Session 1 : 13/11/2020

Topic of the week : ETHICS

- Ethics lexic : Culture , Good , Beliefs, Behaviours, Religion, Rules, Principles, Values, Morals,
Education
- What’s Ethics ? ; Ethics has to do with feelings / intuition
- Ethics is linked to law and rules ; Everything lega lis automatically ethical
- Euthensia : ‫ القتل الرحيم‬it’s legal but not ethical , Not everything that’s lega lit ethical
- Ethics is associated to religion ; what’s religious it’s automatically ethical
- Ethics is what soceity accepts ; Usages : not everythings accepted by soceity are ethical ; Ex :
Corruption , Descrimination
- For me ethics is : Instinct, Religion, Social Norms and Usages

Speech about ethics :

We live our life in so much chaos and everyday we have new questions to ask ? sometimes we find
the right answers and sometimes wu just give up on looking for them , one of these many questions
is : Are we living in an ethichal way or not ?

Everyone of us has a different answer , but before this we should define the concept of ethics

So what ethics is ? is it feelings ? is it intuition ? is it religion ? is it soceity ? is it law ? or what ?

Ethics is a very complicated and deep concept that gathers a lot of parts of life , even if some of the is
contradictory to the other , because we can find somthing that is religeous but not legal or socially
normal but not right from the perspective of our feelings .

So , Ethics is somehow subjective and each one of us can define it on his own , Because somthing bad
for me can be good for others and inversely , and something religious for muslims is obsolutely not
religeous for Hindu , and something legal in tunisia is not in legal in Morocco , ans something normal
in the rural soceity is out of normal in another place …

we don’t have a unique law or unique religion neither unique soceity norms , what can we say then ?

we will never have unique ethics if we don’t agree on a unique source of them and more than that if
these sources do not agree with each other .

Ethics and politics :

Politics is an essential human activity – essential in building societies and communities based on
rules, laws and a balance of conflicting interests. Politics is complex and difficult. It requires a high
level of responsibility and commitment from citizens, political parties, parliamentarians, government
executives, the judiciary, the media, business, nongovernmental organisations, and religious and
educational institutions. But polls on all continents on the confidence of people in institutions show
that people do not place much trust in politics and politicians. They are often seen as selfish and
corrupt power-players, defending special interests instead of the common good and the different
parts of the population. “Ethics in politics” seems to many a contradiction in terms, even though
many politicians try to give their best for the common cause of a country or the international
community.

Ethics and sport :

What is the goal of participating in a competition ?

Ethics and Marketing :

What is the objectif of Marketing ?

Ethics and finance :

We can talk, about finance and ethics , because we have a participatory finance or islamic finance
when there is no usury no high interest rates

Seekers and avoiders

Islam is ethical but muslims can be not ethical

- Ethics is knowing the difference between what you have a right to do , and what’s a right to
do .
- Ethics is not about the way things are , It’s about the way they sould be
- In law a man is guilty when he violates the rights of another , In ethics he is ethics if he only
thinks of doing so .

Acts are judged by what we meant to accomplish through them

"Actions are (judged) by motives (niyyah), so each man will have what he intended
Session 3 : 27/11/2020 13:30

MOTIVATION :

What Is Motivation?

- Motivation is the process that initiates, guides, and maintains goal-oriented behaviors. It is
what causes you to act, whether it is getting a glass of water to reduce thirst or reading a
book to gain knowledge.
- Motivation involves the biological, emotional, social, and cognitive forces that activate
behavior. In everyday usage, the term "motivation" is frequently used to describe why a
person does something. It is the driving force behind human actions.
- Motivation is the word derived from the word ’motive’ which means needs, desires, wants or
drives within the individuals. It is the process of stimulating people to actions to accomplish
the goals. In the work goal context the psychological factors stimulating the people’s
behaviour can be

The common thig between all these definitions is the urge, willingness, desire, and the power to
achieve the goal

2 quotes and explanations

“Instead of denying these fears, declare them, say them out loud, admit them, give them the credit
they deserve…Find the courage to overcome them.” – Matthew McConaughey

We all know that the first obstacle that we face every day is our fears , some of us fear doing new
things , some of us fear learning new stuffs , others fear themselves , but if everyone can just declare
publicly his fears and admit them , he can easily deal with them , or he can even find some help to
overcome them , the point is that he will never have to struggle with his fears lonely he will feel
himself surrounded by his friends or team or any kind of human groups and he will feel himself
motivated and strong to face those obstacles and let them behind him . and he just goes ahead and
can find the best version of himself .
“"Whoever seeks the top must sit up the nights. The hardest you work, the highest you will reach”

Imam Ash-Shâfi'î

‫بقدر الكد تكتسب المعالي ومن طلب العال سهر الليالي‬

To explain this quote i will explain the link between hard work and success , it’s a relation of
causality , you can’t succeed if you didn’t work hard , when I say hard work I don’t mean
just working like a machine or a robot but I mean that we have to be smart in our work we
have to be patient , we have to know that life isn’t easy as much as it seems and mostly we
have to keep up doing the hard work and looking always for the best possible result and
here I will give you some historical and actual examples of successful people who worked
very hard in order to achieve their goals , Muhammed The messenger of Allah peace be
upon him that had a very difficult and complicated mission , to transmit the message of
Allah to us , the prophet had been working for so many years if we didn’t say for his whole
life , he had been punished , attacked , insulted and resisted but he stayed motivated to
accomplish his mission , and YES ! peace be upon him won the challenge and built the
greatest and most powerful nation in History . nowadays we have a lot of successful people
, Cristiano Ronaldo , Jeff Bezos , Mark Zuckerberg and Elon Mask , the common thing
between them that they’re really successful , some of them made a huge worth , others
discovered some amazing scientific explorations and innovations , and some of them
reached the best version of themselves the thing that I consider personally a huge success ,
but the other common thing is that they worked very hard days and nights and the results
we’re seeing now are perfect and surprising as much as the work was .

Session 4 : 04/12/2020 13:30

AIDA Model :

- A : Attract
- I : Interest
- D : desire
- A : Act

THEORIES OF MOTIVATION :

- The theory of maslow : The pyramid

1- Physiological needs ( Food/Shelter … )
2- Security needs ( safety, stability at work … )
3- Social needs ( Relations)
4- Esteem ( Respect )
5- Self -actualization needs

The problem of this theory that it depends on the pyramid order , which can not be
empirically tested , and the second problem is safety in work ( comparation between public
and private sector ) , the 3th problem ( Objectif )

- Alderfer Needs : Amelioration of maslow’s theory

 1- Existence needs
2- Relatedness Needs
3- Growth needs

- McClelland theory
1- Needs for power (Give responsibility)
2- Needs for Affiliation ( social needs )
3- Needs for Achievement (Give challenging
work)

- Douglass Mcregor
1- Theory X : people dislike work (Punishment, Authority)
2- Theory Y : work = Pleasure
3- Theory Z :

Authority/Power : Auth is something legal end legitime / Power is

Types of power :

- Coercive power (fear and punishment)

- Reward power (rewards)
- Expert power (experience, competency)
- Referent power (Respect, Personnality)

The best power of them is that it depends on the population we’re dealing with

2 Theories of motivation and their explanations :

Vroom’s Expectancy Theory:

One of the most widely accepted explanations of motivation is offered by Victor Vroom in his
Expectancy Theory” It is a cognitive process theory of motivation. The theory is founded on
the basic notions that people will be motivated to exert a high level of effort when they
believe there are relationships between the effort they put forth, the performance they
achieve, and the outcomes/ rewards they receive.
Thus, the key constructs in the expectancy theory of motivation are:

1. Valence:

Valence, according to Vroom, means the value or strength one places on a particular
outcome or reward.

2. Expectancy:

It relates efforts to performance.

3. Instrumentality:

By instrumentality, Vroom means, the belief that performance is related to rewards.

Thus, Vroom’s motivation can also be expressed in the form of an equation as follows:
Motivation = Valence x Expectancy x Instrumentality

Being the model multiplicative in nature, all the three variables must have high positive
values to imply motivated performance choice. If any one of the variables approaches to
zero level, the possibility of the so motivated performance also touches zero level

Victor Vroom stated that people will be highly productive and motivated if two
conditions are met:

1) people believe it is likely that their efforts will lead to successful results and

2) those people also believe they will be rewarded for their success.

People will be motivated to exert a high level of effort when they believe there are
relationships between the efforts they put forth, the performance they achieve, and
the outcomes/ rewards they receive.
Hertzberg’s two factor theory :

Hertzberg classified the needs into two broad categories namely hygiene factors and
motivating factors.

Hygiene factors are needed to make sure that an employee is not dissatisfied. Motivation
factors are needed for ensuring employee's satisfaction and employee’s motivation for
higher performance. Mere presence of hygiene factors does not guarantee motivation, and
presence of motivation factors in the absence of hygiene factors also does not work.

Equity theory : We put efforts expecting rewards

Input : hard work

Output : salary

Balance between what they give to the organization and what they get in return

Fairness = balance

Between our effort and fruits = equity=motivation / inequity=demotivation

We have to compare our outcomes and outputs, and my output with the outputs of others
Limits of this theory : Perception of theory , this theory doesn’t take into consideration that
perceptions

Vroom’s theory Criticism:

Utilizing the ideas in the Expectancy Theory directly has proved to be difficult (Miner, 2005).
The ideas are not easy to understand, or to apply (Mullins, 2005). Thus, the theory has much
less value in practice than some of the other theories

The Expectancy Theory is not concerned with individual and country or cultural differences.
However, people in developed countries tend to be more goal oriented than people in less
developed cultures

The Expectancy Theory assumes that individuals make conscious decisions at the start of
their effort. But it has been proved that individuals make decisions after performing their
activities and try to rationalize their decisions later on

Perception of reward

The howthorn effect – Elton Mayo

It’s the human relations what motivates the employees to work

For next week:

1- “Start when you are, use what you have, do what you can”
2- “wake up with determination, go to bed with satisfaction”
3- “The motivation comes from within, no one can hand it to you, but no one can take it
away either”
4- “Confidence: will they like me? Confidence: is I don’t care if they don’t “

PERCEPTION

Session 5 : 11/12/2020 13:30

“Start where you are, use what you have, do what you can”

To explain this quote I will treat each of its sentences separately, Start when you are, means
that we don’t have to look for a better place or status to start working, we have to start
wherever and whenever we are even if we are living unfavorable conditions, we have to start
and just let life goes on , because if we stayed waiting for the right place and moment we
will wait forever , use what you have , people always make excuses because of resources,
it’s right and obvious that we need inputs to create outputs, but how will this inputs or
resources come to us ? by work of course , so start working to have resources and
resources will help you to work it’s a cycle, do what you can , we start working and we have
the necessary resources, but are we doing the necessary effort to exploit the previous things
, this is the question we have to ask ourselves, because if we don’t do the right effort we
won’t get the expected results.
So Yes, the place where we are or the resources that we have or even the effort that we
can’t do aren’t legitime excuses!

“wake up with determination, go to bed with satisfaction”

Life is hard, this why we need to wake up every day with energy and determination to face it,
and we have to go back to bed full of satisfaction and complacency, but how to turn this
determination into satisfaction? It’s hard to answer this question, because determination
and satisfaction aren’t measurable, each one has his own definition and feeling for these
two concepts, but the main message behind this quote is that I have to know firstly what’s
determination for me and what’s satisfaction, and work and do all the possible effort to turn
the determination into satisfaction according to my own norms.

“The motivation comes from within, no one can hand it to you, but no one can take it
away either”

We all know that motivation isn’t palpable, and its sources aren’t common , then , each one
defines motivation according to his own mindset , because motivation is one of the most
inner concepts of our psychological life , and as the quote said motivation comes from
within that means motivation comes from the interior and even if we find it in external
sources it comes always from within it’s that energy we feel every day that pushes us to go
farther than our expectations, it’s something we own , specific to us , it comes from the
deepest point of our soul , and no one hand it to us no one make it ready for use and we
just find it or buy it like some other things is not a good it’s not an experience. And if it
comes it will stick to our minds & souls not forever but for enough time to make us achieve
our goals and no one literally no one can take it away except ourselves, So, the message
behind this quote is that motivation is a decision to make it’s personal and Controllable. So
if you won’t to be motivated decide it and no one can stop you!

“Confidence: will they like me? Confidence: is I don’t care if they don’t”

Before I proceed to analyze this quote , let me give a simple definition of confidence ,
confidence according to oxford dictionary , the feeling that you can trust, believe in, and be
sure about the abilities or good qualities of someone or something. Based on this definition
the quote clarifies to us that confidence is the fact of trusting believe in and be sure about
my own qualities and abilities , and whatever is the reaction or the opinion of my
environment I have to be self-confident and self-satisfied since I believe that I’m on the right
way and I’m doing the right thing , the unique opinion that I have to give importance is my
opinion about me . do I like myself ? do I love myself ? am I right ? and that’s it .

Perception:

Definition of perception:

A belief or opinion, often held by many people and based on how things seem

Types of perception:
 - Vision
- Touch
- Sound
- Taste
- Smell

There are also other senses that allow us to perceive things such as balance, time, body
position, acceleration, and the perception of internal states. Many of these are multimodal
and involve more than one sensory modality. Social perception, or the ability to identify and
use social cues about people and relationships, is another important type of perception.

Steps in the Perceptual Process:

1. The Environmental Stimulus

2. The Attended Stimulus
3. The Image on the Retina
4. Transduction
5. Neural Processing
6. Perception
7. Recognition
8. Action

1- The environmental stimulus: The world is full of stimuli that can attract attention
through various senses. The environmental stimulus is everything in the environment
that has the potential to be perceived.

2- The attended stimulus: The attended stimulus is the specific object in the
environment on which attention is focused.

3- The image on the retina: This involves light actually passing through the cornea and
pupil and onto the lens of the eye. The cornea helps focus the light as it enters the
eye, and the iris of the eye controls the size of the pupils in order to determine how
much light to let in. The cornea and lens act together to project an inverted image
onto the retina.

4- Transduction: The image on the retina is then transformed into electrical signals in a
process known as transduction. This allows the visual messages to be transmitted to
the brain to be interpreted.

5- Neural processing: The electrical signals then undergo neural processing. The path
followed by a particular signal depends on what type of signal it is (i.e. an auditory
signal or a visual signal).
 6- Perception: In this step of the process, you perceive the stimulus object in the
environment. It is at this point that you become consciously aware of the stimulus.

7- Recognition: Perception doesn't just involve becoming consciously aware of the

stimuli. It is also necessary for the brain to categorize and interpret what you are
sensing. The ability to interpret and give meaning to the object is the next step,
known as recognition.

8- Action: The action phase of perception involves some type of motor activity that
occurs in response to the perceived and recognized stimulus. This might involve a
major action, like running toward a person in distress, or something as subtle as
blinking your eyes in response to a puff of dust blowing through the air.

1- Reception: to receive information

2- Selection: I select the most important information for me (Internal factors; Attitude,
Experience, expectations, , External factors; New intense size)
3- Organization: To group information in order to organize our memory
4- Interpretation: to give meaning to the information we received

Halo effect: The halo effect is a type of cognitive bias in which our overall impression of a
person influences how we feel and think about their character

STEREOTYPING: A preconceived and oversimplified idea of the characteristics which typify

a person, race, or community which may lead to treating them in a particular way.

Projection:

For next week:

1- “What we see depends mainly on what we look for”

2- “You see persons and things not as they are but as you are”
3- “Change your perception of things and you will change your reality”
4- “Perception and reality are two different things”
5- “There is no truth, there is only perception”

“What we see depends mainly on what we look for”

Perception as a concept is mainly linked to our perceptual systems , our 5 senses , and
according to the perceptual process that we’ve discussed , there is a phase of selection
which consists on paying attention and select the most important information or stimulus for
us , so if we are looking for something , thinking about it or having the intention to do it , our
5 senses will be focused in an involuntary way on this thing , for example if I’m looking for
Violent quarrel , all our perceived information will be characterized by violence and hatred,
So yeah ! what we see depends mainly on what we look for !

“You see persons and things not as they are but as you are”

Our surroundings are a mirror that reflects our essence, if we are good to people , people
will be good to us , and if we did bad to people , they will do the same to us. Simply, How
people and things behave depends strongly on how much my behavior is good or bad
toward them , So if you want to perceive positivity and goodness, be positive and good you
first .

“Change your perception of things and you will change your reality”

Perception as a belief or conviction can be right or wrong , can be real or illusionist, can
reflect our real world or not, but the good thing is that if we worked hard on ourselves , if we
brushed our personalities , if we improved our attitude and reactivity we can certainly
control ameliorate and upgrade our perception , and if this is done , we will be able to
perceive who are the real us and what is our reality , and then we can change it , we can
move on.

“Perception and reality are two different things”

Reality is outside , but perception is the inside’s reality, what we see and what we hear every
day can be the same thing in reality but in each one’s mind it will be certainly different ,
because the way how we perceive life and our environment impact strongly if we don’t say
totally, the reality of information , then , reality and the perception of reality will be different.

“There is no truth, there is only perception”

There is no truth, there is only perception, Why? Because perception is the ultimate truth
because what’s real in mind is real in its consequences

Session 6: 18/12/2020 13:30

TOEIC TEST:

Strategy Practice:

Linking words Page 129

1- C

For example = For instance , Consenquently=So=therefor=Thus=hence ,moreover=in

addition= furthermore= Besides=Also

2- B

Even though=even if = although = but = however = yet = still

3- A
4- A
 5- D
6- C
7- B ( Conditional 1 : If + future + present )
8- B
9- A
10- B
11- B
12- C
13- D (Since + present perfect)
14- A

Nevertheless = but = however

15- In (place)
16- C
17- A ( conditional 3 )

Page 172 :

1- A
2- A
3- C
4- D
5- C
6- A
7- A

Fired = discharged = to sack, licencier à cause des problèmes financiers = to down size , to
lay off

8- A
9- B

Incentives = perks = les avantages = fringe benefits

 10- B

selected = short-listed

Conditional :

1- B
2- A
3- B
4- C
5- D
6- B
7- D
8- C
9- A
10- B

Reading Review :

1- D
2- C
3- B
4- A
5- C
6- B
7- B
8- C
9- A
10- C
11- A
12- C
13- B
14- D
15- D
16- A
17- D
18- C
19- A
20- D
21- B
22- C
23- B
24- A
25- C
26- C
27- A
28- D
29- C
30- C
 31- D
32- A
33- B
34- A
35- C
36- D

Aaaa

1- C
2- A
3- B
4- A
5- B
6- C
7- A
8- B
9- D
10- C
11- A
12- D
13- B
14- A
15- D
16- A

Session 7: 25/12/2020 13:30

Conflict Management:

What’s Conflict?

A type of disagreement between people with different opinions or principles

What’s conflict Management?

Conflict management is all techniques and ideas that help to reduce the negative effects of conflict
and enhance the positive outcomes for all parties involved.

Conflict Management Strategies :

Avoiding an issue is one way a manager might attempt to resolve conflict. This type of conflict style
does not help the other staff members reach their goals and does not help the manager who is
avoiding the issue and cannot assertively pursue his or her own goals. However, this works well when
the issue is trivial or when the manager has no chance of winning.
Collaborating managers become partners or pair up with each other to achieve both of their goals in
this style. This is how managers break free of the win-lose paradigm and seek the win-win. This can
be effective for complex scenarios where managers need to find a novel solution.

Competing: This is the win-lose approach. A manager is acting in a very assertive way to achieve his
or her own goals without seeking to cooperate with other employees, and it may be at the expense of
those other employees. This approach may be appropriate for emergencies when time is of the
essence.

Compromising: This is the lose-lose scenario where neither person nor manager really achieves what
they want. This requires a moderate level of assertiveness and cooperation. It may be appropriate for
scenarios where you need a temporary solution or where both sides have equally important goals.

Avoiding style

Sometimes, people prefer to avoid confronting the conflict altogether. This may include delaying a
deadline or decision, physically separating the opposing parties or removing themselves from the
situation. Many times, this only pushes the conflict to a later date. If a conflict is left unresolved for
too long, it can cause resentment and frustration among the employees. However, it can also give the
disagreeing parties time to readjust their attitude or methods, and the problem might resolve itself
with little further action.

Example: Josh and Allison disagree on the best plan for implementing a new advertising campaign.
They have tried to find a compromise, but their disagreement is becoming angrier and more
distracting each minute. Their supervisor tells them to set the campaign aside and work on other
projects for the rest of the day. Taking a break from the project gives both Josh and Allison time to
work through the conflict on their own. They continued working on the campaign the next morning
with more positive and collaborative attitudes.

Competing style WIN LOSE

Competing style addresses conflict directly and bluntly. Competing style is assertive and
uncooperative. The goal of competing style is typically to end the conflict as quickly as possible. While
competing style may get fast results, it can also be detrimental to the morale and productivity of a
team. If you always compete with others rather than compromise, you may stifle helpful input from
your coworkers and damage your workplace relationships.

Example: Cody has worked at the Edgefield Electric company for sixteen years. He’s good at his job
and rarely needs input from his supervisors. Casey is a recent hire and has needed extensive training.
While Cody is showing a process to Casey, Casey suggests an alternate method. Instead of considering
Casey’s idea or taking the time to explain the logic behind the current method, Cody ends the
conversation abruptly and tells Casey to just follow his instructions. Cody has done nothing
technically wrong, but Casey now feels belittled and ignored.

Accommodating style LOSE WIN

Accommodating style is the opposite of competing style. Accommodating style resolves conflict by
giving in to the opposing party. You might need to use an accommodating conflict style or attitude
when interacting with someone with a strong or abrasive personality. Acknowledging and accepting
someone else’s views or perspectives is an important part of teamwork, especially when the other
party is an expert or more experienced than you. However, it is also crucial for you to know when
accommodating someone else might be detrimental to you or your team’s best interest.

Example: Jill loves working at her local fitness center. She enjoys her job and gets along with all her
coworkers except for one. Maddie has a strong personality and does not like to be told “no.” Maddie
tries to take advantage of Jill’s accommodating personality by pressuring her into trading shifts. Jill
does not appreciate Maddie’s actions, but she also does not want to introduce additional tension into
her workplace. She agrees to trade with Maddie to keep the peace.

Compromising style No loser No winner

The compromising conflict style is often referred to as the “lose-lose” method. When you address
conflict with this style, you encourage each side to make some significant sacrifices. By definition, this
means that neither side gets exactly what they want. Ideally, after compromising on one or more
minimal issues, both of the conflicting parties could then agree on the larger issue. This can foster
short-term productivity, but it rarely completely solves the underlying problems.

Example: The profits from Everett and Brian’s pet shop business have grown significantly in the last six
months. They disagree on how to make the best use of their newly increased savings. Everett wants
to expand the pet shop’s inventory by 20 percent, while Brian wants to increase the budget for local
advertising by 15 percent. After arguing for several days, Brian suggests that they increase both
budgets by just 10 percent. Neither party is particularly satisfied with this option, but they
compromise to quickly move past the conflict.

Collaborating style

As opposed to compromising style’s “lose-lose” solutions, collaborating style seeks to produce

“win-win” results. Collaborating style tries to find a solution that truly satisfies everyone involved. If
you want to use collaborating style, you will need to listen and communicate with both parties
involved in the conflict. After taking the time to understand both sides of the issue, you will need to
facilitate both parties negotiating a solution together. Implementing this style can often be time and
labor-intensive, but it frequently produces the most satisfying long-term results. Collaborating style is
an important asset if you are seeking to create and maintain successful professional relationships.
Example: Maggie owns a ballet studio that is managed by her best friend Pat. Maggie and Pat usually
agree on almost all business-related decisions. However, Pat disagrees with Maggie regarding which
job applicant they should hire as the new dance teacher. As the owner, Maggie has the authority to
overrule Pat’s opinion. However, she chooses to sit down with Pat and discuss a solution that will
please them both. After several weeks of negotiation and open communication, they hire two of the
applicants for a trial period.

For next week:

1- “10% of conflict is due to difference in opinions, and 90% is due to wrong tone of
voice”
2- “Conflict can not continue without your participation”
3- “Peace is not the absence of conflict, but the ability to cope with it”

What are the causes that contribute in choosing a conflict management style?

What are the skills required to handle a conflict?

Decision making process

Session 8: 08/01/2020 13:30 TEST

Session 9: 15/01/2020 13:30

(1) The Rational/Classical Model.

Define the problem

Identify the criteria you will use to judge possible solutions

Decide how important each criterion is

Generate a list of possible alternatives

Evaluate those alternatives

Determine the best solution

(2) The Administrative or Bounded Rationality Model.

model called "satisficing." Instead of rigorously seeking the best possible decision, you're
just looking for a "good enough" decision.
You can use bounded rationality when you don't have enough time or information to follow
the full rational decision-making model

3) The Retrospective Decision-Making Model.

4)Vroom-Yetton Decision-Making Model

There's no one ideal process for making decisions. Instead, the best process to use will
change based on your situation.

5) Intuitive decision-making model

Programmes / Unprogrammed

Strategic/Tactical/Operationnal

Organizationnal/Personal

Group/individual

Organizationnal change

why poeple resist to change ?

How can we make change successful ?

What are the factors that make the change a failure ?

Session 9: 22/01/2020 14:30

why people resist to change ?

How can we make change successful ?

Change is about people.

Create a vision.

Work with the willing. (Change poeple)

Overcommunicate

Listen.

What are the factors that make the change a failure ?

Poor Planning Sets Up Organizational Change for Failure

Inadequate Support from Leadership

Lack of Resources

Priority Focus on Systems vs. People

Inadequate Change Leadership Skills

ETHICS

MOTIVATION

PERCEPTION

CONFLICT MANAGEMENT

DECESION MAKING

“Perception is experiences”

How experiences shape perception ?

No introduction

No definition of concepts

Yes, I agree or not with arguments with paraphrasing or examples

Don’t copy the same wording but paraphrase

Strict to the point

Relevant example
Last year : “What are the differences between malsows ald aldrefer ?

Perception is important/instead of no can deny that

KISS ; keep it short and simple

 COURSE SUMMARY

CHAPTER 1: ETHICS

CHAPTER 2: MOTIVATION

CHAPTER 3: PERCEPTION

CHAPTER 4: CONFLICT MANAGEMENT

CHAPTER 5: DECESION MAKING

CHAPTER 1 : ETHICS

- What’s Ethics?

Ethics involves systematizing, defending, and recommending concepts of right and

wrong behavior

- Ethics and politic:

Politics is an essential human activity, essential in building societies and

communities based on rules, laws and a balance of conflicting interests. Politics is
complex and difficult. It requires a high level of responsibility and commitment from
all parties. But polls on all continents on the confidence of people in institutions
show that people don’t place much trust in politics and politicians. They are often
seen as selfish and corrupt power-players, defending special interests instead of the
common good and the different parts of the population. “Ethics in politics” seems to
many a contradiction in terms, even though many politicians try to give their best for
the common cause of a country or the international community.

- Ethics and sport:

What is the goal of participating in a competition?

- Ethics and Marketing:

What is the objective of Marketing?

- Ethics and finance:

What’s the objective of finance?

- Quotes:
 ▪ “Ethics is knowing the difference between what you have a right to do,
and what’s a right to do”.
▪ “Ethics is not about the way things are, It’s about the way they should
be”.
▪ “In law a man is guilty when he violates the rights of another, In ethics
he Is ethics if he only thinks of doing so.”

CHAPTER 2 : MOTIVATION

- What Is Motivation?

Motivation is the process that initiates, guides, and maintains goal-oriented

behaviors, It is the urge, willingness, desire, and the power to achieve the goal

- AIDA Model:
▪ A: Attract
▪ I: Interest
▪ D: desire
▪ A: Act

- Theories of motivation:

▪ The theory of Maslow: The pyramid

1. Physiological needs (Food/Shelter …)
2. Security needs (safety, stability at work …)
3. Social needs (Relations)
4. Esteem (Respect)
5. Self -actualization needs (Acceptance and realism)

▪ Alderfer Needs: Amelioration of Maslow’s theory

1. Existence needs
2. Relatedness Needs
3. Growth needs

▪ McClelland theory
1. Needs for power (Give responsibility)
2. Needs for Affiliation ( social needs )
3. Needs for Achievement (Give challenging work)

▪ Douglass MCGREGOR: Theory X, Y & Z

1. Theory X: people dislike work (Punishment, Authority)
2. Theory Y: work = Pleasure
 3. Theory Z: promoting employee loyalty, concern and security,
both in and out of work.

⮚ The difference between Authority & Power:

- Auth is something legal end legitime, It refers to accepted power, that is,
power that people agree to follow according to specific procedures.
- Power is the ability to exercise one’s will over others (Weber 1922)

⮚ Types of power:
1. Coercive power (fear and punishment)
2. Reward power (rewards)
3. Expert power (experience, competency)
4. Referent power (Respect, Personality)

There is no best power between them, but it depends on the population we are
dealing with.

▪ The Equity theory: We put efforts expecting rewards

1. Input: hard work
2. Output: salary

This theory chows the balance between what employees give to the organization
and what they get in return. Employees compare their outcomes and outputs, and
their output with the outputs of others. Balance between effort and fruits:

- equity=motivation
- inequity=demotivation.

⮚ Limits of this theory:

Perception of theory, this theory doesn’t take into consideration that perceptions are
different between employees.

▪ Vroom’s Expectancy Theory:

1. Valence: means the value or strength one places on a
particular outcome or reward.
2. Expectancy: It relates efforts to performance.
3. Instrumentality: the belief that performance is related to
rewards.

⮚ Motivation = Valence x Expectancy x Instrumentality

 ⮚ Victor Vroom stated that people will be highly productive and motivated if two
conditions are met:
- People believe it is likely that their efforts will lead to successful results
- People also believe they will be rewarded for their success.

⮚ Vroom’s theory Limits:

- The idea of this theory is not easy to understand, or to apply
- The theory has much less value in practice than some of the other theories
- The Theory is not concerned with individual and country or cultural
differences.
- The Expectancy Theory assumes that individuals make conscious decisions
at the start of their effort. But it has been proved that individuals make
decisions after performing their activities and try to rationalize their decisions
later on

▪ Hertzberg’s two factor theory:

1. Hygiene factors: are needed to make sure that an employee
is not dissatisfied.
2. Motivation factors: are needed for ensuring employee's
satisfaction and employee’s motivation for higher
performance.
⮚ The presence of hygiene factors does not guarantee motivation, and presence of
motivation factors in the absence of hygiene factors also does not work.

▪ The HOWTHORN effect: Elton Mayo Theory

⮚ It’s the human relations what motivates the employees to work

- Quotes:

▪ “Start when you are, use what you have, do what you can”
▪ “wake up with determination, go to bed with satisfaction”
▪ “The motivation comes from within, no one can hand it to you, but no
one can take it away either”
▪ “Confidence: will they like me? Confidence: is I don’t care if they
don’t

CHAPTER 3: PERCEPTION

- What’s perception:

A belief or opinion, often held by many people and based on how things seem
 - Types of perception:
▪ Vision
▪ Touch
▪ Sound
▪ Taste
▪ Smell

- Perceptual process:

1. Reception: To receive information

2. Selection: To select the most important information
(Internal factors: Attitude, Experience, expectations / External
factors: Newness, intensity, size)
3. Organization: To group information in order to organize it in memory
4. Interpretation: To give meaning to the received information

⮚ Halo effect: The halo effect is a type of cognitive bias in which our overall
impression of a person influences how we feel and think about his character.
⮚ Stereotyping: A preconceived and oversimplified idea of the characteristics which
typify a person, race, or community which may lead to treating them in a particular
way.
⮚ Projection: Projection refers to unconsciously taking unwanted emotions or traits
you don’t like about yourself and attributing them to someone else.

- Quotes:

▪ “What we see depends mainly on what we look for”

▪ “You see persons and things not as they are but as you are”
▪ “Change your perception of things and you will change your reality”
▪ “Perception and reality are two different things”
▪ “There is no truth, there is only perception”

CHAPTER 4: CONFLICT MANAGEMENT

- What’s Conflict?

A type of disagreement between people with different opinions or principles

- What’s conflict Management?

Conflict management is all techniques and ideas that help to reduce the negative
effects of conflict and enhance the positive outcomes for all parties involved.

- Conflict Management Strategies:

▪ (1) Avoiding style

People prefer to avoid confronting the conflict altogether. This may include delaying
a deadline or decision, physically separating the opposing parties or removing
themselves from the situation. Many times, this only pushes the conflict to a later
date. If a conflict is left unresolved for too long, it can cause resentment and
frustration among the employees. However, it can also give the disagreeing parties
time to readjust their attitude or methods, and the problem might resolve itself with
little further action.

Example: Josh and Allison disagree on the best plan for implementing a new
advertising campaign. They have tried to find a compromise, but their disagreement
is becoming angrier and more distracting each minute. Their supervisor tells them to
set the campaign aside and work on other projects for the rest of the day. Taking a
break from the project gives both Josh and Allison time to work through the conflict
on their own. They continued working on the campaign the next morning with more
positive and collaborative attitudes.

▪ (2) Competing style: WIN LOSE

Competing style addresses conflict directly and bluntly. Competing style is assertive
and uncooperative. The goal of competing style is typically to end the conflict as
quickly as possible. While competing style may get fast results, it can also be
detrimental to the morale and productivity of a team. If you always compete with
others rather than compromise, you may stifle helpful input from your coworkers and
damage your workplace relationships.

Example: Cody has worked at the Edgefield Electric company for sixteen years. He’s
good at his job and rarely needs input from his supervisors. Casey is a recent hire
and has needed extensive training. While Cody is showing a process to Casey,
Casey suggests an alternate method. Instead of considering Casey’s idea or taking
the time to explain the logic behind the current method, Cody ends the conversation
abruptly and tells Casey to just follow his instructions. Cody has done nothing
technically wrong, but Casey now feels belittled and ignored.
 ▪ (3) Accommodating style: LOSE WIN

The opposite of competing style. Accommodating style resolves conflict by giving in

to the opposing party. You might need to use an accommodating conflict style or
attitude when interacting with someone with a strong or abrasive personality.
Acknowledging and accepting someone else’s views or perspectives is an important
part of teamwork, especially when the other party is an expert or more experienced
than you. However, it is also crucial for you to know when accommodating someone
else might be detrimental to you or your team’s best interest.

Example: Jill loves working at her local fitness center. She enjoys her job and gets
along with all her coworkers except for one. Maddie has a strong personality and
does not like to be told “no.” Maddie tries to take advantage of Jill’s accommodating
personality by pressuring her into trading shifts. Jill does not appreciate Maddie’s
actions, but she also does not want to introduce additional tension into her
workplace. She agrees to trade with Maddie to keep the peace.

▪ (4) Compromising style: NO LOSER NO WINNER

The compromising conflict style is often referred to as the “lose-lose” method. When
you address conflict with this style, you encourage each side to make some
significant sacrifices. By definition, this means that neither side gets exactly what
they want. Ideally, after compromising on one or more minimal issues, both of the
conflicting parties could then agree on the larger issue. This can foster short-term
productivity, but it rarely completely solves the underlying problems.

Example: The profits from Everett and Brian’s pet shop business have grown
significantly in the last six months. They disagree on how to make the best use of
their newly increased savings. Everett wants to expand the pet shop’s inventory by
20 percent, while Brian wants to increase the budget for local advertising by 15
percent. After arguing for several days, Brian suggests that they increase both
budgets by just 10 percent. Neither party is particularly satisfied with this option, but
they compromise to quickly move past the conflict.

▪ Collaborating style: WIN WIN

Collaborating style seeks to produce “win-win” results. Collaborating style tries to

find a solution that truly satisfies everyone involved. If you want to use collaborating
style, you will need to listen and communicate with both parties involved in the
conflict. After taking the time to understand both sides of the issue, you will need to
facilitate both parties negotiating a solution together. Implementing this style can
often be time and labor-intensive, but it frequently produces the most satisfying
long-term results. Collaborating style is an important asset if you are seeking to
create and maintain successful professional relationships.

Example: Maggie owns a ballet studio that is managed by her best friend Pat.
Maggie and Pat usually agree on almost all business-related decisions. However, Pat
disagrees with Maggie regarding which job applicant they should hire as the new
dance teacher. As the owner, Maggie has the authority to overrule Pat’s opinion.
However, she chooses to sit down with Pat and discuss a solution that will please
them both. After several weeks of negotiation and open communication, they hire
two of the applicants for a trial period.

- Quotes:
▪ “10% of conflict is due to difference in opinions, and 90% is due to wrong
tone of voice”
▪ “Conflict can not continue without your participation”
▪ “Peace is not the absence of conflict, but the ability to cope with it”

CHAPTER 5: DECESION MAKING

- What’s decision making?

the process of deciding about something important, especially in a group of people

or in an organization.

- Types of decision making?

▪ Programmed / Unprogrammed
 1. Programmed decision: are based on criteria that are well understood.
2. Unprogrammed decision: are novel and lack clear guidelines for reaching a
solution.

▪ Strategic / Tactical / Operational

1. Strategic decision: are decisions and plans that have long-term or material
impact on a company.
2. Tactical decision: are decisions and plans that concern the more detailed
implementation of the directors’ general strategy, usually with a medium-term
impact on a company.
3. Operational decision: are the day-to-day decisions that have only a
short-term impact on a company. These include, but are not limited to,
decisions regarding:

▪ Organizational / Personal

1. Organizational decision: When an individual takes decision as an executive in

the official capacity, it is known as organizational decision.
2. Personal decision: If decision is taken by the executive in the personal
capacity (thereby affecting his personal life), it is known as personal decision.

⮚ Sometimes these decisions may affect functioning of the organization also.

For example: if an executive leaves the organization with a personal decision, it
may affect the organization. The authority of taking organizational decisions may
be delegated, whereas personal decisions cannot be delegated.

▪ Group / Individual

1. Group decision: are taken by group of individuals constituted in the form of a

standing committee. Generally very important and pertinent matters for the
organization are referred to this committee. The main aim in taking group
decisions is the involvement of maximum number of individuals in the
process of decision making.
2. Individual decision: When the decision is taken by a single individual. Usually
routine type decisions are taken by individuals within the broad policy
framework of the organization.

⮚ Groupthink: is a phenomenon that occurs when the desire for group consensus
overrides people's common sense desire to present alternatives, critique a
 position, or express an unpopular opinion. Here, the desire for group cohesion
effectively drives out good decision-making and problem solving.

Guidelines for Mr MAATAOUI test’s :

- Wright Strict to the point

- No long introduction
- No definition of concepts
- No unnecessary details
- No use of unlinked words or ideas to the topic
- Give arguments with paraphrasing or examples (Don’t copy the same
wording but paraphrase)
- Give relevant examples
- KISS : keep it short and simple