errata 2024

modules/m70631/index.cnxml

@@ -54,7 +54,7 @@
 <item>What strategies can we use to keep the support of the supporters?</item>
 <item>What strategies can we use to neutralize or win over the resisters?</item>
 </list>
-<para id="fs-idm252895280">Based on this approach, an organization’s leaders and officers inform, involve, obtain feedback from, and influence each of their stakeholders with regard to strategy, issues, or opportunities the organization pursues. The Coca-Cola Company uses an ongoing stakeholder approach that is described on this site: <emphasis effect="bold">http://www.coca-colacompany.com/stories/stakeholder-engagement</emphasis>.</para>
+<para id="fs-idm252895280">Based on this approach, an organization’s leaders and officers inform, involve, obtain feedback from, and influence each of their stakeholders with regard to strategy, issues, or opportunities the organization pursues. The Coca-Cola Company uses an ongoing stakeholder approach that is described on this site: <emphasis effect="bold">https://www.coca-colacompany.com/policies-and-practices/transparency</emphasis>.</para>
 <para id="fs-idm260935568">Had BP followed this approach in 2010, the now largest oil spill and rig explosion crisis in the history of such operations that occurred in the Gulf of Mexico, killing 11 workers and damaging over 600 square miles of land and sea, might have been prevented. It appeared that the leadership and culture at BP had been lax and out of touch with its stakeholders—and stockholders. As a consequence, the machinery and equipment were dated and not optimally functioning. One consequence is that employees, workers, communities, and the public may not have suffered that crisis and the continuing after effects.</para>
 <para id="fs-idm260252080">CSR and stakeholder management have demonstrated benefits to firms’ reputations and profitability.<cite target-id="ch05rfin-63" id="cite-00016"><note class="reference" display="inline" id="ch05rfin-63">Falck, O. and S. Heblich, “. (2007). Corporate Social Responsibility: Doing Well By Doing Good, Business Horizons 50 (2007): 247–254.</note></cite> The relationship of an organization’s ethics and social responsibility to its performance concerns both managers and organization scholars. Studies have shown a positive relationship between ethical and socially responsible behavior and financial results. For example, one study of the financial performance of large U.S. corporations that are considered “best corporate citizens” found that they have both superior reputations and superior financial performance.<cite target-id="ch05rfin-64" id="cite-00017"><note class="reference" display="inline" id="ch05rfin-64">Curtis C. Verschoor and Elizabeth A. Murphy, “The Financial Performance of Large U.S. Firms and Those with Global Prominence: How Do the Best Corporate Citizen Rate?” Business and Society Review 107, no. 2 (Fall 2002), 371–381.</note></cite> Similarly, Governance Metrics International, an independent corporate governance ratings agency, found that the stocks of companies run on more selfless principles perform better than those run in a self-serving manner. Top-ranked companies such as Pfizer, Johnson Controls, and Sunoco also outperformed lower-ranking firms on measures such as return on assets, return on investment, and return on capital.<cite target-id="ch05rfin-65" id="cite-00018"><note class="reference" display="inline" id="ch05rfin-65">Dvorak, P. (2007). Theory &amp; Practice: Finding the Best Measure of ‘Corporate Citizenship, The Wall Street Journal, July 2, B3 ; and Greening, D. and D.Turban. (2000). Corporate Social Performance as a Competitive Advantage in Attracting a Quality Workforce, Business and Society 39, no. 3, September, 254.</note></cite></para>
 <note id="fs-idm236924240" class="concept-check">

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@@ -36,7 +36,7 @@
 <para id="fs-idm365112544">When considering how to assess the need for change in an organization, it can be helpful to think of three dimensions: the scope of change, the level of change, and the intentionality of change.</para>
 <para id="fs-idm380734688">The first, the <term id="term-00006">scope of change</term> refers to the degree to which the required change will disrupt current patterns and routines. <term id="term-00007">Incremental change</term> refers to small refinements in current organizational practices or routines that do not challenge, but rather build on or improve, existing aspects and practices within the organization. Common incremental change practices are LEAN and Six Sigma, which are used to find relatively small changes that can generate greater efficiencies in a process. An organization can improve its product-line efficiencies by identifying small discrepancies in process, then fixing them in a systematic way. Incremental change does not typically challenge people to be at the edge of their comfort zone.<cite target-id="ch09rfin-6" id="cite-00003"><note class="reference" display="inline" id="ch09rfin-6">Setter, Craig Joseph and The Council for Six Sigma Certification, <emphasis effect="italics">Six Sigma: A Complete Step-by-Step Guide</emphasis>, The Council for Six Sigma Certification, 2018.</note></cite></para>
 <para id="fs-idm380707136">In contrast, <term id="term-00008">transformational change</term> refers to significant shifts in an organizational system that may cause significant disruption to some underlying aspect of the organization, its processes, or structures. Transformational change can be invigorating for some employees, but also highly disruptive and stressful for others. Examples of transformational change include large systems changes and organizational restructuring. Culture change often requires transformational change to be successful.<cite target-id="ch09rfin-7" id="cite-00004"><note class="reference" display="inline" id="ch09rfin-7">Eisenbach, R., Watson, K., and Pillai, R., “Transformational Leadership in the Context of Organizational Change”, <emphasis effect="italics">Journal of Organizational Change Management</emphasis>, 12, 1999, pp. 80-89. </note></cite></para>
-<para id="fs-idm374245456">Finally, a <term id="term-00009">strategic change</term> is a change, either incremental or transformational, that helps align an organization’s operations with its strategic mission and objectives. This kind of change is necessary for an organization to achieve the focus it needs to make needed transfer missions and work it does feel to stay competitive in the current or larger organization, larger market environment, or societal environment.</para>
+<para id="fs-idm374245456">Finally, a <term id="term-00009">strategic change</term> is a change, either incremental or transformational, that helps align an organization’s operations with its strategic mission and objectives. This kind of change is necessary for an organization to achieve the focus it needs to make needed transfer missions and work to stay competitive in the current or larger organization, larger market environment, or societal environment.</para>
 <figure id="ch10fig06" class="scaled-down">
 <title>Uber Eats on bicycle</title>
 <media id="ch10media06" alt="A photo shows the rear view of an Uber Eats’ food delivery driver with a backpack, cycling along a busy Oxford Road in Manchester, England."><image mime-type="image/jpg" src="../../media/Exhibit 10-6-Uber_Eats.jpg"/></media>

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@@ -165,7 +165,7 @@
 <para id="fs-idm378180128">Knowledge @ Wharton. 2016. “How Companies Can Tap Sustainability to Motivate Staff.” http://knowledge.wharton.upenn.edu/article/how-companies-tap-sustainability-to-motivate-staff/</para>
 <para id="fs-idm366747920">Mulvey, Kelsey. 2017. “This company spent two years perfecting gym socks, and it paid off.” <emphasis effect="italics">Business Insider.</emphasis> http://www.businessinsider.com/bombas-athletic-sock-review-2017-1</para>
 <list id="fs-idm363659488" list-type="enumerated">
-<item>Do you think social responsibility to promote sustainable practices? Why or why not?</item>
+<item>Do you think it is a social responsibility to promote sustainable practices? Why or why not?</item>
 <item>Do you think most companies’ CSR programs are essentially PR gimmicks? Why or why not? Give examples.</item>
 </list>
 </note>

modules/m70709/index.cnxml

@@ -216,7 +216,7 @@
 <para id="fs-idm392130704">The control process consists of four steps. In Steps 1 and 2, managers create standards and monitor ongoing organizational behavior. In Step 3, they examine the degree to which ongoing activity is consistent with their goals and means objectives and the relationship between the two. In Step 4, managers develop prescriptions to correct problems, to maintain strengths, and to provide feedback to an organization’s planners.</para>
 <para id="fs-idm392130320">Whereas all control systems have the same general purposes, they differ in their specifics. Some are self-managing cybernetic systems; noncybernetic systems require regular external supervision to be effective. Other variations in control systems include the point at which control activities are applied: before the work has begun (precontrols), while work is in progress (concurrent controls), and after work has been completed (postaction controls). A hybrid control system engages a variety of control activities at many points in time.</para>
 <para id="fs-idm395115168">Although there are variations in control systems, all good systems have characteristics that enable them to work well in a given organization. Managers evaluating a control system might thus gauge its adequacy in providing accurate, timely, objective information to appropriate people in the organization. They also should examine whether the system focuses on the most critical aspects of their organization’s conditions in a feasible, flexible manner that will be accepted by organizational members. Because of the importance of the information it provides, a good control system should also be integrated with planning activities.</para>
-<para id="fs-idm395114784">Any control system can produce both positive and negative effects. If it is well designed, a control system provides needed structure and feedback and facilitates the development and execution of effective goal-setting programs. The result can be a satisfied, motivated, and productive workforce. Inappropriate control systems, however, can cause frustration, dissatisfaction, and poor performance. Being aware of a control system’s potential effects on organization members helps managers capitalize on its positive aspects, reduce the impact of negative effects, and promote workers’ acceptance of the system.</para>
+<para id="fs-idm395114784">Any control system can produce both positive and negative effects. If it is well designed, a control system provides needed structure and feedback, facilitates the development and execution of effective goal setting, reduces ambiguity, and clarifies expectations. Inappropriate control systems, however, can cause frustration, dissatisfaction, and poor performance. Being aware of a control system’s potential effects on organization members helps managers capitalize on its positive aspects, reduce the impact of negative effects, and promote workers’ acceptance of the system.</para>
 <para id="fs-idm409055040">The effort to maintain control is not restricted to managers. All employees have a need for personal control, a need that sometimes conflicts with their organization’s need to maintain control. To achieve effectiveness, managers must balance the control needs of both the organization and its members.</para>
 </section>
  </content>

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@@ -42,7 +42,7 @@
 <media id="ch08media03" alt="A graph plots strictness, central tendency, and leniency as parabolic curves." longdesc="C8-3-longdesc.txt"><image mime-type="image/png" src="../../media/Exhibit 8-3 Examples of Strictness, Central Tendency, and Leniency Errors.png"/></media>
 <caption>(Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license)</caption>
 </figure>
-<para id="fs-idm344017216"><emphasis effect="bold">Strictness or Leniency Error.</emphasis> A related rating problem exists when a supervisor is overly strict or overly lenient in evaluations (see <emphasis effect="bold"><link target-id="ch08fig03" document=""/></emphasis>). In college classrooms, we hear of professors who are “tough graders” or, conversely, “easy A’s.” Similar situations exist in the workplace, where some supervisors see most subordinates as not measuring up to their high standards, whereas other supervisors see most subordinates as deserving of a high rating. As with central tendency error, <term id="term-00005">strictness error</term> and <term id="term-00006">leniency error</term> fail to distinguish adequately between good and bad performers and instead relegate almost everyone to the same or related categories.</para>
+<para id="fs-idm344017216"><emphasis effect="bold">Strictness or Leniency Error.</emphasis> A related rating problem exists when a supervisor is overly strict or overly lenient in evaluations (see <emphasis effect="bold"><link target-id="ch08fig03" document=""/></emphasis>). In college classrooms, we hear of professors who are “tough graders” or, conversely, “easy A’s.” Similar situations exist in the workplace, where some supervisors see most subordinates as not measuring up to their high standards, whereas other supervisors see most subordinates as deserving of a high rating. However, one cannot be overly strict and overly lenient at the same time or to the same person. Thus, while you can only be one side of the spectrum, what impacts whether one is overly strict or lenient could be based on the situation or the individual being graded. As with central tendency error, <term id="term-00005">strictness error</term> and <term id="term-00006">leniency error</term> fail to distinguish adequately between good and bad performers and instead relegate almost everyone to the same or related categories.</para>
 <para id="fs-idm324368112"><emphasis effect="bold">Halo Effect.</emphasis> The <term id="term-00007">halo effect</term> exists where a supervisor assigns the same rating to each factor being evaluated for an individual. For example, an employee rated above average on quantity of performance may also be rated above average on quality of performance, interpersonal competence, attendance, and promotion readiness. In other words, the supervisor cannot effectively differentiate between relatively discrete categories and instead gives a global rating.</para>
 <para id="fs-idm342585728">These types of bias are based on our perceptions of others. The halo effect occurs when managers have an overly positive view of a particular employee. This can impact the objectivity of reviews, with managers consistently giving an employee high ratings and failing to recognize areas for improvement. </para>
 <para id="fs-idm350101440">Whether positive or negative, we also have a natural tendency to confirm our preconceived beliefs about people in the way we interpret or recall performance, which is known as confirmatory bias.</para>
@@ -85,7 +85,7 @@
 <definition id="fs-idm333777056"><term>Halo effect</term>
 <meaning id="fs-idm340199424">Results in a supervisor assigning the same rating to each factor being evaluated for an individual.</meaning>
 </definition>
-<definition id="fs-idm344241968"><term>Leniency error</term>
+<definition id="fs-idm344241968"><term>Strictness or Leniency error</term>
 <meaning id="fs-idm339997392">Fails to distinguish adequately between good and bad performers and instead relegates almost everyone to the same or related categories.</meaning>
 </definition>
 <definition id="fs-idm338233248"><term>Performance appraisals</term>
@@ -100,9 +100,6 @@
 <definition id="fs-idm351054704"><term>Validity</term>
 <meaning id="fs-idm348824144">The extent to which an instrument actually measures what it intends to measure.</meaning>
 </definition>
-<definition id="fs-idm342042000"><term>Strictness error</term>
-<meaning id="fs-idm340959584">Fails to distinguish adequately between good and bad performers and instead relegates almost everyone to the same or related categories.</meaning>
-</definition>
 </glossary>
 
 </document>