Chapter 13- Case Incident #1- Blog Post – Delegate Power, or Keep It Close


To: Sam Alexander

Fr: Michaela Wenzlick

Re: Chapter 13- Case Incident #1- Blog Post – Delegate Power, or Keep it Close

Date: April 6, 2016

  1. If you were Samantha Parks, how would you prioritize which projects or parts of projects to delegate?

Though delegating projects out can be difficult. It will help if you prioritize projects by the level of difficulty that the task holds and its level of importance. The importance of knowing your employees and their talents can be quite handy when needed to delegate projects out to them. If one individual is especially creative in an area such as clothing design, while another person may be an expert in the note taking and researching side of business. It is important to know what projects you’re delegating out and to who you are putting in charge of the project. If a certain project ranks of high importance to the company. Samantha may want to oversee that project unless she trusts an employee very well to complete the project at hand. As the summary referenced it does not make sense for a supervisor to spend their time sweating the small stuff while their may be bigger projects of higher importance to focus on.

  1. In explaining what makes her decisions hard, Parks said, “I hire good people, creative people, to run these projects, and I worry that they will see my oversight and authority as interfering with their creative process.” How can she deal with these concerns without giving up too much control?

Samantha Parks should start by clarifying with the employees that she will spend some time checking in with their progress and keeping up to date with how the project is going. As long as she puts a certain amount of trust into her employees, they shouldn’t feel “micromanaged”. The employees should understand that any good CEO will want to be involved and kept up to date in their business. I think that they will come to appreciate any advice that the CEO has to give. Most employees want to see a job well done, just as much as a CEO does. She should not loose any control, while putting trust into her employees and by giving them advice when needed.

  1. Should executives try to control projects to maintain their position of authority? Do they have a right to control projects and keep in the loop on important decisions just so they can remain in charge?

I certainly do not think executives should try to control projects to maintain their position of authority. This makes it very difficult for the employees to even try to complete their job if they cannot be creative within their position or trying to accomplish what they themselves are capable of, (Coming from my own experiences in the workplace.) As an employee, it does not feel good to be micromanaged or to have someone constantly overseeing your work and by constantly, I mean every move you make. It leaves the employee feeling as if their executive has no confidence in their capabilities of completing a task. An executive certainly has a right to keep in the loop on important decisions at all times, but to do so to remain in charge; I do not think that is necessary. As seen on page 413 of out textbook, “Power does not require goal compatibility, merely dependence. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led.” (Robbins, 414) Therefore the employee and the CEO should be on the same page of what the goal really is for the company and how they are going to complete the goal at hand. As a CEO, their goal should not be to seek power in the situation and within the project but to help the employees and the company to accomplish a goal for the entire well being of the company.









CH6:Ethical Dilemma – “Deciding to Cheat”



To: Sam Alexander

Fr: Michaela Wenzlick

Re: Chapter 6, Ethical Dilemma – “Deciding to Cheat”

Date: February 24, 2016

6-16) Do you know classmates who have cheated in school? Have you ever cheated?

Yes, I know many of my fellow classmates through out my educational career who have cheated. The one time I can remember cheating was when I was in 4th grade attending elementary school. I had missed school and my friend offered up her paper for me to write down the answers and I did so, my teacher had confronted me about what I had done and I was extremely embarrassed. After that I realized the risk was not worth the gain. I have also been cheated off of and that is a horrible feeling that people who are not doing their work get away with a good grade, when someone else took the time to complete the work. In high school, I actually switched out of one of my friend’s classes because she would not stop copying my work and I did not know how to tell her no. I think many times cheating is followed up with peer pressure. As the textbook shares, risk aversion is defined as the tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff (Robbins, 181). I myself do not feel the risk is worth the expected payoff, therefore I am certainly not a risk taker. Especially since cheating can either leave you with a zero an exam or getting kicked out of the institution/program as a whole.

6-17) The authors of one study noted that people feel they don’t need to be objective in evaluating potential cheaters when there are disclosures of unethical behavior. Do you agree? Why or why not?

As for one study authors have noted on being objective to “potential cheaters”; potential meaning “could happen” but has not happened yet. Since potentially the person has not cheated yet, we should not be evaluating them on an act that they haven’t performed yet. That would be assuming the worst. Which would fall under the self-full filling prophecy defined as “a situation in which person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception.” (Robbins, pg.173) Expectations become reality (173). Therefore, if you expect the worst, don’t be surprised to get the worst.

Unethical behavior can be defined as “an action that falls outside of what is considered morally right or proper for a person, a profession or an industry. Individuals can behave unethically, as can businesses, professionals and politicians” ( Cheating is considered an unethical behavior.

6-18) Do you think that if we admitted it to ourselves when we cheated, we would be less likely to cheat in the future? Why or why not?

I think that it really depends on the individual. Each individual is different in personality, gender, mental ability, and cultural differences which can all take place in how one perceives between what is ethical and unethical. One person’s morals may differ from another person’s morals. As for myself, confessing that I have cheated has made it so I will not cheat again because it violates my moral standards. As for others, I can not say how it would affect them if they admitted to cheating. I also cannot say how their judgements and biases such as overconfidence bias, anchoring bias, confirmation bias, availability bias, escalation of commitment, randomness error, risk aversion, and hindsight bias come in to play while rationalizing their own decisions. There are people out there that are risk takers and do not mind staying with a decision even when there is clear evidence that it is wrong which refers to Escalation of Commitment (Robbins, 180) and there are many people who would prefer to stick with the safe route than go with the riskier outcome referring to risk aversion.

Chapter3 Ethical Dilemma- Bounty Hunters

Q1:  If you had reason to believe someone was lying about an absence from work, do you think it would be appropriate to investigate?

Only under certain circumstances, I believe it would be appropriate to investigate an individual who has been absent multiple times after calling in sick each time. Before hiring an outside party to investigate what an employee is really up to on their sick days. I think it would be best to check in on them when they return back from their sick leave. Ask them if they are feeling better and than point out to them they have missed an excessive amount of work. Hopefully at that point the employee will let you know how they are really feeling about their job, since they are choosing to express their feelings by neglecting the work environment.

As an employer, they want to earn revenue not lose revenue and it can be costly at times for an employer to always have an employee taking sick leave.  An employer also should know if an employee is overusing their sick days due to dissatisfaction with there job. If an employer is aware of why an employee is neglecting work they can try to prevent future absenteeism and turnover.

Q2:  If excessive absenteeism is a real problem in an organization, are there alternatives to surveillance?  If so, what are they, and do they have any limitations of their own?

Excessive absenteeism can be avoided by enhancing employee engagement; “engaged employees have a passion for their work and feel a deep connection to their company” (Organizational Behavior, PG 77). Employee engagement can be enhanced by keeping in touch with their employees and asking them if they feel their work is important and meaningful. Further involvement can be shown by providing employees with resources to expand their learning and skills by taking a variety of classes and training in other areas. This can be helpful and fulfilling for both the employer and the employee, creating a well rounded skill full employees.Organizational support can also be enhanced to further show your employees that you care about both their working environment and there at home life. If an employee has an emergency, the employer shall be forgiving and ask if there is anything they can do for them to help.

The employees who follow the policies standards should be rewarded with a choice of converting their sick days into a leave of there choice. Also an additional amount of days should be granted to employees for a leave of their choice to better enhance job satisfaction. Some times we just need a day to down wind from life’s stresses, this can be an example of Perceived Organizational Support as seen on page 76 of our textbook. “Research shows that people perceive their organization as supportive when rewards are deemed fair, when employees have a voice in decisions, and when they see their supervisors as supportive.” (76)


Chapter 1- Ethical Dilemma- Jekyll and Hyde

  1. What starting salary will you give Gabriel? What salary represents the minimum offer you would accept? If these two numbers are different, why? Does giving Gabriel a different number than your “internal” number violate Jekyll Corporations transparent culture? Why or Why not?

Initially, it is hard to say what number I would be willing to give Gabriel right away. A few important factors that usually appear in job descriptions include the duties that the job applicant would be performing on a day to day basis. The case study does share that the job responsibilities are appealing and interesting. But the actual duties to be performed are an essential part of a job and I believe are important for determining the job positions wage rate. Another factor that comes into play is how much job experience I have and what my degree field is. These two factors depend on if I have had years of experience in the field of work. I will most likely feel that my rate of pay should be a bit higher than if I had little experience. Also depending on the number of years I had studied in the field; the text does not share whether I earned an associates degree, a bachelor’s degree, or a master’s degree. Depending on my education background that would also have an effect on my salary.

Since I am being offered a position right out of college I think the best way to make a decision would be to look at the going salaries for individuals obtaining a position after they graduated. After reading the article, Here’s What the Average Grad Makes Right Out of College I would most likely present Gabriel with a salary of 49,000 annually, since that is the average salary of business majors as of 2015.

I do not believe that giving Gabriel a different number than your “internal” number would violate Jekyll Corporation’s transparent culture. As a job applicant I should have the right to explore my desires and make choices about what it would take to join the Jekyll Corporation. If I were to lie about my salary from past jobs or provide an outrageously unrealistic wage, then the Jekyll Corporation may feel that I have violated their transparent culture.

“Here’s What the Average Grad Makes Right Out of College.” Time. Time, n.d. Web. 20 Jan. 2016. <;.


  1. Assume you’ve received another offer, this one from Hyde associates. Like the Jekyll job, this position is on your chosen career path and in the consumer products industry. Assume, however that you’ve read in the news that “Hyde Associates has been criticized for unsustainable manufacturing practices that may be harmful to the environment. It has further been criticized for unfair trade practices and for employing underage children.” Would that change whether you’d be willing to take the job? Why or Why not?

I would not take the job with Hyde Associates. It is clear that Hyde Associates does not hold high moral values. Especially since they were criticized on the news “for unsustainable manufacturing practices that may be harmful to the environment” as well as “criticized for unfair trade practices and for employing underage children”.

Our textbook states, “Companies that promote a strong ethical mission, encourage employees to behave with integrity, and provide strong ethical leadership can influence employee decisions to behave ethically.” (Robbins,23) Managers are to create an ethical environment for his or her employees, where they can perform their work productively. From the following information, Hyde Associates is not allowing an ethical environment for their employees to work in certainty of what is right and what is wrong. If management of the business is performing unethical acts than most likely the employees will act unethically as well. Every employee deserves the right to work in a pleasant working environment where there is no question between right and wrong. As employees we want to work for a business that we can be proud of and take ownership in our work; that being said I would not be proud to say I worked for Hyde Associates.




Hi everybody! My name is Michaela Wenzlick. I am 21 years old, born and raised in North Pole, Alaska. I am a junior majoring in Business Administration. I have worked in the food/service industry as a Barista for 4 years. I have also worked for my grandparents who own a construction business in town and I am continuing to work for them as I go to school. At the time, I am being trained up in the office. When I finish my degree, I would like to pursue a career in Human Resources. I really enjoy the legal side of business but I also like the accounting side of it as well.