OB in the news: Gender bias in the workplace paper

timer Asked: Mar 11th, 2019
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Question Description

Please use APA FORMAT. see attached example papers that had good grades and follow the format. Please make sure that scholarly sources are being used (around 3 sources are fine.) Primary Source needs to use the Likert Scale (from 1 to 10...).

Here is the article you will be using: https://www.forbes.com/sites/stephaniesarkis/2019/...

The point of this 3+ page assignment is to see how well you can apply the concepts from the class to a particular topic in current events.

  • Show how it relates to the goal of this course: getting work done with and through people/technology.
  • Show me that you have mastered the substance of the article.POINTS WILL BE GIVEN BY SELECTING AN ORIGINAL ARTICLE NOT LIKELY TO BE SPOTTED BY OTHERS.
  • Show me that you are taking the article as a STARTING POINT do to primary and secondary research using the research tools we teach in this course. Your research might confirm or disconfirm the article.Show me that you know how NOT to accept what you are told at face value.Show me you know how to form your own opinions and how to gather your own evidence.You get higher points for integrating primary and secondary research.In other words, whether you agree or disagree with the article is not that important to me.What is important is HOW you got the evidence to justify you agreement or disagreement.
  • What theory or theories are behind the article?A theory is “if……., then…….”And it leads to prediction of the future.
  • Based on what you learned in this assignment, what you might DO OR SAY MONDAY MORNING AT 8:30AM in some organization situation?It is OK to say that you would do nothing Monday morning at 8:30AM.Justify the decision on the basis of the article and your primary/secondary research.
  • English spelling, grammar, and punctuation will be graded. Follow guidelines outlined below in Submission Format for Written Work.
  • Structure: (1) title of OB in the news and how it relates to the objectives of the course (2) secondary research to confirm/question the ideas of the news story (3) primary research using a Likert Scale to confirm/question the ideas. (4) Monday Morning at 8:30: What you DO or SAY as a result of what you learned?

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G Love this! I’m proud of you, G. A --Larry ORGB in the News #2 Entrepreneur: A Look at How the Corporate World in Japan is Paying Employees to get a Good Night's Sleep For my second OB in the news submission, I chose an article from the Entrepreneur magazine titled, A Look at How the Corporate World in Japan is Paying Employees to get a Good Night’s Sleep. In this article, Komal Nathani discusses a new concept, implemented by a Japanese wedding organizer startup called Crazy Inc, which consists of remunerating employees who sleep six hours a night for at least five days a week. This links directly into the main objective of this course which is getting work done with and through other people. Excellent overview. Japan has always been known for its intensive work culture which leads to sleep deprivation and hits the productivity of its employees. Throughout this paper, I will tie the article and concepts learned in the coursework, more specifically to compensation and benefits as diagnostics of corporate culture. We will see how these tools motivate employees and strengthen a company’s culture considered as an important determinant of an organization’s strategy. Crazy Inc, which is co-founded by Kazuhiko Moriyama, is the first wedding planning company in Japan. They believe that weddings are ceremonies that have enough power to change a couple’s life, an experience that has to be unforgettable and extraordinary to both the guests and the wedded. To achieve this goal, Crazy Inc has a full-time creative team consisting of 80 staff that work four to five months on a single wedding project. They organize the wedding from the gown to the food and decoration of the ceremony. Some customers consult Crazy, Inc one year before their big day, so you can imagine the hard work employees have to go through to meet the customers’ expectations. The article mentions that “Japan is the second most sleep-deprived country in the world. The […] economic losses up to $138 billion a year, which is 2.92 percent of its GDP. […] Sleep deprivation is also linked to a higher mortality risk and lower productivity of employees at work, which results in a significant amount of working days being lost each year.” The awful work culture in Japan is affecting the productivity of workers and to avoid this, Kazuhiko Moriyama, improved Crazy Inc’s performance management systems, which is defined as how people are hired, compensated and educated to do their jobs. He did it by applying a new concept to its company: paying employees for sleeping at least six hours a day, five days a week. Employees who achieve this are given points used to buy food in the company cafeteria worth as much as 64,000 yen ($570) annually. Crazy, Inc tracks its employees’ snooze through a sleep analysis application called Airweave Inc. Employees simply download the app on their phones, leave it next to them and the sleep data is recorded. The company also encourages exercising, healthy diets, child support, vacation days and a positive work environment. The compensation system is a great tool to diagnose corporate culture, and Moriyama is using it as an employee motivation which correlates with a happier and healthier culture and hence an improved productivity. The right culture allows a leader to become a “Good Leader” and Crazy Inc’s CEO is the perfect example because he understands his employees and helps them find a way to become better at their job. Crazy Inc is using its distinctive culture to create a unique competitive advantage from other Japanese organizations and, as seen in class, if done well it turns customers into fans and employees into advocates. Imagine being paid for sleeping, who wouldn’t love that? Many theories can be concluded from the article as well as from research such as “If employees aren’t productive enough because of a lack of sleep, then the corporate culture is critically affected” or “If a company compensates or offers benefits to its employees, then they feel motivation and happiness which boosts the company’s culture”. As Professor Stybel mentioned in class, we should never believe everything that is said and heard. Primary and secondary research are the best tools to justify an information. For my secondary research, I looked at several articles on news.gooogle.com and used different ones to find evidence on the working force situation in the country. According to Fuji Ryoki, a health-products maker in Japan, “More than 92% of Japanese over the age of 20 say that they aren’t getting enough sleep” (Bloomberg, 2018). Japan is known for its ‘death by overwork’ culture that they even baptized ‘Karōshi’. The main medical reasons for this type of death are heart attacks, stroke, stress and starvation diet (BBC, 2017). A quarter of companies admitted that their employees were working more than 80 hours of overtime per week (CBS News, 2017), which explains the extreme fatigue workers experience. Japanese companies are tied to a culture that they overlook especially because it does not appear on their balance sheet. They worry so much about the external performance of the organization, that they don’t invest enough in the corporate culture which is the core to a stable organizational behavior. Additionally, I looked at another article titled Want a Better Culture? Set Compensation Strategy Accordingly, on PayScale, a website that provides information about salary, benefits, and compensation. It reinforced the idea that compensation and culture of an organization are linked. The article claims that “57 percent of organizations agree that compensation is becoming more important to their executives” and mentions that “companies put their mission statement or their values in writing on the wall. However, it typically matters more to employees that organizations live their values than that they proudly display them”. We visited this concept in class with the Pregnant Women exercise where many companies advertise the benefits for pregnant employees offered, but few actually implement them. Nice tie in with what we have done in class! After reading these articles, it confirmed that employees don’t experience intrinsic rewards, in harsh working cultures which as seen in class, happen when a worker is performing for his/her own satisfaction. They rather experience fatigue and a vicious rhythm of life. The horrible work environment Japanese employees go through shows that Crazy Inc is wisely using compensation and benefits as a tool to motivate its employees and bump the organizational culture. It is time for more companies in Japan to take initiative and change this awful culture which, as Prof. Stybel constantly mentions, eats strategy for breakfast. Yes! As a primary research, I contacted my cousin, who worked in a Japanese startup in Tokyo called Mercari. This application makes it easier for customers to buy or sell anything from fashion to toys they own. During her time there, I remember her telling me how horrible the work environment was, but I never understood why. So, I decided to reach out to her and see if there is a common organizational problem between Mercari and Crazy Inc. I proposed the following Likert Question “On a scale of 0 to 10 how important is employee compensation to the productivity and the culture of a company?” to which she answered 10. Here’s what she explained: At first, she thought that being part of a startup would be an amazing experience in which she would be able to work with a team of young people, hang out with them and balance work life and fun with her colleagues. A few weeks later, she was very disappointed by slowly realizing that employees were like robots, they worked, worked and never stopped! It was important for them to excel in their tasks and give as much of their time and effort as possible. This was mainly to satisfy the boss who was very strict on the different errands he demanded. I linked this idea to the competing values framework, in which we would put Mercari in the hierarchy section of the diagram. Nice tie in Everything is under control and needs to be done right. My cousin added that employees would even eat at their desk every day instead of going outside to get some new air to refresh. At 7 P.M the lights in the office were still on and the majority of chairs were still full. The environment was depressing, employees were always exhausted and never enthusiastic. There was no communication nor collaboration between them. Mercari almost never organized events to strengthen employees’ relationships. The startup didn’t have a strong compensation system. No benefits. This unmotivating environment affected her performance a lot. She mentioned that she could have given more of her aptitudes to the company, but nothing motivated her. Her position was interesting, and she could have learned a lot from it. This reminded me of when Prof Stybel mentioned “the right job in the wrong culture guarantees misery” and I asked her to keep that in mind when looking for her future internship/job and highlighted how culture is one of the most important assets of a company. I also added that she really needs to do a good research because what the company’s website says is not always true. My cousin felt that something was missing in this startup to transform Mercari into a happy place, but she wasn’t sure what it was. Fortunately, she had a friend with her working in Mercari too, and they both wanted to discuss with the CEO to change this miserable ambiance. As young interns, they didn’t know what to propose to him because they couldn’t really understand the origin of this depressed place and what really needed to change here. Again, I introduced to her another fact seen in the coursework: a culture is hard to copy and change. Once there, it is very challenging to modify it in any way. Today, her friend got a full-time job at Mercari and when we contacted her, she told us that the culture and work environment has changed since their internship. What motivated the employees mostly was the benefits and compensation they received. The company cut down the overtime hours to 90 minutes, offered many benefits like fitness and paid vacation to the employees. I would agree with the fact that compensation and benefits are definitely great ways to motivate employees and create a better culture. The initiative can be as original as Crazy Inc’s way. Finally, to stay innovative, on Monday morning at 8:30 A.M. I would continue to constantly look for processes to motivate employees and give them the opportunity to socialize between each other. One would be building FIKAs to turn workers into chum. Ok that is specific. I would create an algorithm where every Friday three people are picked randomly to go for lunch or coffee break together. This encourages bonding between the employees. I would organize yearly retreats to help them escape from their routine. On Monday Morning meetings I would ask the team to bring in items such as for example, a childhood object that still affects them today or that hides an anecdote about the person to share with colleagues. All of these behavioral initiatives would create a great work environment and culture which would improve productivity and happiness amongst the workers. In conclusion, healthy people lead healthy businesses. By investing in your employees’ emotional wellbeing, you will not only be guaranteed a nutritious, happy and motivated workforce but also an advanced business performance, culture, and economic growth. As seen in the coursework: congruence between an individual’s values and the organization’s values are associated with organizational culture, commitment, job satisfaction, low intention to quit and this has to always be considered when looking at organizational behavior. Works Cited Nathani, K. (2018, October 22). A Look at How the Corporate World in Japan is Paying Employees to get a Good Night's Sleep. Retrieved from https://www.entrepreneur.com/article/322098 Diaz, A. (2017, April 16). Grueling work hours trigger a spike in suicides by Japanese employees. Retrieved from https://www.cbsnews.com/news/karoshi-japan-rise-suicide-employees-overtimehours-work/ Lane, E. (2017, June 02). The young Japanese working themselves to death. Retrieved from https://www.bbc.com/news/business-39981997 Nathani, K. (2018, October 22). A Look at How the Corporate World in Japan is Paying Employees to get a Good Night's Sleep. Retrieved from https://www.entrepreneur.com/article/322098 The Company That Pays Its Employees to Get a Full Night's Sleep. (n.d.). Retrieved from https://www.bloomberg.com/news/articles/2018-10-21/japanese-company-pays-employees-toget-a-full-night-s-sleep Want a Better Culture? Set Compensation Strategy Accordingly. (2017, September 28). Retrieved from https://www.payscale.com/compensation-today/2017/02/want-better-culture-compensation MUCH improved!!! The ONLY weak section was Monday Morning at 8:00. This could have been an A paper. The rest of it was very, very strong. B --Larry Organizational Behavior in the News Part II State Police Got Many Warnings on Payroll Abuse. And They Did Nothing The article I chose to use as the basis for my research was titled State Police Got Many Warnings on Payroll Abuse. And They Did Nothing written by Kay Lazar and Matt Rocheleau, published in The Boston Globe. They focused on the recent but ongoing sandals and corruption plaguing the Massachusetts State Police related to falsified overtime, embezzlement, sick day abuse, missing payroll records, and altering detail start times. These issues were not contained to one Troop but all six Massachusetts State Police (MSP) barracks. This issue is of interest to me as I am a Massachusetts resident and tax payer, and therefore am both directly and indirectly affected by these scandals. Additionally, this is interesting because the corporate culture, or in this case organizational culture, that allows for these problems to arise and then go unnoticed, get covered up, or be allowed entirely, affects not just one Troop of the MSP but each Troop, all with different employees, leadership, and geographical locations. It is an amazing ongoing case on corporate culture and how the right factors can lead to and allow corruption, stealing, and more within a business or organization. This is directly related to many of the cores of our course including corporate culture, compensation, business ethics, and leadership. Good overview, Kevin. Xiaoding Liu did a study on corporate culture and corporate misconduct in the Journal of Financial Economics. His study was designed to find empirical and tangible evidence related to the connection between corporate culture and the actual acts of corporate misconduct, including fraud, backdating, earnings manipulation, and opportunistic insider trading. Liu found that companies who had cultures and leaders more open to corruption had direct correlations to increased corporate misconduct (Liu, 2016). Although not very surprising, Liu’s goal was to prove this hypothesis through empirical evidence which he was able to do. For example, he found that “the effects [of the study] are also economically significant: a one standard deviation increase in a firm’s corruption culture is associated with an increase in the likelihood of corporate misconduct by about 2–7%” (Liu, 2016). This data shows not only that corporate culture and misconduct are related, but that the level of acceptance of corruption actually affects how much misconduct is present. Nice research. What this tells me, is that as corruption is more widely known about and allowed, the original perpetrators may commit more acts of misconduct, and more importantly, those that were not perpetrators now may be. Excellent point. When Rudi Gulliani was major of New York City he went on a big campaign to arrest people who were writing gaffitti on the subway. The New York Times asked if this is the most important think to do for a wave of crime and fear in the City? Graffitti???? Turns out Gulliani was right. He set the bar: we will come down strong on you if you write on the subway wall. By setting a clear standard it had an impact on ALL crime in the city. All of this information tied together paints a good picture as to why these issues of misconduct are happening in the MSP. With a culture and leadership that allows so much misconduct, according to Liu’s research it makes sense as to why we are seeing misconduct in all 6 barracks, and why we continue to see more and more scandals appear. Similar to Liu’s research, Felicity Fallon and Barry Cooper wrote a case titled Corporate Culture and Greed – The Case of the Australian Wheat Board. In this case, the focused on the Australian Wheat Board (AWB) which was involved in a kickback scheme with the Hussien regime in Iraq in the early 2000’s. Fallon and Cooper sought to find out how corporate culture can lead to greed and corruption. To do so, they first used Edgar Schein’s framework for determining and analyzing corporate culture. Through this, they found that there was a culture of dishonesty and corruption at AWD during the time of their kickbacks. Fallon and Cooper argue that the culture was a great contributor to the kickback scandal. Looking at this case, along with Liu’s research and the ongoing actions at the MSP, it is hard to do anything but agree. A corporate culture that allows for dishonesty and misconduct will breed more dishonesty and misconduct. The only caveat to this point could have to do with the number of people involved in the misconduct. Maybe a culture of allowing corruption just makes it easier for them to get caught, as employees are less careful. While cultures that frown upon misconduct might not be in the spotlight because no one – internally or externally – is looking for the potential misconduct. Although unlikely to be the majority of the cases, these scenarios could skew the results of what we think we know. Looking to support or refute this research I conducted my own primary research with two Leichardt (Likert) syle questions. The first question I asked participants was “On a scale of 1-10, how likely would you be in future professional endeavors to manipulate your timesheet to get paid more than what you are actually working?” The second question was “On a scale of 110, how likely would you be in future professional endeavors to manipulate your timesheet to get paid more than what you are actually working if you know 25% of your colleagues are doing the same?” I asked these two questions to 27 Northeastern students. For the first question, about 81% of the participants responded with a 5 or less, meaning they were not likely to manipulate timesheets. However, for the second question, the same participants said that only about 52% of them would be at a 5 or lower. 13 of the respondents said they would be between a 6-10, compared to only 5 after the first question. Very interesting. Very good questions! This backs up the prior research as it shows that significantly more people are willing to engage in misconduct if they know there are other people doing it. A culture that allows room for corruption will lead to more and more misconduct. The takeaways from this are hard to put into actions. Corporate culture is just that – a culture – it is ingrained in the organization and the people that make it up. There is no way to change it overnight. What that means for me on Monday at 8:00am, is starting with the short term. Creating new rules that would lead to severe penalties for corruption related misconduct that benefits the individual employee or hurts the standing of the firm as a whole. Additionally, I would create rewards for whistleblowers who are able to repor ...
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Gender Bias Impacts Communication and leadership
For my OB article, I chose the article “Gender Bias Impacts Communication and
leadership” by Stephanie Sarkis. The article talks about some of the discriminative experiences
that women encounter in the workplace. Gender bias continues to be common in the workplace
with the society chaining each gender with specific roles, responsibilities, and how they ought to
carry themselves. Sarkis asserts that few organizations have women holding executive positions
in most companies. The author mentions that Gender stereotypes lead to men in the workplace
being deemed as "competitive" and "independent," while women in the workplace are deemed as
cooperative.” The sentiments depict a clear margin between males and females in terms of
treatment. In a changing environment where diversity has been accredited to contribute to the
success of an organization significantly, companies need to consider hiring women for leadership
roles and executive positions.
I find the article to be interesting because, in as much as there are campaigns all over
calling for inclusion and diversity, a majority of the organizations have ignored the aspect of
women holding leadership roles. The society still upholds men as being more superior and with
better leadership qualities. Some duties are associated with men because of the belief that only
men can be able to handle such jobs; or m...

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awesome work thanks

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