in the labor force in roughly the same
proportion as men, why do you think women occupy so few seats on boards of
directors? Do you agree with the quotas established in many countries? Why or
why not?
Women's under-representation in boards of directors is a persistent issue
globally, with women occupying only a small fraction of board positions in most
countries worldwide. Several factors contribute to this under-representation,
including gender stereotypes, societal pressures, and organizational culture, to
mention a few.
Gender stereotypes play a prominent role in limiting women's representation on
boards of directors. Implicit bias and stereotypical beliefs about women's
suitability for top leadership roles limit their opportunities for advancement. The
notion that women are more emotional, less competitive, and less assertive than
men is still prevalent in various cultures, contributing to gender inequality and
holding women back from leadership positions.
Societal pressures also affect women's representation in boards of directors.
The burden of family responsibilities often falls disproportionately on women,
making it more difficult for women to commit to the demands of board-level
positions. In Azerbaijan, for example, societal and cultural norms dictate that
women should prioritize marriage, family, and domestic responsibility than high-
profile careers. This attitude towards women's career often limits their
advancement in board positions despite their potential and qualifications.
Organizational culture, including networks and ties, is another factor that limits
women's representation in boards of directors. The old boys' club mentality,
where male leaders catalyze their network affiliations to help other men advance
in their careers, often excludes qualified women from opportunity, despite them
being equal or more qualified for the roles.
One solution to address women's under-representation in boards of directors is
the introduction of quotas, particularly in Europe and other parts of the world.
While quotas have proven effective in increasing female representation in
boards, it remains a controversial topic. Those in favor of quotas argue that
organizations will not change without requirements to do so, while those against
argue that quotas over-emphasize gender and could lead to tokenism.
In Azerbaijan, the government has taken initiatives to increase female
representation on boards of directors, including introducing quotas, aiming to
increase women's representation to at least 40 percent. Efforts such as the
Women's Participation Program and Women in Leadership board program have
shown tremendous success in increasing women's representation on boards of
directors.
In conclusion, women's underrepresentation in boards of directors is a complex
issue, rooted in gender stereotypes, societal pressures, and organizational
culture. While quotas are one solution to increasing female representation, it is
vital to address the underlying factors that perpetuate gender inequality in
leadership positions. Initiatives aimed at breaking down these barriers, including
education, training, and promotion of gender equality, will play a significant role
in achieving gender parity on boards of directors, ensure better decision-making
outcomes and adequately represent women's voices.
30) It might seem obvious that people will be motivated by bonuses, but many
scholars question this premise. Alfie Kohn has long suggested that workers are
“punished by rewards” and urges that organizations avoid tying rewards to
performance because of the negative consequences that can result. As an
alternative to rewards, some experts recommend that managers foster a
positive, upbeat work environment in hopes that enthusiasm will translate into
motivation. Although rewards can be motivating, they can reduce employees’
intrinsic interest in the tasks.
The idea that bonuses and rewards can serve as motivators is common in many
organizations. However, the effectiveness of rewards as a motivator has been
called into question by scholars such as Alfie Kohn, who argues against
connecting rewards to performance. Kohn maintains that rewards can punish
workers by undermining their intrinsic motivation, creativity, and job
satisfaction. Rewards can also create unnecessary competition among workers.
The notion that rewards can have adverse effects on intrinsic motivation is
supported by Self-Determination Theory, which suggests that intrinsic
motivation arises from one's inherent drive to master a task, develop, and
participate in meaningful activities. Rewards, in this sense, can be seen as a
form of extrinsic motivation, which may override intrinsic motivation,
undermining an individual's sense of autonomy and control over their work.
Instead of relying solely on rewards, experts suggest that managers foster a
positive and supportive work environment to motivate employees. A positive
work environment that recognizes and celebrates accomplishments, provides
meaningful work, and encourages employee participation is more likely to
motivate employees. In this sense, motivation arises from the work itself and an
individual's sense of impact, purpose, and connection to the organizational
mission.
Despite the debate, rewards can still serve as effective motivators when
implemented correctly. For instance, rewards that recognize an employee's
efforts, contributions, or accomplishments can be a powerful way to motivate
and boost morale. They can be particularly useful when they are aligned with
the employees' intrinsic values and interests while also supporting the
organization's goals.
Therefore, while rewards can serve as motivators in the workplace, their
effectiveness is contingent on a properly implemented system that supports and
enhances, rather than undermining, intrinsic motivation. Employers should focus
on ways to design jobs that provide intrinsic satisfaction, creating work
environments that foster a sense of autonomy, relatedness, and competence, and
then allowing rewards and recognition to support these principles. By building a
positive and enthusiastic work environment, employers can motivate employees
and facilitate better outcomes, creating a sense of purpose and empowerment
that will make motivators such as rewards, a bonus rather than a necessity.
31) What political behaviors affect the followers to work so hard and make
personal sacrifices to achieve the group and organizational objectives?
In organizational and group contexts, political behaviors can impact followers'
motivation, prompting them to work hard and make personal sacrifices to
achieve organizational objectives. Political behaviors aim to control, influence,
or persuade others to achieve individual or collective goals, and can take
various forms, including coalition-building, manipulation, and networking. This
essay aims to discuss political behaviors that can motivate followers to achieve
organizational objectives and provide examples from Azerbaijan.
One of the most prevalent political behaviors that motivate followers to work
hard and make personal sacrifices is inspirational leadership. Inspirational
leaders use charisma, vision, and inspiration to mobilize followers and inspire a
sense of purpose and belonging towards the organizational mission. In
Azerbaijan, many companies and business leaders employ inspirational
leadership to motivate their workforce. For instance, Bakcell, a leading mobile
phone company in Azerbaijan, regularly holds motivational workshops and
training programs, led by charismatic and inspirational leaders who employ
emotional appeals to inspire employees' commitment and loyalty to the
organization.
Another political behavior that can motivate followers is ethical leadership.
Ethical leaders create a culture of integrity, honesty, and transparency, which
can motivate employees to work hard and make personal sacrifices because
they believe in the ethical vision of the organization. Ethical leaders demonstrate
high moral standards, provide opportunities for employee development, and
work to eliminate any unethical behavior within the organization. In Azerbaijan,
small and medium enterprises, such as social entrepreneurship projects, invest
in ethical leadership and display high ethical standards to encourage dedication
and commitment among their followers.
Furthermore, transformational leadership, which emphasizes the vision,
charisma, and encouragement to challenge followers intellectually and
encourage creativity, can motivate followers to work hard and make personal
sacrifices to achieve organizational objectives. Transformational leaders inspire
a sense of purpose, innovation, and excellence, creating a culture of high
performance and commitment to the organizational vision. Moreover, by creating
a sense of ownership among followers towards the organizational goals,
transformational leadership can motivate followers to go the extra mile. An
example of transformational leadership practiced in Azerbaijan is President
Ilham Aliyev's leadership style, which aims to create an innovative and
progressive Azerbaijan characterized by economic and social development and
the protection of human rights.
In conclusion, political behaviors such as inspirational, ethical, and
transformational leadership can impact followers' motivation, prompting them to
work hard and make personal sacrifices towards achieving organizational
objectives. Employers and leaders in Azerbaijan can encourage these behaviors
by investing in leadership training and development programs to enhance their
motivational and ethical leadership skills. Furthermore, organizations can create
a culture of integrity, creativity, and commitment around their goals and vision,
inspiring and motivating followers to work hard and make personal sacrifices
towards achieving organizational objectives.
32) How can you describe the role of ethics and trust in transactional
leadership?
Transactional leadership is a leadership style where leaders focus on organizing
and controlling their employees, offering rewards and punishments for their
performance rather than inspiring or motivating them. Ethics and trust are
crucial components of transactional leadership that are essential to building a
positive relationship between leaders and employees.
The role of ethics in transactional leadership encompasses the sense of morality
and values that underpin the leader's decisions and actions. Leaders must
adhere to ethical principles, such as fairness, honesty, and transparency when
dealing with their employees to ensure trust and respect between the parties.
Ethical transactional leadership involves setting clear expectations and rules
that everyone must follow, being fair in the administration of rewards and
punishments, and honestly communicating with employees.
Trust is another important component of ethical transactional leadership. Trust
refers to the confidence and certainty that an employee has in the leader's
ability and willingness to act in the best interest of the employee. Leaders must
build trust with their employees, for instance, by keeping their promises, being
transparent in their dealings, and acknowledging their employees' contributions.
Trust is essential to transactional leadership because it facilitates effective
communication and decision-making, promotes motivation and engagement in
the workforce, and minimizes conflicts.
In Azerbaijan, transactional leadership is common in many workplaces, such as
public institutions, where leaders use rewards and punishments to ensure that
employees meet specific performance targets. However, ethical and trustworthy
transactional leadership is not pervasive in all organizations. Yet, some
examples exist such as local SMEs that engage in fair and ethical practices with
their employees. Similarly, the government of Azerbaijan has made significant
efforts towards transparency, particularly in administering financial aid and
implementing reforms. The government allocates funds transparently, adheres to
ethical principles, and provides accountability measures for how the funds are
used, promoting trust and confidence in the leadership of the country.
In conclusion, the role of ethics and trust is essential to transactional leadership.
Ethical and trustworthy transactional leadership promotes highly effective
relationships between leaders and employees, facilitating efficient decision-
making, building a robust team spirit, and encouraging motivation and
engagement among the workforce. In Azerbaijan, ethical and trustworthy
transactional leadership is critical to improving the country's economy and
enhancing the work environment in both public and private institutions.
33) Discuss the ways and development techniques that makes strategic
management problems more effective.
1)Strategic management is a process that helps organizations to identify their
goals, assess their current position, and develop plans to achieve them. In
Azerbaijan, there are several ways and development techniques to make
strategic management more effective. These include:
1. Utilizing data-driven decision-making: Strategic management must be
informed by data analysis to make better decisions. Utilizing data-driven
decision-making helps to make strategic interventions that reflect the
organization's current status and changing trends. Therefore, through data
analysis, organizations can measure their performance, know their
customers better, track industry trends, and monitor competition. In
Azerbaijan, many organizations conduct data-driven analyses to develop
effective strategic plans.
2. Engaging stakeholder participation: Engaging relevant stakeholders can
help to improve the effectiveness of strategic management. This can
 include customers, employees, suppliers, government, and non-
government organizations. It is crucial to ensuring that all interests are
considered because stakeholders have different perspectives and can
offer valuable inputs, which can help to develop better strategies. For
example, the Azerbaijan government works in collaboration with civil
society organizations, academic institutions, and businesses to discuss
long-term development plans and strategies and address specific issues
of industries and economic sectors.
3. Continuous evaluation and monitoring: Organizations must continuously
evaluate their performance to ensure that their strategic plans are still
effective. Regular evaluation identifies missed opportunities, highlights
potential threats, and ensures the organization remains on track. For
instance, organizations in Azerbaijan frequently use Key Performance
Indicators (KPIs) to monitor their progress against their set objectives.
4. Innovation and creativity: Innovation and creativity can introduce non-
traditional approaches that help to solve problems more effectively.
Adopting innovative ideas can help organizations gain a competitive
advantage and achieve success in unpredictable markets. Azerbaijan
prioritizes innovation and creativity to promote economic development
through diversification of its economy. The country has established
technological parks, incubation centers and offers financing to have
businesses to encourage innovation and creativity.
5. Partnership and Collaboration: Partnering or collaborating with other
organizations can create a more extensive market support base for an
organization. Collaboration can be with similar organizations, government
agencies, or interest groups. In Azerbaijan, several organizations have
formed partnerships with government organizations, other private
companies, and non-profit organizations to support and promote social
and economic development.
In conclusion, to make strategic management more effective in Azerbaijan,
organizations should prioritize data-driven decision-making, stakeholder
participation, continuous evaluation and monitoring, innovation and creativity,
and partnerships and collaborations. Note that the success of strategies in an
organization is not guaranteed but is based on how organizations handle
uncertainty and manage the risk associated with its implementation. By adopting
these methods, organizations in Azerbaijan can develop better strategies for
achieving their goals.
2) Strategic management is an essential process that helps organizations to
achieve their goals and objectives effectively and efficiently. In Sumqayit, a
prominent industrial city in Azerbaijan, strategic management is crucial to
ensuring sustainable economic and social development. To make strategic
management more effective in Sumqayit, organizations can use various ways and
development techniques that include:
1. Stakeholder participation and engagement: Involving stakeholders such as
local government officials, business owners, residents, workers, and civil
 society organizations can generate support and commitment to strategic
objectives, providing insights from a broad range of perspectives.
Effective stakeholder engagement is key to stakeholder communication
and identifying integrated solutions to strategic issues. In Sumqayit, the
municipality regularly engages with stakeholders on issues related to the
city's economic and social development.
2. SWOT analysis: A SWOT (Strengths, Weaknesses, Opportunities, Threats)
analysis can help organizations to identify internal and external factors
that affect their ability to achieve their goals. This analysis generates a
clear understanding of the organization's current position, and future
prospects, assisting in creating more effective strategic plans, particularly
for growth in rapidly evolving marketplaces. For instance, the SWOT
analysis can help industrial organizations in Sumqayit to identify market
trends and adopt appropriate strategies to stay competitive.
3. Technology utilization: Technology plays a vital role in the effectiveness
of strategic management. Adopting appropriate technology can help
organizations with planning, implementation, and evaluation of their
strategies, making them more dynamic and flexible. For instance,
environmental and air quality monitoring, waste management tools,
transport mobility data collection, and analysis technologies can be
valuable in strategic and action planning for a healthy environment in
Sumqayit.
4. Continuous performance evaluation and monitoring: Continuous evaluation
and monitoring provide feedback for corrective action and helps to
develop effective strategies with informed decision making. Performance
targets or Key Performance Indicators (KPIs) metrics should be clearly
defined, and their achievement monitored regularly. In Sumqayit, the
municipality can use KPIs to measure the success of its economic and
social development programs.
5. Innovation and Collaboration: Innovation and Collaboration are essential
for economic and social growth, promoting creativity, and new ideas.
Organizations in Sumqayit can create networks with other companies,
universities, or research centers, to develop innovative ideas and solve
complex problems, resulting in economic growth, social well-being, and
environmental sustainability.
In conclusion, to make strategic management more effective in Sumqayit,
companies and organizations can engage in stakeholder participation, SWOT
analysis, technology utilization, continuous performance evaluation and
monitoring, innovation, and collaboration. These techniques can assist
organizations in identifying the key challenges affecting their objectives and
enable them to develop strategies to address these issues effectively. By
adopting these methods, organizations in Sumqayit can create and maintain a
sustainable expanded industry and urban environment, encouraging success in
the region.
34) Rick Federico is chairman and CEO of P.F. Chang’s, which owns and
operates a chain of Asian restaurants across the country. During the time he has
been head of the company, Federico has taken on the huge tasks of taking the
company public and launching Pei Wei, the firm’s chain of diners. In addition, he
has developed management teams and laid out clear expectations for his
employees. He has earned the respect of his managers, his workers, his
customers, and even his competitors. Rick Federico knows the restaurant
industry. He began his career as a dishwasher for a steak house and worked his
way up the management chain. So he understands everyone’s job, from busboy
to chef to manager. Federico expects results from every team, manager, and
worker. But he expects no less from himself. He believes his greatest tasks as a
leader involve remaining focused on his customers, his workers, and the food
they serve. As P.F. Chang’s grows Federico wants to be sure that the quality of
service, atmosphere, and food are always at their highest. 1. Describe some of
Rick Federico’s personal leadership traits. 2. Choose three of the leadership
managerial roles and explain how Rick Federico might use them as head of
P.F.Chang’s
1. Rick Federico's personal leadership traits include:
a) Experience and familiarity with the restaurant industry.
b) A clear understanding and vision of the company's goals and a strategic plan
to achieve them.
c) A focus on the quality of the food, atmosphere, and service as the paramount
concern.
d) A belief in everyone being accountable for their work and upholding high
standards.
e) An empathetic and collaborative style of leadership.
2. The three leadership managerial roles that Rick Federico might use as the
head of P.F. Chang's are:
a) Interpersonal role: As the head of P.F. Chang's, Federico must be a
figurehead, leader, and liaison between his company and its various
stakeholders. He can use this role to establish relationships with customers,
employees, suppliers, and competitors, all of whom are essential to the success
of his business. As a leader, Federico's empathetic and collaborative style may
help foster positive relations between his company and external stakeholders,
including the company's public image.
b) Informational role: Federico can also use his role as a monitor, disseminator,
and spokesperson to collect information about the restaurant industry and its
players, evaluate that information for its relevance to his company, and share
the information with his team members. He can use this role to stay up-to-date
with trends in the restaurant industry and adjust P.F. Chang's strategic plan
accordingly. Through this role, Federico can disseminate important information
to his team members and to customers, such as changes to menu offerings,
promotional events, or new restaurant locations.
c) Decisional role: Federation can also utilize his role as a resource allocator,
negotiator, and problem solver to make important decisions for his business. For
example, Federico can determine the allocation of funds to various company
projects, develop relationships with suppliers, and manage internal conflicts
within the company. As the CEO, Federico faces multiple challenges in making
these decisions, and must weigh the costs, benefits, and risks of each decision
he makes.
In sum, Rick Federico, the Chairman and CEO of P.F. Chang's, has demonstrated
a variety of personal leadership traits including his keen understanding of the
food industry, strategic goal-setting, a focus on quality standards and work
accountability. He can employ his interpersonal, informational, and decisional
managerial roles to enhance the company's relations with all relevant industry
stakeholders, stay up-to-date with industry trends, and make crucial decisions
to keep his company moving forward.
35) Boundary-Spanning Role and social forces in today’s management
1)Boundary-spanning refers to the interaction between individuals or groups
within an organization and external individuals or groups. In the management
context, boundary-spanning involves bridging the gap between the organization
and its external environment, whether this be other businesses, government
agencies, or individuals in the wider community. The process requires effective
communication, collaboration, and a good understanding of the social forces
shaping the environment in which the organization operates.
Today's management operates in an environment characterized by changing
social forces, such as rapid globalization, technological advancement, and
demographic shifts. These translate into powerful challenges and opportunities
for managers to span boundaries, build cooperative relationships, and integrate
diverse perspectives, in order to achieve organizational goals effectively.
One of the primary benefits of boundary-spanning is that it increases the
resiliency and adaptability of the organization. Through effective communication
and collaboration, managers can obtain relevant information from outside
stakeholders, and incorporate this into their strategic decision making. For
example, a business in the healthcare industry can identify the latest treatments
and technologies in use in other parts of the world through boundary-spanning
processes, and incorporate these into their operations in order to stay
competitive.
Boundary-spanning is not without challenges, however. Managers will encounter
resistance from certain stakeholders who feel that their interests are not
properly represented or taken into account. Stakeholders may include
community groups, consumers, or government regulators. Further, cultural
differences may impact communication, create misunderstandings, and impede
collaboration efforts. In such cases, it is crucial that the manager respects the
unique culture, values, and needs of external stakeholders so as to foster
mutually beneficial relationships.
To overcome these challenges, managers need to adopt a comprehensive
approach to boundary spanning. This involves including external stakeholders in
the organization's decision-making process, cultivating open and transparent
communication channels, and sharing benefits and risks. By building trust and
understanding with external stakeholders, managers can obtain vital knowledge
and insights that enable them to develop effective strategies that cater to
changing social forces.
In conclusion, effective boundary-spanning is key to effective management in
the contemporary business environment. By bridging the gap between the
organization and its external environment and cultivating close relationships with
external stakeholders, managers can incorporate external forces into their
strategic decision making, build resilience and adaptability into the organization,
and remain competitive and relevant. However, managers must also navigate
challenges such as cultural differences and stakeholder resistance in order to
make boundary-spanning effective. Through a comprehensive approach to
boundary spanning, organizations can embrace opportunities and overcome
challenges to drive growth and success.
2) In today's dynamic and interconnected business environment, it has become
increasingly imperative for organizations to adopt a boundary-spanning
approach to management. The boundary-spanning role refers to the ability of
managers to collaborate and coordinate with individuals and groups both inside
and outside the organization, in order to improve communication, establish
mutual trust, and foster relationships that can lead to improved performance.
This essay will discuss the importance of boundary-spanning role in modern
management and the social forces that have necessitated its adoption.
Firstly, the boundary-spanning role is essential to dealing with the challenges of
globalization. In a world where businesses are more connected than ever before,
organizations must expand their horizons beyond their traditional borders to
seek out new opportunities, partners, and markets. The ability to connect with
diverse stakeholders, regardless of geographic or cultural differences, is crucial
for organizations that want to stay competitive in a globalized economy.
Boundary-spanning managers work tirelessly to bridge these gaps, fostering
collaboration and communication among different stakeholders, and leveraging
their respective strengths to achieve common goals.
Secondly, the boundary-spanning role is critical for managing the complexity of
today's organizations. As firms expand both vertically and horizontally, they face
a growing array of challenges, from complex supply chains to interdepartmental
conflicts. The ability to collaborate and communicate effectively across different
departments, functions, and levels is fundamental to ensuring that the
organization functions efficiently and effectively. Managers with the boundary-
spanning role are tasked with facilitating this communication, identifying areas
of conflict, and working towards common solutions that serve the broader
interests of the organization.
However, it is not just organizational factors that have necessitated the adoption
of the boundary-spanning role. Social forces have also played a critical role. In
today's society, individuals and groups are more interconnected than ever
before, and the boundary between the organization and its environment has
become increasingly blurred. Organizations are under constant scrutiny by an
array of stakeholders, from consumers and NGOs to governments and media, all
of whom expect transparency, accountability, and environmental responsibility.
Boundary-spanning managers are essential to managing these relationships,
building trust, and ensuring that the organization's values and goals align with
those of its stakeholders.
Furthermore, the boundary-spanning role is also critical for managing diversity
and fostering inclusion. In today's diverse workplaces, where people from
different backgrounds, cultures, and beliefs work together, managing differences
and building a cohesive and inclusive culture is critical. Boundary-spanning
managers are responsible for building bridges across diversity, leveraging
difference as a source of strength, and fostering a culture of mutual respect and
understanding.
In conclusion, the boundary-spanning role is essential to modern management
and has become increasingly important in today's dynamic and interconnected
business environment. Boundary-spanning managers are tasked with the critical
role of fostering relationships, building trust, and collaborating with diverse
stakeholders, both inside and outside the organization. Social forces such as
globalization, complexity, stakeholder activism, and diversity have all played a
part in driving the adoption of the boundary-spanning role. With the right skills,
knowledge, and approach, boundary-spanning managers can play a critical role
in helping organizations thrive in today's challenging environment.
36) What do you think the likely impact of the growth of temporary employment
relationships will be for employee attitudes and behaviors? How would you
develop a measurement system to evaluate the impact of corporate downsizing
and temporary job assignments on employees?
The growth of temporary employment relationships is likely to have a significant
impact on employee attitudes and behaviors. This is because such arrangements
can lead to feelings of job insecurity, lack of loyalty to the employer, lower job
satisfaction, and negative effects on employee motivation and commitment.
Employees in temporary employment relationships may feel that they are not
part of the organization's long-term plans, leading to a lack of engagement,
innovation, and creativity. Additionally, temporary employment can lead to high
turnover costs and the loss of skilled employees, thereby reducing
organizational productivity and performance.
To measure the impact of corporate downsizing and temporary job assignments
on employees, a measurement system that includes both objective and
subjective measures can be used.
Objective measures could include:
1. Turnover rates: This metrics could help to assess the level of
dissatisfaction and job insecurity among employees.
2. Productivity: Measuring productivity would help to understand the impact
of temporary employment relationships on an organization's ability to
deliver results.
 3. Attendance rates: This metric would help to appreciate any impact on the
employee's job motivation, commitment, and engagement.
4. Accidents and errors: This metric would help to understand the impact of
job insecurity and loss of job satisfaction on employee behavior and
performance.
Subjective measures could include:
1. Employee satisfaction surveys: These surveys could help to capture the
attitudes and perceptions of employees regarding their job security,
engagement, and performance.
2. Focus groups: In this case, carefully selected employees could be brought
together to discuss their feelings about their job security and the impact
of temporary employment on their behavior and perception.
3. One on one interviews: These interviews could help to capture more in-
depth information about employee experiences, concerns, and
observations in regards to temporary employment.
4. Employee feedback platforms: These platforms can be used to provide
continuous feedback regarding employee's views on their job
arrangements.
By using both objective and subjective measures, organizations can assess the
impact of temporary employment relationships on employees' attitudes and
behaviors. This information can help organizations develop strategies to address
key concerns, improve employee retention, and maintain the level of
productivity within the organization. By evaluating the impact of temporary
employment relationships, organizations can make decisions that ensure that the
benefits of reduced costs and greater flexibility associated with temporary
employment arrangements do not compromise employee well-being. Such an
approach balances the business concerns of the organization's profitability and
growth with the ethical considerations of employee job security and job
satisfaction.
37) Have you ever worked where emotions were used as part of a management
style? Describe the advantages and disadvantages of this approach in your
experience.
Unfortunately, I haven't had any work experience yet, but I can share my
thoughts on it.
Using emotions in a management style can have both advantages and
disadvantages. On the one hand, incorporating emotions into management style
can help to create a more positive and productive work environment. For
example, managers who use positive emotions such as empathy, enthusiasm, and
inspiration can help to improve employee motivation and engagement. Positive
emotions can help to create a sense of belongingness, foster loyalty among
employees, and increase job satisfaction.
Additionally, managers who are skillful in using negative emotions like anger and
frustration can create a healthy pressure for employees to work harder and
improve their performance. Moreover, emotional depth and authenticity in
organizational communication can have a positive impact and lead to greater
employee engagement, open communication, and team collaboration. Emotional
communication also can help managers to manage conflicts by creating an
environment for a more creative resolution.
On the other hand, using emotions as part of a management style can also have
serious disadvantages. Emotional manipulation and long-term resentment might
be the outcomes of using negative emotions excessively or improperly. Anger
and frustration can lead to emotional burnout, leading to increased stress levels,
depression, and anxiety among employees. Managers who use emotional
manipulation to achieve specific organizational goals can lead to a lack of trust
and the emergence of resistance to their leadership. Emotional communication
sometimes can lead to a reduced level of productivity, as too much personal
sharing might damage the professional and tidy work environment. Emotional
communication can generate conflicts among employees leading to
dissatisfaction, reduced motivation, and increased disengagement.
In conclusion, using emotions as a part of a management style can have both
advantages and disadvantages. It is crucial for managers to strike the right
balance in the use of emotions to motivate and create an enabling environment
for employees to achieve organizational goals. When using emotions as part of a
management style, managers need to have an awareness of cultural differences,
individual differences, and emotional limits of their respective employees to
avoid disastrous consequences. Furthermore, in creating their effective
emotional ecosystem, managers should also strive to fight their own negative
emotional reactions, which might be seen as harmful to their employees' well-
being.
38) Over the past century, the average age of the workforce has continually
increased as medical science continues to enhance longevity and vitality. The
fastest-growing segment of the workforce is individuals over the age of 55.
Recent medical research is exploring techniques that could extend human life to
100 years or more. In addition, the combination of laws prohibiting age
discrimination and elimination of defined-benefit pension plans means that many
individuals continue to work well past the traditional age of retirement.
Unfortunately, older workers face a variety of discriminatory attitudes in the
workplace. Researchers scanned more than 100 publications on age
discrimination to determine what types of age stereotypes were most prevalent.
How can organizations cope with differences related to age discrimination in the
workplace?
As the average age of the workforce increases, so does the prevalence of age
discrimination in the workplace. Age stereotypes are often the cause of such
discrimination, which can lead to negative attitudes about workers' abilities and
limit their opportunities for advancement.
To cope with age discrimination in the workplace, organizations can take several
measures. First, organizations can implement policies and training programs that
promote diversity and inclusion, including age diversity. This entails making
active efforts to reduce age-related biases, assumptions, and prejudices that
typically viewed older workers as less technologically savvy, less flexible, or
too expensive to hire. Organizations can provide benefits such as flexible work
arrangements, which can allow older workers to work longer and maintain a
good work-life balance.
Second, organizations should retain and create opportunities for learning and
development for their older workers, including training and development in new
technologies and adapting to changes in the job environment. Managers can act
as mentors to support older workers' skill development and encourage personal
growth.
Third, organizations can create formal or informal mentoring programs that pair
seasoned workers with new hires, where the older employees can share their
knowledge, experiences, and help transfer business knowledge to younger
employees.
Finally, organizations can establish inclusive leadership that values workers
based on merit rather than age. Leaders can emphasize collaboration and
teamwork, creating a sense of shared purpose and commonalities that reinforce
social identity, which will lead to a more holistic organizational culture.
In conclusion, to help older workers thrive and contribute to an organization's
success, organizations must actively address age discrimination in the
workplace. By creating a culture of diversity and inclusion, promoting learning
and development, establishing mentoring programs, and emphasizing inclusive
leadership, organizations can create a workplace where all workers' experiences
and contributions are valued, regardless of age. This approach fosters a
positive, respectful and supportive working environment that enables both
younger and older workers to work collaboratively, learn from each other, and
move forward successfully. Employees, when they feel that they are appreciated
and valued, are likely to be motivated and perform better, leading to the overall
success of the organization.
39) What is important to be successful in using Ethical criteria and what might
be developed in encouraging people in decision making?
1)The question of whether it is ethical and socially responsible to teach people
to follow orders without questioning authority in the military or any other
organization is a complex one. On the one hand, there are situations where
following orders without question can be necessary for safety and security
reasons. On the other hand, blindly following orders can lead to unethical
behavior and actions that go against an individual's moral compass.

In terms of encouraging ethical decision making, it is important to develop

critical thinking skills that allow individuals to evaluate situations from multiple
perspectives. This includes considering the potential consequences of different
courses of action and weighing them against ethical principles such as fairness,
justice, and respect for human dignity. Encouraging open communication and
dialogue within organizations can also help ensure that decisions are made with
input from all stakeholders.
Regarding transformational vs transactional leadership, research suggests that
transformational leadership is generally more effective in promoting employee
motivation and engagement than transactional leadership. Transformational
leaders inspire followers by setting a vision for the future and empowering them
to achieve their goals through coaching, mentoring, and support. Transactional
leaders rely on rewards or punishments to motivate employees based on their
performance.

Politically skilled leaders may be more effective users of influence tactics

because they are better able to navigate complex organizational dynamics such
as power struggles between different groups or individuals. However, it is
important for leaders to use influence tactics ethically by ensuring that they
align with organizational values and do not compromise integrity or violate
ethical principles.
2) To be successful in decision making using ethical criteria, it is important to
have a clear understanding of ethical principles and values. This includes
knowing the difference between right and wrong, understanding ethical theories,
and being aware of personal and organizational biases. Additionally, it is
important to have critical thinking skills to analyze situations and make sound
ethical judgments, as well as the courage to stand up for ethical behavior, even
in difficult circumstances.
To encourage people in decision making using ethical criteria, several
approaches can be used. One approach is to provide ongoing training and
development on ethical issues and decision-making techniques. This training can
help to raise awareness and knowledge among employees, as well as provide
them with tools and resources to make ethical decisions.
Another approach is to establish an ethical culture within the organization by
implementing codes of conduct and providing training, guidance, and support for
employees to uphold ethical values. This could be in the form of rewarding
ethical behavior, following guidelines and procedures that promote ethical
considerations, and encouraging employees to report unethical behavior.
Facilitating open communication channels and dialogue around ethical issues
within the organization is also a valuable approach. Encouraging discussions on
ethical issues and allowing employees to voice concerns about potential ethical
dilemmas can help develop a shared understanding of ethical behaviors. It can
also help employees make more informed ethical decisions by referencing the
input of colleagues or experts in areas where they may not be familiar.
Finally, providing incentives to employees who demonstrate a commitment to
making ethical decisions or reporting unethical behavior can also encourage
ethical decision making. For example, an employee may receive recognition or
monetary rewards when they demonstrate exemplary ethical behavior or for
whistleblowing about unethical practices within the company.
In conclusion, to be successful in using ethical criteria for decision making, one
requires knowledge, critical thinking skills, and the courage to uphold ethical
principles. Organizations can encourage ethical behavior and promote ethical
decision making by providing training, developing an ethical culture, facilitating
open communication channels, and providing incentives for ethical behavior.
Creating a shared understanding across all levels of the organization is crucial.
By promoting ethical behaviors and decision making, individuals and
organizations can maintain their values while earning trust, demonstrating
professionalism, and thriving in the long term.
40)Is transformational leadership superior in effectiveness to transactional
leadership and which power relationships are noticed in them?
Studies have suggested that transformational leadership is generally more
effective than transactional leadership in modern organizational settings. This is
because transformational leaders inspire and motivate employees to work
towards a shared vision and mission, create an inclusive and collegial work
environment, and facilitate the development of employees' potential and growth.
On the other hand, transactional leadership is focused on rewards and
punishment, where leaders motivate their followers by promising rewards or
punishments for meeting or not meeting performance goals.
However, it is important to note that both transformational and transactional
leadership styles are valuable in different contexts, and that no leadership style
is inherently superior or inferior. Transactional leadership may be more useful
in highly structured and stable environments, while transformational leadership
may be more effective in environments that require innovation and continuous
change.
In Azerbaijan, there are examples of both transformational and transactional
leadership styles. For instance, former President Heydar Aliyev can be
considered an example of transactional leadership style. Under his leadership,
Azerbaijan saw significant modernization, investment in infrastructure and
industry, and stable economic growth. Aliyev was known for his strong
authoritarian style, relying on a realistic and practical approach that included
maintaining stability and pursuing national interests through pragmatic means.
Current President Ilham Aliyev is characterized by more of a transformational
leadership style. Under his leadership, Azerbaijan has emphasized economic
diversification and liberalization, and promoted the development of human capital
and educational infrastructure. He has encouraged the use of modern
technologies and innovation while pushing for widespread reforms across the
political system.
In conclusion, transformational leadership and transactional leadership are both
important leadership styles. There are notable examples of both styles in
Azerbaijan. Generally, transformational leadership has been proven to be more
effective in modern organizational settings, as it is focused on inspiring and
motivating employees towards a common goal. However, both leadership styles
can be valuable in different contexts, and leaders can blend aspects of both
styles to better suit their organizational or societal needs
41) What certain personality needs (according to motivational theories) are
necessary to be engaged in power tactics?
Power tactics require certain personality needs based on motivational theories,
including:
1. Achievement needs - Individuals with high achievement needs are
motivated to seek power and control in order to achieve their goals. They
are driven to succeed, and power may be seen as a means to an end in
achieving their objectives.
2. Need for affiliation - People with a high need for affiliation seek approval
and approval from others. They may use power tactics to gain acceptance,
social recognition, and attachment to others to achieve their desired
influence.
3. Need for autonomy - Individuals with a strong need for autonomy may
enjoy power tactics as it gives them a sense of control and helps them
exert their independence and free will.
4. Need for power - One of the central motivating factors of people who
seek power is the need for power itself. These individuals derive
satisfaction from being in control and exerting their authority over others.
Power-seeking behavior is viewed as intrinsically valuable.
5. Need for belongingness - The need for belongingness refers to an
individual's need to be part of a group or social network. Power tactics
can be used to establish oneself as a respected leader within a group,
which satisfies the need for belongingness.
In summary, personality needs linked to motivational theories can explain why
individuals engage in power tactics; this could be as a means of achieving their
goals or for the intrinsic satisfaction of being in control. Understanding the
underlying motivations concerns of people who employ power tactics can help
organizational leaders to channel the use of power in a positive and productive
way, helping maintain the motivation, commitment, and well-being among
employees.
42) You have been working at your job for six months, and you are approaching
the elevator. You see a powerful person who could potentially help you advance
in your career waiting for the elevator. You have never met her, but you do
know that her committee has recently completed a new five-year strategic plan
for the company and that she plays tennis and is active at the same religious
organization (church, synagogue, mosque) as you. Although you only have a
couple of minutes, you decide to try to develop a connection. Below are three
situations. For each situation, select the most appropriate influencing tactic(s) to
use. Write the tactic(s) on the lines following the situation. At this time, don’t
write out how you would behave (what you would say and do). 1. You are doing
a college internship, which is going well. You would like to become a full-time
employee in a few weeks, after you graduate. Which influencing tactic(s) would
you use? Who would you try to influence?
The most appropriate influencing tactic in this situation would be to use
ingratiation.
Ingratiation is a technique that involves attempting to be liked by the person
being influenced. In this scenario, the goal is to develop a connection with the
powerful person who could help to advance your career. By using ingratiation,
you aim to create a positive impression and build rapport with this person.
You would try to influence the powerful person who could potentially help you
advance in your career. Using ingratiation, you could try to find common
interests to establish a connection. For example, by mentioning the strategic
plan that her committee has recently completed, you could comment on how
impressed you were with the plan and how you hope to implement some of its
components in your future work. You could also mention that you noticed she is
active at the same religious organization as you and that you enjoy attending
services there as well. These comments, made in a genuine and sincere manner,
could be effective in building a connection and potentially opening doors for
future opportunities
43) Reinforcement theory is unethical because it can bring to the destructive
consequences of conflicts. Do you agree with this statement?
No, I do not agree with the statement that reinforcement theory is unethical
because it can lead to destructive consequences in conflicts. Reinforcement
theory is a widely used motivational theory that suggests that when desired
behavior is followed by reinforcement, it is likely that the behavior will increase
in frequency, thereby producing more positive outcomes. Conversely, when
undesired behavior is followed by punishment or negative reinforcement, the
likelihood of that behavior decreases.
Reinforcement theory has numerous applications in various settings, including
schools, workplaces, and organizations. For instance, in schools, reinforcing
positive behaviors such as good grades or classroom behavior can encourage
students to continue to perform well and follow the desired rules. In workplaces,
positive reinforcement can be in the form of employee recognition programs,
bonuses, or promotions, which have been shown to increase motivation and job
satisfaction.
Moreover, reinforcement theory follows ethical considerations by emphasizing
positive behavior and rewarding it. It suggests that positive reinforcement, such
as praise, bonuses, or promotions, is a more effective method than punishment
in shaping behavior because punishment focuses on negative behavior and tends
to be less effective in producing long-term change compared to positive
reinforcement.
It is important to note that reinforcement theory can become unethical when the
rewards or punishment system is not employed fairly and equitably, or when
reinforcement is used excessively. When reinforcement is focused solely on
achieving certain outcomes without considering the process of achieving those
outcomes, it can create a culture of fear and resentment, resulting in destructive
behavior and conflict.
In conclusion, reinforcement theory is a powerful motivational tool with
numerous benefits when applied fairly and equitably. It aims to increase positive
behavior and shape long-term change. Although reinforcement theory can
become unethical when applied excessively or unfairly, this does not imply the
theory is entirely unethical. As long as the reinforcement is consistent with
ethical principles, it can help in fostering positive cultures in schools,
workplaces, and other organizations, leading to increased satisfaction,
motivation, and overall performance.
44) Explain the universality of traits of effective leaders.

The universality of traits of effective leaders suggests that certain

characteristics are essential to be effective in leadership positions, regardless of
the cultural, political, or social context. These traits include but are not limited
to integrity, emotional intelligence, flexibility, resilience, and the ability to
inspire and motivate others towards a common goal.
This universality assertion of leadership traits has been supported by studies
involving both Western and non-Western cultures. However, the specific way
these traits are acquired or demonstrated may differ from one culture to another
or might be embedded differently in a different cultural context.
Azerbaijan is a country located in the Transcaucasia region, and it serves as an
excellent example of the universality of traits of effective leaders. One example
is the former President Heydar Aliyev, whose qualities such as pragmatism,
strategic thinking, and national pride were traits that were essential, and remain
so, for effective leadership in Azerbaijan. Aliyev is known for his authoritarian
style of leadership and his ability to maintain stability and security, which is a
valuable trait for leaders in a country that has gone through several conflicts,
economic uncertainty, and frequent political changes. His leadership qualities
helped to maintain the socio-political and economic stability of Azerbaijan.
Another example is the current President of Azerbaijan, Ilham Aliyev, who has
demonstrated resilience, strong communication skills, and emotional intelligence
throughout his presidency. His leadership style emphasizes collaborating with
stakeholders to achieve the vision of Azerbaijan's economic development and
progress. His emphasis on innovation, education, and human capital development
demonstrates the universality of traits of effective leaders.
In conclusion, although the most effective leadership style and the way effective
leadership traits are demonstrated may vary by culture, the universality of traits
of effective leaders such as integrity, emotional intelligence, flexibility,
resilience, and the ability to inspire and motivate others towards a common goal
cannot be denied. Azerbaijan provides numerous examples of effective
leadership that exhibits these traits, as demonstrated by the leadership qualities
of the former President Heydar Aliyev, and the current President Ilham Aliyev.
These traits are necessary for effective leadership regardless of the cultural,
social and political context.
45) How to build Identification-based trust on online businesses at today’s hard
covid period?
One way to build identification-based trust in online businesses during the
COVID-19 pandemic is to provide clear and transparent communication about
the measures being taken to ensure customers' safety and well-being. This can
include demonstrating how products are being sanitized, explaining the policies
around returns and refunds, and providing detailed information about the steps
being taken to maintain social distancing safety protocols.
For example, many online businesses in the food and grocery industry have
implemented new measures to ensure customer safety during the pandemic.
These measures include contactless delivery, temperature checks for
employees, and the mandatory use of personal protective equipment.
Another way to build identification-based trust in online businesses is by
creating a strong online presence and reputation. Reviews and endorsements
from satisfied customers can be particularly helpful in building trust and
confidence in an online business. Brands can also leverage social media and
other digital platforms to engage with customers, answer questions, and provide
frequent updates on safety procedures.
Finally, online businesses can build identification-based trust by offering
personalized and exceptional customer service. This includes going above and
beyond to address customer concerns, responding promptly to inquiries, and
making sure that customers feel heard, valued, and appreciated.
In summary, to build identification-based trust in online businesses during the
COVID-19 pandemic, brands and companies should engage in transparent
communication, implement strict safety protocols, establish a strong online
presence and reputation, and prioritize exceptional customer service.
46) Grades are a form of feedback and are often criticism. Successful managers
set and maintain high expectations for all their employees, and as Lou Holtz
said, we need to set a higher standard. While students are doing less work than
in prior years, grades continue to increase, which is called grade inflation. At
one time, most colleges had a set grade point average (GPA) to determine
honors. But today, most colleges use a ranking system of GPA, because of grade
inflation, to limit the number of students graduating with honors. Is it ethical and
socially responsible for professors to drop standards and for colleges to award
degrees with higher grades today than 5, 10, or 20 years ago?
No, it is not ethical or socially responsible for professors to drop standards and
for colleges to award degrees with higher grades than they did in the past.
Grade inflation undermines the educational system by devaluing the educational
experience and cheapening the value of degrees earned by students. It creates a
false sense of achievement and distorts the comparison among students and
among institutions.
Grade inflation results from a lack of standards and rigor by professors, which
can lead to providing positive and less constructive feedback. Inflated grades
may come with the assumption that it makes students feel better when, in fact, it
hinders their learning and growth.
Furthermore, allowing grade inflation may also have a negative impact on
society and the job market. Employers who hire graduates will see that the
inflated grades no longer reflect consistent academic performance. Such grades
would lower the value of the undergraduate degree and the value of higher
education in general.
In conclusion, grade inflation is not ethical or socially responsible, and colleges
and universities should be held accountable for upholding rigorous academic
standards. Educators should continue to provide constructive feedback with the
goal of improving students' academic performance, and grading should
accurately reflect the level of knowledge and skills demonstrated by the
students. The emphasis should not be on high grades, but on the quality of
learning outcomes.
47)Are you scored high in uncertainty avoidance and how does it affect in your
social responsibility?
Uncertainty avoidance refers to the extent to which individuals in a society feel
threatened by ambiguity, risk, or the unknown and try to avoid situations that
are uncertain or unpredictable. It is a cultural dimension that influences people's
attitudes, behaviors, and decision-making processes.
Individuals who score high in uncertainty avoidance tend to prefer formal rules,
regulations, and procedures, and are more likely to avoid taking risks or
engaging in new experiences. In terms of social responsibility, individuals who
score high in uncertainty avoidance may be more likely to support strict laws
and regulations, feel obligated to conform to social norms and practices, and
may be more risk-averse in their decisions.
In Azerbaijani culture, the influence of uncertainty avoidance on social
responsibility can be seen in various aspects of society. One example is the
emphasis on strict adherence to laws and regulations, which is a product of high
uncertainty avoidance. In Azerbaijan, there is a strong culture of following rules
and procedures, and individuals who fail to do so face social and legal
consequences.
Another example of how uncertainty avoidance affects social responsibility in
Azerbaijani culture is the emphasis on traditions and social norms. Azerbaijani
culture values traditions, and individuals are expected to conform to them, which
can result in a lack of tolerance towards new ideas or perspectives. This
acceptance of traditions is linked to uncertainty avoidance, as the adherence to
social norms and practices provides a sense of stability and security.
Additionally, high uncertainty avoidance can lead to more risk-averse decision-
making in Azerbaijani culture. In terms of social responsibility, this can manifest
as conservative policies towards environmental protection and sustainable
development. For example, Azerbaijan has been slow in implementing
sustainable practices and technologies to reduce the impact of the oil industry
on the environment.
In conclusion, uncertainty avoidance can have a significant impact on social
responsibility. In Azerbaijani culture, high uncertainty avoidance manifests as a
strong culture of following rules and procedures, traditions and social norms,
and conservative decision-making that is less likely to take risks and embrace
change. Considering the importance of sustainable living and environmentally
friendly practices, it is important to find a balance between respecting cultural
values and embracing new approaches to promote social responsibility and
sustainable development.
48)Clarify what creates dependency in power relationships and show your own
examples.
Dependency in power relationships can occur when one person, entity or group
relies on another for resources, information, or decision-making. The person or
entity that is dependent may feel as though they have limited or no power in the
relationship and may feel as though they have no choice but to rely on the other.
There are several factors that can contribute to creating dependency in power
relationships. One factor is a lack of alternatives or options. When one party
feels as though they have no other choice but to rely on the other for resources
or support, dependency can develop.
Another factor that can create dependency in power relationships is the
perceived or actual control over resources or information. If one party holds
control over critical resources or knowledge, the other party may feel as though
they have no other option but to rely on that party to access the resources or
knowledge.
One of my examples of a situation where dependency occurred in a power
relationship is between a student and their academic advisor. If the advisor
holds control over which classes the student can take and has access to
important information about graduation requirements or academic policies, the
student may feel as though they have no other option but to rely on the advisor.
If the advisor does not provide clear information or alternatives, the student may
perceive a lack of choices or options in the relationship, creating a dependency.
Another example could be between an employee and their manager. If the
manager controls access to promotions, assignments, and resources such as
training opportunities, the employee may perceive a lack of options and feel as
though they have to rely on the manager for career advancement. This
imbalance of power could lead to dependency, especially if the manager is not
clear and transparent about the criteria for promotion or does not provide clear
alternatives.
In conclusion, dependency in power relationships can create an imbalance of
power, leading to one party having control and the other feeling powerless and
lacking in options. Factors such as control over resources, access to knowledge
or information, and a lack of alternatives can all contribute to creating
dependency. It is important to maintain a balance of power in relationships to
avoid creating dependency and empower individuals to make their own
decisions.
2) Dependency in power relationships is created when one party relies on
another for resources, support, or benefits, making them susceptible to the
influence and control of the more powerful party. This can manifest in various
forms and contexts. Here are some examples:
 1. Employer-Employee Relationship: An employee is dependent on their
employer for a paycheck, job security, and career advancement. This
dependency can lead to the employer having significant power in
decision-making, work conditions, and job performance evaluations.
2. International Relations: Smaller countries may depend on larger nations
for economic aid, trade agreements, or military protection. This
dependency can result in the larger country exerting influence on foreign
policies and domestic affairs of the smaller nation.
3. Parent-Child Relationship: Children are often dependent on their parents
for emotional and financial support. Parents wield power over their
children's upbringing, education, and life choices due to this dependency.
4. Supplier-Customer Relationship: A business that relies on a single
supplier for crucial materials is dependent on that supplier's reliability.
The supplier can use this dependency to negotiate favorable terms or
prices.
5. Healthcare Provider-Patient Relationship: Patients depend on healthcare
providers for medical care and advice. This dependency can lead to the
healthcare provider having significant influence over treatment decisions
and patient compliance.
In each of these examples, the party with more resources or control can use the
other party's dependency to shape outcomes, decisions, or behaviors to their
advantage. It's important to recognize these power imbalances and strive for
fairness and ethical conduct in such relationships.

49)Do you believe that most managers use influencing (power, politics and
negotiating) for the good of the organization or for their personal benefit? What
can be done to help managers be more ethical in influencing others?
1) No, it's unrealistic to assume that most managers exclusively use their
influencing capabilities, including power, politics, and negotiation, solely for the
betterment of their organizations in Azerbaijan or anywhere else. While many
managers act ethically, there are cases where personal gain and self-interest
drive their actions.
In Azerbaijan, as in other parts of the world, instances of self-serving behavior
among managers can be found. For example, some managers might engage in
cronyism or favoritism, using their positions to benefit friends or family
members rather than making decisions based on merit. This can erode
organizational trust and hinder meritocracy.
To enhance ethical influencing, organizations in Azerbaijan should emphasize the
importance of integrity and transparency. Implementing and enforcing strong
anti-corruption policies, promoting ethical leadership training, and cultivating a
culture of accountability are crucial steps. Sharing real-world examples of
ethical leadership, both within Azerbaijan and globally, can serve as positive role
models for managers, encouraging them to prioritize the organization's well-
being over personal interests. Additionally, whistleblower protection
mechanisms can help uncover and deter unethical behavior, fostering a more
ethical work environment.
2) Yes, while it's important to avoid making sweeping generalizations, many
managers use their influencing abilities for the betterment of their organizations
in Azerbaijan and elsewhere. However, there are instances where personal gain
takes precedence.
In Azerbaijan, you can find examples of managers who use their powers of
influence to benefit their organizations and society. For instance, during the
COVID-19 pandemic, some Azerbaijani business leaders and managers actively
engaged in corporate social responsibility (CSR) initiatives. They used their
influence and resources to support healthcare facilities, provide assistance to
vulnerable communities, and contribute to the broader well-being of society.
Such actions demonstrate how managers can leverage their influence for the
greater good.
To further encourage ethical influencing, organizations in Azerbaijan can
strengthen their commitment to transparent and accountable leadership. They
can establish robust codes of ethics, implement stringent anti-corruption
measures, and provide ongoing training on ethical decision-making. Recognizing
and rewarding managers who prioritize the organization's interests can also
promote ethical behavior and inspire others to do the same, ultimately fostering
a culture of integrity in Azerbaijani workplaces.
3)No, I do not believe that most managers use influencing tactics such as power,
politics, and negotiating for personal benefit. However, it is not uncommon for
some managers to engage in these practices for their own benefit, which can
result in unethical behavior.
To help managers be more ethical in influencing others, it is essential to
establish clear values and guidelines for ethical behavior within the organization.
The following are some strategies that can help managers be more ethical in
influencing others:
1. Ethical Training: Organizations can provide ethical training to managers to
help them understand the importance of ethical behavior and how to
navigate ethical dilemmas.
2. Encouraging Transparency: Organizations can encourage managers to be
transparent in their communications, decision-making, and goal-setting.
This can help to avoid misinterpretation or misunderstandings that can
lead to unethical behavior.
3. Developing a Culture of Open Communication: Establishing a culture of
open communication can create a space where employees feel
comfortable raising an ethical concern without fear of retaliation.
Managers and other leaders should encourage employees to speak up if
they witness unethical behavior.
4. Performance Evaluation: Incorporating ethical behavior into performance
evaluations can encourage managers to uphold ethical behavior. When
 ethical behavior is valued as much as other job performance indicators, it
becomes a part of the culture.
5. Holding Managers Accountable: Organizations should hold managers
accountable for their actions. Establishing consequences for unethical
behavior can serve as a deterrent and encourage ethical behavior.
In conclusion, while some managers may engage in unethical behavior by
manipulating others for personal gain, many managers use influencing tactics for
the good of the organization. However, establishing clear guidelines and values,
encouraging transparency, promoting open communication, conducting ethical
training, and holding managers accountable can promote ethical behavior in
influencing others.
4) It's important to acknowledge that not all managers utilize their powers of
influence, including political maneuvering and negotiation, with the primary
intention of benefiting the organization. In Azerbaijan, as in various contexts
globally, instances of self-serving behavior among managers can be observed.
For example, in some Azerbaijani organizations, instances of political favoritism
or 'nepotism' may arise, where individuals in positions of authority use their
influence to benefit family members or close associates rather than making
decisions solely based on merit. Such practices can undermine the organization's
overall effectiveness and create dissatisfaction among employees.
To foster greater ethical behavior among managers, it's essential to enhance
transparency, enforce anti-corruption measures, and encourage accountability.
Implementing and strictly enforcing policies against nepotism is one way to
address these issues. Moreover, providing training on ethical leadership,
emphasizing the importance of organizational values, and promoting a culture of
integrity can help managers make decisions that prioritize the organization's
best interests rather than personal gain.
5) It is important to avoid making sweeping generalizations about how most
managers employ influencing tactics, as individual motivations and behaviors can
vary widely. In Azerbaijan, as in many other parts of the world, there are both
managers who use their influencing powers for the greater good of the
organization and those who may prioritize personal benefit. It's essential to
consider that ethical conduct in influencing is a complex interplay of
organizational culture, personal values, and external pressures.
To encourage managers to be more ethical in their influencing efforts,
organizations can establish ethical guidelines and codes of conduct that clearly
define acceptable behavior. For instance, Azerbaijani companies, like many
globally, have adopted codes of ethics that outline principles of honesty,
integrity, and accountability. These guidelines serve as a framework to steer
managers towards ethical decision-making.
Additionally, organizations can offer training programs and workshops on ethics,
showcasing real-world examples of ethical leadership from within Azerbaijan
and around the world. Recognizing and rewarding ethical behavior can further
incentivize managers to prioritize the best interests of the organization and its
stakeholders.
In Azerbaijan, as in any country, the key to promoting ethical influencing by
managers lies in creating a culture that values integrity and fosters ethical
behavior throughout the organization. By reinforcing these values, managers can
be guided toward decisions that benefit both their organizations and society as a
whole.
50)How does perceptual distortions relate to equity theory? Who should be the
referent others in these equity judgments?
Perceptual distortions can impact equity theory by influencing how individuals
perceive the inputs and outcomes they receive, as well as how they perceive the
inputs and outcomes received by others. Equity theory suggests that an
individual's motivation and satisfaction depend on the perceived level of fairness
in an exchange or relationship. Thus, perceptual distortions, such as selective
attention or cognitive biases, can affect the accuracy of an individual's
perceptions of fairness in an exchange.
For example, if an employee perceives that they are putting in more effort than
a co-worker, but receiving the same outcomes, they may feel that the exchange
is unfair, despite the fact that the co-worker is in fact working equally hard but
in a different capacity. Such a perception is a perceptual distortion that can lead
to feelings of inequity.
Additionally, the referent others in equity judgments can also be influenced by
perceptual distortions. Referent others refer to individuals against whom an
individual compares their own inputs and outcomes to determine if an exchange
is equitable or not. The referent other could be a co-worker, a similar job in a
different organization, or even societal norms.
Perceptual distortions can impact the selection of a referent other or lead to
biased comparisons that can result in unjustified feelings of inequity. For
example, if an individual is influenced by the availability heuristic in which
information that is readily available is given more weight, the referent other
used to make the equity comparison may not accurately represent other
individuals in the workplace. This can lead to a distorted perception of what is
equitable.
In conclusion, perceptual distortions can cause individuals to perceive inequities
where none exist or to feel that an exchange is unfair. Through the selection of
a referent other and cognitive biases, such as selective attention or the
availability heuristic, individuals can become convinced of inequity despite no
evidence of it. Therefore, individuals should strive to minimize perceptual
distortions, improve their self-awareness and use accurate referent others when
engaging in equity judgments to ensure that their decisions are just and
equitable.
51)Are the politically skilled leaders more effective users of all the influence
tactics?
Yes, politically skilled leaders are more effective users of all the influence
tactics. Political skills refer to a leader's ability to understand how to build
effective relationships and use influence tactics effectively to gain support and
achieve objectives.
Politically skilled leaders are aware of the situational norms, the power
dynamics, and the preferences of individual stakeholders, which allows them to
choose the most appropriate influence tactic for the situation. These leaders can
quickly identify the most effective influence tactic to take and adapt their
communication style to meet the needs of each situation.
Furthermore, politically skilled leaders have excellent interpersonal skills and
are adept at building relationships with stakeholders. They are effective
communicators, understand non-verbal cues, and know how to build rapport with
stakeholders.
As a result, politically skilled leaders can use all the influence tactics effectively,
such as rational persuasion, inspirational appeals, consultation, ingratiation,
exchange, and coalition tactics.
Effective leadership requires the ability to influence others to achieve
organizational objectives. Political skills are a key component of effective
leadership, allowing leaders to build relationships, navigate complex situations,
and use a range of influence tactics to achieve their goals. Politically skilled
leaders can leverage their political skills to build trust, increase their
effectiveness, and achieve successful outcomes.
52)As a manager it is your responsibility to uphold ethical behavior.