Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
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•Impression management
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•Deception
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•Emotional labor
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•Communication of expectations
Proactive Tactics
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•Deinition: focused on achieving immediate objectives by convincing
targets to go along with requests
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•Types
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• Rational Persuasion
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• Apprising
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• Inspirational appeals
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• Consultation
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• Collaboration
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• Ingratiation
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• Personal appeals
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• Exchange
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• Coalition tactics
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• Legitimating tactics
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• Pressure
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•Legitimating and pressure tactics are more likely to be abused.
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
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•Rational persuasion, consultation, collaboration, inspirational
appeal pose less danger
Impression Management
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•Deinition: how people try to control the images others have of them
through their behaviors
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•Organizations act as stages
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•Impression management categories
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•Acquisitive: attempts to be seen in a positive light
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•Protective: attempts to avoid looking bad
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•Direct (straightforward eforts to create a desirable image)
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•Indirect (shape image through association with positive events
and people)
Impression Management
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•Ethical issues
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•Less qualiied people get ahead
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•Manipulation
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•Deceit
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
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•Beneicial impression management
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•Serves the organization
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•Accurate
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•Consider impact on co-workers
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•Targets base decisions on objective criteria
Deception
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•Deinition: knowingly trying to mislead others
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•Liars: (a) aware that the information is false, (b) knowingly deliver a
message, with (c) the intent to mislead someone else.
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•Causes of lying: sel-interest and role conlict
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•Almost universally condemned but exceptions exist
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•Principle of veracity: the burden of proof is upon those who lie
Reduce the frequency of deception
Reduce role conlicts
Reward integrity
Make honesty a key organizational value
Emotional Labor
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
•
•Deinition: a form of impression management done for pay with
outsiders
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•Frequently used by frontline service workers
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•Can express negative as well as positive emotions
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•Ethical Issues
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•Emotions are now “owned” by the organization
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•Conlict between authentic selves and rules
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•Dissonance of expressing to display emotions that aren’t felt
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•Intrusive “scripts”
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•Surface acting: disconnect between feelings and emotional
expressions which is stressful
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•Deep acting: workers embrace their roles which reduces stress
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•Reduce the damage done by emotional labor by matching employees
with positions (which reduces surface acting),, allowing for the freedom
of emotional expression and providing support
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•As outsiders, respond tactfully but honestly to emotional displays
Communication of Expectations
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•We live up to expectations others place on us (the Pygmalion Efect)
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
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•The Pygmalion Efect has the strongest impact on disadvantaged
groups, those unsure of their abilities and men
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•Golem efect: negative expectations that lower performance
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•Channels for communicating expectations
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•Verbal persuasion
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•Climate—social and emotional atmosphere
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•Input—number and type of assignments
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•Output—more opportunities to speak up
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•Feedback—receiving more feedback from supervisors
Communication of Expectations
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•Ethical Issues
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•Deception (communicating misleading expectations)
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•Separation by ability (communicating high expectations to only
some employees)
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•Ethical alternatives
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•Communicate high expectations to everyone in the organization
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•Communicate high expectations in interactions with peers and
followers
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
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•Insulate yourself from the negative expectations of leader