Business Performance and Corporate Social Responsibility

The assignment content discusses various topics related to corporate social responsibility (CSR), ethics, and leadership. The summary below highlights the main points: 1. Some proponents argue that socially responsible actions can positively influence organizations by managing environmental risks, helping employee recruitment and retention, and creating brand differentiation for greater customer loyalty. On the other hand, critics like Milton Friedman contend that businesses should maximize returns to their shareholders without considering social responsibilities. 2. The importance of minimizing environmental influence is emphasized, with suggestions such as using post-consumer waste paper, natural cleaners, and alternative energy sources. 3. Ethics is a branch of philosophy that addresses issues related to what is right and wrong. Individual factors like values, morals, knowledge, personal goals, and personality; social factors like cultural norms, friends, and family; organizational factors like commitment to ethical conduct; and environmental factors all influence ethical behavior. 4. Moral leadership, displayed by Cynthia, is more effective and humane than Jonathan's high-handed approach. Moral leaders are visionary, possess emotional intelligence, and help develop social skills, enabling them to face obstacles and navigate diversity. 5. John Stacey Adams' equity theory explains why alone pay and conditions cannot motivate employees. Fair treatment and maintaining equity among inputs and outcomes are essential for motivation. 6. Herzberg's Motivation-Hygiene Theory highlights the importance of providing meaningful work, job security, opportunities for accomplishment, recognition, and training to boost employee confidence and job satisfaction.

Running head: MANAGEMENT
Management
Name of Student
Name of the University
Author Note

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Answer to Question 1
Henry Fayol has proposed 14 principles of management, which are based on fundamental
truth in organizations. The first principle is the division of labor, in which the employees become
specialized in multiple areas and there are different levels of expertise involved. This increases
the speed as well as accuracy of the employees. The second principle is concerned with the
authority and responsibility in which the management gives certain powers to the employees so
that he can accomplish organizational objectives. The managers are also required to maintain
discipline in the team so that there is a rich organizational culture. They should also ensure unity
of command and unity of direction in which one subordinate should be assigned to one single
supervisor.
The personal interests of the subordinates should come later and they should place more
emphasis on the organizational interest. The employees should be motivated by giving them
adequate remuneration, which would help the to increase their productivity. It is also important
to strike the right balance between decision making process and the management in an
organization. The principles also state that the employees should have access to the right
resources in an organization so that they achieve operational excellence.
Answer to Question 2
There are three broad categories of management roles thatwas defined by Henry
Mintzberg, which define the functions of managers in the organizations. The three broad
categories of managerial roles such as-
 Interpersonal- The managerial roles in the interpersonal category is concerned with
providing of information and different kinds of ideas to the people. The figurehead role

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of the manager assumes that managers are as source of inspiration to the employees. For
example, Steve Jobs had undertaken the figurehead role for Apple.
 Informational- In this category, the managerial roles such as monitoring, disseminating
and spokesperson usually involves the processing of a large amount of information. The
spokesperson role of the managers ensures that they transmit the correct information to
the public concerning the organization. For example, Nicole Bradley is Pepsi’s public
relations manager, who manages the relationship of the company with external
stakeholders. Decisional. This category of managerial roles is concerned with the usage of
organizational information and the main roles include the entrepreneur, disturbance
handler, resource allocator and negotiator. The entrepreneurroleis concerned with the
creating as well as controlling of the changes within the organization. For example, Jeff
Bezos is the founder and CEO of Amazon.com. He has started the company from a
garage and now it is one of the most reputed companies in the world.
Answer to Question 3
The managerial skills are important for gaining organizational success and keeping ahead
of competitive advantage. The managers are said to be using their knowledge, skills, expertise
and experience to increase the productivity of the employees.
There are three broad categories of managerial skills such as technical skills, human
skills and conceptual skills. The technical skills are important to accomplishing specific tasks.
For example, Michael need to update the balance sheet as she is a Financial Planner. This job
requires him to have financial skills or the technical skills. The human skills are the interpersonal
skills that are being possessed by the managers. For example, when Kim is upset and is unable to

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deliver the required work performance, then the manager having human skills calls her and asks
about the problem. He understands the issues and gives real life solutions to her, which increases
her performance. The conceptual skills are the ones which are the analytical abilities that helps
the managers to give solutions to the problems in a strategic manner. For example, in a chaotic
situation in which the external media blames the company for some reason or the other, the
manager should understand the problem in a calculated fashion and respond accordingly.
Answer to Question 4
Planning is an important process in which the managers define goals for the future
direction of the company and understanding the different resources which are required to achieve
the targets of the organization. The four purposes of planning are-
 Planning aims to fulfill the organizational goals as it helps in channelizing the resources
of the firm.
 Planning provides strong team work and all the members of the team contribute equally
to team success.
 Managers are able to give better direction to the team if they make proper planning. This
would help the team members in greater clarification regarding their job roles and
individual contribution.
 The main purpose of planning is concerned with the reducing the performance cost and
reducing the various unproductive efforts.
The managers can take two different approaches to planning–

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o Bottom up execution- The managers can take this approach in which the individual
departments are responsible for the development as well as implementation of own
plans.
o Top-down execution- In this approach, a single organizational department is
responsible for planning as well as policy coordination.
Answer to Question 5
There are different assumptions ofrational decision making that are usually undertaken
by the managers. This model assumes that the employees or people would make choices which
would maximize their benefits and at the same time reduce the associated costs. The rational
model of decision making eliminates the parameters that cannot be quantified. Such factors may
comprise of ethical concerns or the various aspects of altruism. The following are the major
assumptions of this model-
o able criteria for data collection and data analysis
o Person possess cognitive ability, resources and time, which would help them to evaluate
the various alternatives against one another.
The rational decision making has significant differences with the bounded rational decision
making. For example, the rational customers are able to maximize their satisfaction arising from
the consumption as they find the perfect way to spend their limited income. On the other hand,
the bounded rationalists would opt to satisfy themselves rather than to maximize them. They
prefer to apply the “rule of thumb” and they are quite active in the different markets.
The rational decision making has significant differences with the intuitive decisions in a way
that the latter comes into action when the consequences of the words or actions are unknown. For

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example, Robert believes on intuition and applies the same when it comes to firing people from
the organization. He uses the cues, behaviors and body language to take the decisions.
Answer to Question 6
The traditional goal setting is concerned with the setting of the objectives and guide the
team for management decisions. On the other hand, MBO is concerned with setting up of
multiple objectives so that a wide range of organizational activities are covered. In MBO, the
organizational employees are free to pursue the objectives which can be different from the
formal objectives of the organization. The traditional goal setting involves the formulation of
different criteria after there is successful accomplishment of the organizational objectives.
a) Two behavioral leadership theories- The trait theoryemphasizes on the fact that the
leadership characteristics are deeply rooted within the individuals. The contingency
theory of leadership focuses on the fact that the leaders act on the basis of several
situational factors and those are different from the personal traits of the leader. The
manager should utilize a combination of these approaches while making organizational
decisions.
b) University of Michigan- The leadership styles identified the various features of effective
leadership and focused on the aspect of participative leadership.
c) Managerial Grid- This is a leadership model in which the concern for production is
represented in the X-axis and concern for people is shown in the Y-axis. There are seven
different behavioral elements on this model such as initiative, inquiry, advocacy,
decision-making, conflict resolution, critique and resilience.
Answer to Question 7

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The contingency leadership model is concerned about the fact that there is no particular
way to organize a company or to lead a firm. The optimal course of action is dependent on the
different external as well as internal situations. A contingent leader is said to be applying their
individual leadership style as per the current situation demands. There are three concepts
regarding the contingency leadership model such as-
 Leader member relationship- This is usually high if the leader is being respected and
accepted in the organization.
 Degree of task structure- When the task is extremely structured, then this aspect is quite
high.
 Position power of leaders- If the leaders have sufficient authority, then the leader has
high position and has high position power.
On the other hand, the behavioral theory of leadership analyzes the various attributes of the
leaders. They focus on the psychological aspects of the leaders and their behavior that they
display in diverse situations.
Answer to Question 8
The transactional leadership emphasizes on the organization, supervision and
performance in which the leaders are said to be promoting compliance through the use of
punishments and rewards. This leadership approach encourages the leaders to give attention to
the work of the followers so that they can find any deviations from expected performance
standards. The benefits of transactional leadership are that it enhances the motivation level of the
employees and increase their productive levels. It also fosters a structure which is concise, clear
and have shorter achievable goals.

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This kind of leadership is significantly different from the transformational leadership
style as far as the change aspect is concerned. The transactional leaders tend to be constant over a
period of time and they do not change themselves often like the transformational leaders. In
transactional leadership, the employees achieve objectives by rewards or punishments while in
transformational style, the employees achieve objectives through greater moral values.
Answer to Question 9
The motivation theories can be segregated into two broad categories namely content
theories of motivation and process theories of motivation. The content theory of motivation
outlines the different pre-requisites of motivating a person. The Maslow Hierarchy of Needs
specifies that there are five levels of needs which are essential for motivating a person. They are
social needs, physiological needs, safety needs, esteem needs and the self-actualization needs.
There is another theory known as two factor theories, in which it is presumed that the individual
motivation level depends on two factors namely motivation and hygiene factors.
The process based theories are different from content theories as they outline the various
behavioral attributes of the person in fulfilling their requirements. The reinforcement theory
emphasizes on the fact that the rewarding consequences are likely to be repeated. The
expectancy theory focuses that the motivation level depends on the type of rewards that are
sought and the probability of receiving the rewards.
Answer to Question 10
Maslow Hierarchy of Needs is one of the most popular motivational theory which has
five layers based on the human needs. People tend to achieve specific needs and once that level
is fulfilled, they move on to the next level. It is imperative that one should satisfy the lower level

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needs which starts from physiological needs and ends at the self-actualization level. The
physiological needs are concerned with the basic biological needs of the humans such as food,
air, shelter, sex and warmth. Once this need is satisfied people try to move on to the next level,
which is the safety needs. This type of need is concerned with the protection from several
parameters such as security, elements, stability and law. The next level is concerned with the
love and belongingness which concerns the intimacy, friendship, acceptance and trust. The next
level of the esteem needs is concerned with the achievement, mastery and status of the persons.
The ultimate level is concerned with the self-actualization needs in which there is realization of
the personal potential and the self-fulfillment.
The managers should try to use this hierarchy of needs to satisfy the needs of the
employees so that there can be significant increase in their output. This would help them to fulfill
the organizational goals in a better way.
Answer to Question 11
The equity theory is based on the fact that the individuals are often motivated by varying
degrees of fairness and they instantly get demotivated if they find that they are not treated
equally as others. The level of perception of equity by an individual is directly proportional to
the level of motivation. If the individuals find that their referent groups are given more favor,
then they try to adjust their input in such a manner that it is equivalent to the perceived levels of
equity.
In an organizational setting, the managers often face the situation in which their team
members complain of the fact that they are not treated equally. The equity theory can be used by

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the managers in a way so that all the team members are being given equal benefits for being the
part of the same organization.
On the other hand, the expectancy theory holds that the employees have certain
expectations from their workplaces and which is also related to the employee inputs as well as
employee rewards. In this theory, people give more importance to the rewards while in equity
theory, people feel motivated by comparing their received benefits with that of others.
Answer to Question 12
The managers must exercise adequate amount of control in order to achieve operational
excellence. The control function of the management is concerned with the feedback as well as
adjustment process. Mangers need to control their employees for greater organizational success.
After the successful implementation of the plans and strategies, it is important to evaluate the
actual effectiveness of them. It is important to set standards in the control function. The
managers engage in the process of establishment of suitable standards for measuring the
performance of the employees. The controls would ensure that the employees get chances of
correcting their performances based on the standards and evaluation. The managers would not be
able to increase the team productivity if they are not controlling their employees. It is important
to not only control employee performance but it is also desirable to control the level of their
alignment to the organizational goals.
Managers should understand the different challenges that would be faced by him and his
team during their functioning in the organization. It is also important to utilize the organizational
resources in a judicious manner which can be brought under notification through the vital

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process of controlling. The control functions ensure that the organizational goals are fulfilled and
also the organization stays ahead of their competitors.
Answer to Question 13
The manager should follow the basic four steps of the managerial control process for
ensuring greater organizational effectiveness-
 Setting up of control parameters- The managers should try to set up standards or level of
achievement for the employees so that they can be evaluated later. Walmart fixes the
standards of performance for each department and makes clear the responsibility of each
person.
 Measurement of the performance- Walmart measures the actual performance of the
employees with the desired parameters during their performance appraisals. The
qualitative performances are being assessed with the help of parameters such as employee
morale, human relations and others.
 Comparison of the standard and actual performance- Walmart takes active steps in
comparing the actual performances of the employees with the pre-determined standards.
The managers give attention to the deviations and they determine if its allowable or
within the prescribed limits.
 Implementing corrective actions- Walmart understand that taking corrective actions is
needed for improving the quality of the human resources. The managers take initiatives
of introducing positive techniques whereby they are being able to rectify the current
mistakes in the system.
Answer to Question 14

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There are different kinds of organizational control that are being implemented. The
feedback controlsarefocused on the review of the information so as to determine if the
demonstrated performance is able to meet the pre-determined standards. For example, an
organization that strives to make adequate profit over a period of time need to monitor their
profits regularly (say monthly or quarterly basis). If there is an increase in 2 percent profit over a
period of four months, then the company can assume that they are on track.
The concurrent controls are said to be monitoring the current activities of the employees
so that it can be ensured that they meet their performance standards. For example, if an
organization works hard for getting ISO accreditation, then it needs to monitor the performance
of the employees constantly, which can be done by this method.
The feedforward controls are said to have prevented deviations in the standards prior to
their occurring. For example, the organizations prevent the underperformance of the employees
by providing them adequate training so that they can enhance their skills and prove beneficial for
the organizations.
Answer to Question 15
The departmentalization can be defined as the act of dividing the organization into
several individual compartments or units, which would be able to perform different tasks as per
their specialization. These are excellent ways of structuring the organizations, which can be
found in both public as well as private organizations. The departmentalization can bedone in
following ways-

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 Functional Departmentalization- This kind of organization is done on the basis of the
respective functions performed by the departments such as sales and marketing,
production, human resources and accounting.
 Geographic Departmentalization- This kind of grouping is done on the basis of
geographical locations. This kind of grouping is observed in multinational companies
who have their offices all around the world.
 Product Departmentalization- In this, departmentalization is done on the basis of various
product lines and different activities such as production, development, sales marketing
and distribution.
Answer to Question 16
The centralization of authority is concerned with the fact that the power of decision
making as well as ability to take decisions rests on the top management only. The power of
authority lies in the hands of the apex level executives only. The centralized organization has
systematic as well as consistent reservation of the authority. It is true that the decision-making
power is slow and there is inadequate control of the employees over the organization. This is
because of the fact that the entire powers rest with the top management or board of trustees. For
example, Apple Inc has centralized business operations and this is fostered by the high level of
competition. The company has low product diversification and all the decisions are being taken
by senior management only.
On the other hand, the decentralization is concerned with the dissemination of authority
to middle level management and sometimes the low-level management. In this type of
organizations, the management is open and free as there are multiple sharing of responsibilities.
There is the presence of multiple persons who are responsible for the decision-making activities.

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For example, the large departmental stores such as John Lewis have this kind of organizational
structures in which decision-making activities takes place at the lower levels of management or
at the local levels.
Answer to Question 17
The mechanistic organization is based on the centralized and formal network. This kind
of structure is easy for maintenance and they can operate well in a certain environment. In this
organizational structure, the authority reflects in a particular hierarchy style in which the top
managers are able to make the majority of decisions. The subordinates are usually expected to
follow management’s direction and they are not allowed to question their rationale. For example,
Apollo International Hospital has a mechanistic organizational structure
On the other hand, an organic organization structure is used in places where there are
dynamic and unstable environments. These kinds of organizations should be able to gather,
process as well as disseminate the different kinds of information very quickly. There is fast
distribution of knowledge which results in an enhanced ability to respond to changes and
redefine the tasks that allow employees to take up multiple tasks in a certain period of time. This
kind of organization is often involved in joint specialization, in which the employees work
together and coordinate the various tasks belonging to a large project. The decision making
activity in such an organization is usually decentralized. For example, Coca Cola has an organic
organizational structure.

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Answer to Question 18
Omnipotent view of management: The managers have a conventional view that they
possess virtually limitless control over an organization and their objectives, functions and
operations. Thus, they believe they are alone responsible for all the achievements and downfalls
of the organizations. This is what is meant by omnipotent view of management. Inside this view,
the quality of the management and the managers are the deciding factors of the quality of the
management. The organizational goals are influenced by the performance of the managers. Some
example of this view is found in coaches, group leaders, faculties and supervisors.
Symbolic view of management: Inside this view, the managers have just a partial
influence on the functional organizational consequences. This view is even given consideration
due to the existence of a number of factors that are not in the control of the managers. Inside this
view, the quality of the management and the managers are not the deciding factors of the quality
of the management.The organizational goals are not influenced by the performance of the
managers. The external factors limit and influence the capability of the managers in influencing
the outcomes. Some example of this view is seen in the economy, among customers,
governmental policies and so on.
Answer to Question 19
Specific environment of an organization is the section of the whole business that is
applied directly to an organization that is either achieving their goals or on the verge of
achievement. An organization’s specific environment is made up of components, among which
four would be discussed here. Organizations have the capability of monitoring consumer needs
by means of identification of customer problems subsequent to their occurrence or by
anticipation of problems prior to their occurrence. In many situations, managers often undervalue

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their competitors or they do a bad job of the identification of potential competitor as they have a
tendency of focusing only on well-known competitors. Purchasers and providers are very
dependent on one another, which at times leads to opportunistic attitude, in which situation either
the provider or the purchaser profit at the cost of the other. Businesses are affected by regulatory
agencies as they create rules and then enforce them. It is not possible for advocacy groups to
control organizational practices. On the other hand, with the help of public communications,
product boycotts, and media advocacy companies are tried to be convinced of changing their
practices.
Answer to Question 20
Inside the general environment of an organization, there is included events and trends that
influence all the organizations. The political elements includes aspects like tax policies,
government stability, and variations in tariffs and trade restrictions. Economic elements factors
like inflation rates, interest rates, unemployment rates, gross domestic products, disposable
income rates and the generic rise and fall of the economy. Social element is comprised of trends
like demographics (age, population, size, ethnic mix) and cultural trends (attitudes in the
direction of consumer activism and obesity). Technological elements like alteration in rate of
new product development, advancement in service industry delivery and increase in automation.
Changes in these factors can either be a benefit or a threat to any business. Environmental factors
contain elements like natural disasters, changing weather patterns and manmade disasters. Legal
factors contain laws that include issues like health and safety, employment, antitrust and
discrimination. Court decisions and the updated federal and state laws have forced on additional
greater political/legal accountabilities on businesses. The most effective way of managing legal

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responsibilities is educating the managers and employees regarding laws and regulations and
possible lawsuits that might influence the business.
Answer to Question 21
As said by Friedman, “The only social responsibility of business is to maximize profits”,
it can be understood that the sole purpose of existence for businesses is to exist and distribute
quality products and services to the society and after that create economic value that
consequently generates profits for stakeholders. Managers are in control of maximizing the
revenue generation for shareholders, obligation of the employment contract as agents for the
stakeholders of the firm, the principals. For the classical management corporations have no wish
of looking beyond maximizing profit, only with exception of the profit benefit activity. In other
words, the main objective of business is profit gaining, while ethical custom and corporate social
responsibility are deemed secondary.
Inside the socioeconomic view of social responsibility, it is considered that social
responsibility of the management of any organization goes beyond gaining profits for including
protection and improvement of society’s wellbeing. The four basic aspects of corporate social
responsibilities are economic, ethical, legal and philanthropic. These elements can be connected
to corporate social processes like stakeholder management,environmental assessment, and
conflict management. There exists a positive relationship between corporate social responsibility,
which includes both policies and practices, and corporate financial performance.
Answer to Question 22
Corporate social responsibility, also stated as CSR, is the embracing of responsibilities
for the actions of an organization and encouragement of a constructive influence through their

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activities on the employees, consumers, stakeholders, communities, and the environment. There
are some evidences that connect CSR practices to business performance, but some organizations
point in the direction of the non-fiscal profits of their efforts. Some CSR proponents argue that
socially responsible actions could positively influence the organization by managing
environmental risks with avoidance of harmful accidents, helping employee recruitment and
retention, and creating brand differentiation for achievement of greater customer loyalty. On the
other hand, Milton Friedman and some other old-fashioned critics have contended against CSR,
saying that it is the purpose of businesses to maximize returns to their shareholders, with no
responsibilities of the society as a whole. A part of the arguments put forward by critics state that
managers must not choose social causes on the behalf of a different owner set. Instead, CSR
opponents are of the view that businesses help society in the best way by distribution of benefits
and earnings to owners, who then have the option of partaking in charitable donations or even
take up other socially responsible activities as they see fit.
Answer to Question 23
Organizations have always faced issues regarding the environment, with managers
responding in a no-win way. However, today, a new general wisdom has rose that promises the
definitive resolution of economic and environmental concerns. In this modern world, both the
organization and the business can win. No longer is being green a cost of doing business, it has
now become a catalyst for innovation, wealth creation and new market opportunity. No longer is
going green a fad for archaeologically eco-conscious organizations. Every organization today
must think about minimizing their influence on the environment. It should not just be a business
decision that is founded on lowering costs or avoiding fines. It must also be a customer service
and promotional issue. Organizations can switch to post-consumer waste (PCW) paper, paper

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products and packaging. Employment of natural, biodegradable cleaners can reduce exposure to
harsh chemicals and toxins. Offices can be powered with alternative energy sources, like green
power that is generated from renewable energy sources. Using public transportation, driving any
alternative fuel or hybrid automobiles can reduce the carbon footprint of the business and
highlight environmental commitment. Pacific Gas and Electric is one such organization that have
committed to this cause and installed energy efficient heating, lighting and cooling systems.
Answer to Question 24
Ethics is a branch of philosophy that is committed to seeking to address the issues that are
related to the notions of what is right and wrong. Sometimes it is also referred to as moral
philosophy and can also be widely separated into four subject areas: meta-ethics, descriptive
ethics, normative ethics and applied ethics.
Ethical conduct at workplace is affected by several factors, which are widely discussed
below:
Individual factors: Several individual factors influence a person’s ethical behaviour at the
workplace like values, morals, knowledge, personal goals, and personality.
Social factors: Three main social factors that influences ethical behaviour are cultural norms,
friends and family, and the internet.
Organizational factors: Organizations too affect the way a manager or an employee behaves in
the workplace. One major source of organizational influence is the range of commitment that the
organizational leaders shows towards ethical conduct.
External environmental factors: governmental laws and regulations also influence the ethical
behaviour of an employee. It is the thought process that if the law states something as wrong then

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it is wrong, if stated right then it is right. However, these factors must be rejected as legal and
moral are two different things.
Answer to Question 25
Ethics and ethical behaviors focus on individual businesses and corporate social
responsibility considers all the businesses together. One view of ethics, utilitarian, is utilized
when the goals of a business if to increase their profit. This view of ethics pushes managers
towards the producing of more and more opportunities for workers to toil harder so that the end
result comes out constructive for most of the people. The justice view of ethics is related to the
way people involved with any business or organization is treated. The business must follow all
the legal regulations. This would count in the treatment of everyone as equals as the view thinks
everyone is equal at the end. This view is also connected with the different forms of
discrimination like sexism and racism. It frequently happens that people get unfair treatment just
because of their race, color or gender, which is considered extremely unethical. Child labor is
another unethical issue. It happens all across the world, especially in developed and big
producing countries like Russia and China.
Answer to Question 26
Taking into consideration the case situation, it can be very well understood that Jonathon
is an autocratic leader. He makes his own decisions and imposes them on his team. He believes
he is the best person to take any decision and others must follow suit. He displays a need of
being in control of all the situations. His form of leading is important and suitable under certain
conditions, like in emergencies or critical projects. However, he fails in nurturing his team
members or get the best results from them, even if they are motivated and capable. Cynthia, on
the other hand, follows the moral approach to leadership. She is a believer of making the world a

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better place, treating people with care and consideration, alongside caring for the environment
and being true to and acting considerately towards the vision of the organization. Her form of
leadership is different from Jonathan’s and she has no aspiration of being just followed, she aims
to serve. Instead of just displaying her skills, she believes in displaying and developing the
capacities of other employees too. She displays personal integrity, motivating power,
persuasiveness and trustworthiness.
Comparing both the forms of leadership displayed by Jonathan and Cynthia, it can be
very well understood that the leadership approach displayed by Cynthia is more effective and
humane. Her interactive approach might not be the chosen method of many, but Jonathon’s high-
handed behaviour does not do the work always. Moral leadership is all about capabilities and
skills. These kinds of leaders are aware of how to manage themselves, how to manage and
control their ego and act with rectitude and nobility. These types of leaders are often visionary
and possess the capacity to affect personal change. They even possess a developed sense of
emotional attachment and intelligence and help develop the major social skills. As displayed in
Cynthia, they are capable of facing obstacles and have very good aptitude in consulting people to
do better. Moral leaders help create consensus navigating diversity and establishing unity in the
team. It is a must that effective leaders can be trusted and must be a good example. In such
situations morality helps a lot. Cynthia understands that she is in the leadership position and that
she has to be prepared for the public gaze. Whatever move she makes, whatever she says, she is
responsible for her team and of the overall performance of the organization.
Answer to Question 27
As discussed in the case study, it can be seen that Sara’s input level has gone down in the
past two months, worrying Bruce as to what went wrong. To make Bruce understand the

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situation the best motivational theory or concept that can be referred to is John Stacey Adams'
equity theory. This theory is useful in explaining why alone pay and conditions cannot decide
motivation of an employee. It even helps understand why providing one person with promotion
or appraisal is demotivating to others. People feel motivated to work if they are treated fairly or
advantageously. The same people can feel disaffection and demotivation if they face unfair
treatment. Employees look for maintaining equity among the inputs that are brought to the job by
them and the results that they acquire from it in opposition to the perceived inputs and outcomes
of others. What equity theory helps in understanding is that fair treatment is valued by people as
it helps them be motivated for keeping the fairness consistent inside the relationships of their
colleagues and the company. This theory also adds a vital additional outlook of contrast with
referent others.
To help Bruce in bringing back the motivation in Sara, Bruce must refer to
Herzberg'sMotivation-Hygiene Theory. This concept states that specific characteristics of any
job is constantly associated with job satisfaction, while the rest are associated with job
dissatisfaction. For Bruce to use this theory and bring in job satisfaction and motivation for Sara,
he must follow some steps in accordance with the theory. To get rid of Sara’s dissatisfaction,
Bruce needs to first offer active, helpful and non-intrusive supervision. He then needs to provide
support to Sara in terms of respect and dignity and show her that her contribution is important.
Even though she has not received any promotion, she must be provided with meaningful work
that is not monotonous. As this decision has brought in a feeling of dissatisfaction and insecurity,
job security is needed. Sara needs to be given opportunities for accomplishment. Her
contributions need recognition to boost her confidence. Her work roles must be rewarding and
matching her skills and capacities. She needs assurance that she would get opportunities for

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advancing in the organization by means of internal promotions. She can even be provided with
training and development opportunities so that her chances of pursuing higher positions in the
company increases.