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MGHC02-无代写
时间：2024-03-06
MGHC02 Weekly Course: Week 6
UTSC 导师：Chelsea Wang
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MGHC02
Management Skills
Agenda:
1. 讲解 Mock Interview Feedback 绩效反馈的作业
2. Class 7阅读（1）Mechanisms of Dishonesty 不诚信的影响机制
3. Class 7 阅读（2）Ethical leadership 伦理型领导力
4. 复习 Class 6 Crisis Management 的课堂知识点
编写人：Chelsea
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作业提醒
Component Assignment Percent Due Date
Class Activities 17%
Quiz No.1 2%
Class 2 前一天
Quiz No.2 2% Class 7
Mini Case(s):
In-Class Group work
6% To be determined
Quiz No.3 2%
Class 10 前一天
Peer Review 5%
（和小组展示的日期相
关）
Course Assignment
83%
Self-Awareness Paper:
2 strengths and 2
weaknesses
20%
Reading Week放假前
February 16th
Mock Interview
Feedback Assignment
10% March 8th
Group Presentation:
Stress or Crisis
Management
20% Class 7 - 12
Written Exam 33% To be determined
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作业：MOCK INTERVIEW FEEDBACK
Due: March 8th, Friday
总占比：10%
作业内容
1. Evaluation Form: 25 / 100
2. Performance Review: 45 / 100
3. Reflection and Analysis: 30 / 100
具体要求：
1. Evaluation form (25/100)： 每个视频都要打分
Video Mock Interview Feedback: Winter 2024 (office.com)
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2. Written performance review （45/100）
• 最长一页，字体最小 12 号，单倍行距，1inch 上下左右边距
• 读者：一名 coop 学生 （视频里面选一个学生即可）
• 格式：
o Name: 你的姓名
o Job title: Canadian Marketing Manager
o Student name: xxx
o Company address: 捏造一个
o 正文
• 正文内容
o Statement of whether or not you would hire the candidate
告知这个 coop 学生作为 hiring manager，你是否会聘用 ta
o Explain your qualitative ratings using behavioral examples taken
from the video
根据你在 evaluation form 里面的评分，解释 coop 学生有哪些做的好
的地方，有哪些做得不好的地方。无论是好的不好的，都要有实际的例
子。
o Provide ideas for improvement
针对做得不好的地方，提出改进意见。
o Recommendation for next steps and why
给出指导性意见（重新申请？or 准备好了再申请？）
• 作业的评分标准
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举例（请勿照抄）
Interview Feedback
Hiring Manager Name: Chelsea Wang
Hiring Manager Job Title: Canadian Marketing Manager
Company Address: 1700 Elgin Mills Rd East, Richmond Hill, ON L4S 0B2
Job Applicant: Nina Thompson
To Nina,
（Statement of whether or not you would hire the candidate）
After careful consideration, I’d like to offer you this position of Marketing
Support Associate. The decision was made after a detailed evaluation of your
interview performance, including your verbal communication and non-verbal
behaviours.
（Explain your qualitative ratings using behavioral examples taken from the
video）
You received the highest ratings on whether you spoke clearly when
answering questions, whether you spoke at an appropriate pace, whether you
were dress professionally, gestured professionally or sat professionally . Your
voice quality was clear throughout the interview, your tone was calm and
steady, your pace was consistent and appropriate, and you smiled when you
answered each question, which showed that you are a confident person.
When answering the question about marketing strategies, you used
professional vocabulary such as search engine optimization and social media
campaigns, helping me as an interviewer to comprehend your approach. You
dressed yourself appropriately with suit and tie , showing that you were well -
prepared.
I also agree that you mastered the STAR method in explaining your relevant
skillsets and capabilities. When being asked about your previous teamwork
experiences and how you handled conflicting priorities, you gave me an
example of a school project where you acted as a team lead, the challenges
it brought, the necessary actions, and what you learned from that project.
This example perfectly depicted you as a collaborative and decisive leader.
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I strongly agree that you concluded the interview appropriately. You showed
me that you were interested in this job opportunity as you asked me
questions at the end. You also came across as polite and appreciative, which
is very important as a Marketing Support Associate who needs to build
connections with various stakeholders.
I gave you a relatively low rating on whether you answered each question
within an appropriate time frame because for the last two question you spent
around 5 minutes each to complete your answer. You spent too much time
detailing what the team achieved other than focusing on what you did in the
process. Thus, your area of improvement is time management in interviews.
Even though time management is important in professional setting, I still
decided to hire you because of your potential of improvement in future.
(Provide ideas for improvement)
I’d recommend using timers to time yourself when you prepare for future
interviews, and limit responses to each question to 3 minutes. It’s also
beneficial to prepare some stories for behavioral questions using STAR
method ahead of time where you spend most of the time explaining the tasks
and actions, instead of the situation or results. Rehearsals with your friends
or families for their feedback on your performance can be very helpful too.
According to research, awareness of one’s problem is fundamental for
changes, and willingness for feedback is an important aspect of individual
readiness for change.
(Recommendation for next steps and why)
(Incorporate research)
For next step in the process, I’ll reach out to the HR team to create an offer
for you, and we will onboard you in the next two weeks.
如果是拒绝聘用：
1. 希望你再次申请，在面试中有所改进，有机会可以顺利得到 offer
2. 希望你花时间提升自己的能力，在未来再申请
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3. Reflection and Analysis （30/100）
• 格式：最长 3 页，字体最小 12 号，单倍行距，1inch 上下左右边距，
Reference 用 APA 格式
• 评分标准：
1) How did the readings by Canon and Witherspoon (2005) and Silverman
et al. (2005) influence the way in which you wrote the letter to inform
the candidate of the decision?
知识点：
Canon & Witherspoon (2005) Actionable feedback: Unlocking the power
of learning and performance improvement
- How to produce actional feedback?
- Cognitive & emotional dynamics that impact feedback giver and
receiver
- 5 Principles of flawed feedback
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Silverman et al. (2005) When employees at work don’t get it: a model
or enhancing individual employee change in response to performance
feedback
- Causes of feedback gap
2) How do you think you might use the theory and research to guide your
own acceptance of criticism related to your evaluation skills?
知识点：Individual Change Model from Silverman et al. (2005)
- Individual precursors: awareness, sense of necessity, confronting
change, willingness for feedback, development orientation
3) Gorbatov and Lane (2018) suggest that managers can make feedback
a good investment. Choose two points from this section of the article
and discuss how you made your feedback effective to the student in
your letter.
知识点：
Gorbatov and Lane (2018) Is HR Missing the Point on Performance
Feedback?
- How to design a good performance feedback system?
o Create an approach that links feedback to the business
strategy or company philosophy
o Ensure your system focuses on performance first,
development second
o Ensure leaders focus on both the what and the how
o Ensure that feedback is both specific and generic
o Aim for structure, consistency, frequency, and immediacy
o Add context and perspective
o Remove noise 移除噪音
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CLASS 7 阅读 (1): MECHANISMS OF DISHONESTY 不诚信的影响机制
文献：Dishonesty in Everyday Life And Its Policy Implications
作者：Nina Mazar & Dan Ariely（2006, American Marketing Association）
重点：
• What are the drivers of dishonesty?
• How to restrict dishonesty? i.e. policy implications
重要结论：
(1) The decision of dishonesty is impacted by both external and internal reward
mechanisms. 不诚实的决定是受到外在和内在奖励机制影响的。
(2) Measures focus on external reward mechanisms are not sufficient. We should
activate internal reward mechanisms. 影响外在奖励机制的做法并不足够。我们还
需要激活内在奖励机制。
文献具体内容：
(1) Economic Theories of Dishonesty -> External Reward Mechanism
• 经济人假设 Homo Economicus: Rational, selfish human being who is interested
only in maximizing his or her own payoffs.
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• 成本和收益的衡量 Cost-benefit trade-off: External incentives/benefits (e.g. $, 升
职) v.s. External costs (e.g. 罚款 fine，失业)
o Incentives, benefits, rewards 都一样意思，可以换着用！
• 经济理论对制止不诚信的举措的影响和启发 Implication of this view of the decision
of dishonesty:
o Efforts to limit dishonesty have assumed that only ways to make progress are
restricted to the External benefits & External costs.
o The emphasis is on the police force and magnitude (重大性) of punishment to
manipulate External costs.
举例：腐败行为是一种不诚实行为，从古至今政治系统的分权在一定程度上是减少了
external incentives; 再加上纪检部门的监督，和惩罚的严重性，腐败行为能够得到一
定程度的限制。可是，这样的举措的效果往往有限。
(2) Psychological Theories of Dishonesty->Internal Reward Mechanism（良心
的谴责）
• 对经济人假设的补充：People not only care about their own payoffs, they care
about others too.
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• 内部奖励系统 People feel good about complying with internalized social norms
and values (i.e. “superego” 超级自尊心 – 我是一个好人？坏人？)
(3) Interactions between External and Internal Reward Mechanism
1) Below a certain level of dishonesty, the internal reward mechanism may not
be activated, thus, will not influence behaviour.
当不诚实的程度比较小(不会被发现的、对他人影响微乎其微的)，良心不会激
活。有时候，人都没意识到自己不诚实。
比如：路上捡到的 10块钱揣自己口袋里。
2) Beyond the activation threshold, the internal reward mechanism is activated,
and it will override the sensitivity to external rewards.
当不诚实的程度变大(有可能会被发现、对他人影响较大的), 良心一旦被激活，
可能再多给一些 external reward也无法激励人们去做不诚实的事情。
比如：警察说服罪罚，让他们良心发现，最后回头是岸。
3) When the external rewards become very large, they may override or
deactivate the internal reward mechanism.
当不诚实的收益超级大，良心可能不管用了。（俗话说，“良心被狗吃了”）
比如：黑社会的人不是天生没有良心，而是因为做黑社会给他们的收益太大
了。
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Activation Threshold for Internal Rewards Mechanism? Self-Awareness!
• 自我意识对良心的影响 Self-awareness: attention directed inward that induces
self-evaluation in relation to standards, which increases motivation to align
behaviour and the standard
• 怎么提高 self-awareness来激发 Internal Rewards Mechanism?
比如：Mirror 照镜子, write a story about one-self 写作, read rules 宣读规则, sign
a honor code before exam 签署协议, etc.
(4) Self-Deception 自我欺骗
• Self-deception: more difficult to detect by observers
比如：小明认为自己能力超群 (self-serving bias)
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• 自我欺骗的影响 Implication of Self-Deception: even if people are fully self-aware
(i.e., internal reward mechanism is active) and the net utility of deception is
negative (i.e., costs >> benefits), deception might still exist.
(5) Four Drivers of Dishonesty
1) Relatively higher benefits and lower costs
2) Lack of social norms, which results in a weak internal reward mechanism (俗
话说，素质低)
3) Lack of self-awareness, which primes (v.准备) the activation of the internal
reward mechanism
4) Self-deception
(6) 怎么遏制 Dishonesty？
► When dishonesty is caused by external rewards
o Increase the effectiveness and efficiency of measures to combat
dishonest behaviours
o 惩罚的力度不如惩罚的覆盖面来得有效
► When dishonesty is caused by internal reward mechanism
o Lack of social norms -> Invest in educational efforts and socialization to
increase the strength of the internal reward mechanism
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o Lack of self-awareness -> use contextual cues to increase awareness at
the point of temptation
► When dishonesty is caused by self-deception
o Fighting self-deception is difficult, it requires serious interventions that limit
substantially the freedom and self-determination of people in certain
situations.
往年真题(JOANNA)
You are the CEO of a hospital in Toronto. Now that the vaccines are arriving in Canada,
as the CEO of a hospital you will be receiving requests from employees who want the
vaccine. Many of them aren’t actually front-line workers and don’t need early access to
the vaccine. Based on the studies conducted by Mazar & Ariely (2006), how could you
enhance the employee’s self-awareness and why might this enhance his or her desire
to behave ethically with respect to asking for a vaccine (4 marks)?
SAMPLE ANSWER：
I would use some contextual cues to enhance employee’s self-awareness. I’d send
every employee an email stating that vaccine is currently only available for front line
workers and it’s important for them to get vaccinated first in order to combat COVID.
Also, I’d ask every employee to sign the email to acknowledge that they read and
understand the email.
The reason why self-awareness might restrict unethical behaviour is that self-
awareness activates the internal reward system, directing attention to align behaviours
with social norms. When the internal reward is activated, it will help stop or mitigate
dishonesty.
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CLASS 7 阅读 (2): ETHICAL LEADERSHIP 伦理型领导力
文献：A New Model for Ethical Leadership
作者：Max H. Bazerman（2020, Harvard Business Review）
重点：
• What is ethical leadership?
• How to act ethically as a leader?
重要结论：
Ethical behaviour is to maximize value in the world. To act ethically, leaders should use
deliberate (深思熟虑的) system when making decisions. 伦理型领导是最大化社会效益。
为了成为伦理型领导，领导者需要使用慢思考（深思熟虑）。
文献具体内容：
(1) Utilitarianism 功利主义/效益主义
• Ethical behaviour is the behaviour that maximizes “utility”(i.e. value) in the world.
比如：诚信经营，最大化利用员工的工作能力，最大化谈判双方的利益
补充 - “Utilitarianism”是道德哲学（伦理学）中的一个理论。提倡追求所有人群的
“最大幸福”（Maximum Happiness）和最小化痛苦（Minimum pain）。
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(2) Barriers of Ethical Behaviours
• 有限理性 Bounded rationality: despite bounded rationality, we should strive to be
rational when making ethical decisions.
补充 – “Bounded rationality” is the idea that rationality is limited when individuals
make decisions, and under these limitations, rational individuals will select a
decision that is satisfactory rather than optimal.
• Two modes of decision-making 快思考，慢思考
o System 1: intuitive system: faster, automatic, effortless, emotional. We
make most of decisions through the intuitive system.
o System 2: deliberative system: slower, conscious, effortful, logical. The
deliberative system leads to more-ethical behaviours.
比如：make decisions by comparing options rather than assessing each
individually; veil of ignorance
(3) How to create more value?
• Creating value through trade-offs 权衡利弊: make the biggest pie possible
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• Using time to create value 时间是宝贵的资源: time is a scarce resource, and how
you allocate your time or your employee’s time will determine how much value to
be created
• Integrating your ethical self 全面认识自己: people and organizations might be
ethical in some dimensions and unethical in some, and we should identify
opportunities for improvement.
• Increasing impact as a leader 发挥领导力的影响: establish norms for ethical
behavior; shape the environment with nudges
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往年真题（JOANNA）
You are the CEO of a hospital in Toronto. You decide to teach all hospital employees
about the underlying theories of ethics. You expect that all employees will have a
minimal understanding of Utilitarianism. Briefly explain it in the context of COVID 19 –
i.e., if you are looking at an emergency room full of sick and injured people, provide an
example of a decision that might be based on this philosophy (2 marks).
SAMPLE ANSWER：
Utilitarianism means maximizing value in the world, not only for oneself, or one
organization.
In the context of COVID-19, because medical resources are scarce (e.g. Medical
supplies, equipment, beds, doctors, nurses), if a person is seriously ill and has little
possibility of surviving, the medical team should make the hard call to give medical
resources to some other patients that have higher hope of recovery.
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CLASS 6 课堂知识点: LEADERSHIP IN CRISIS 危机管理
Crisis v.s. Disaster 危机 v.s. 灾难
• “Crisis”: Sensitive environment where leaders must make important decisions
quickly involving threat and/or opportunity with limited information.
• “Disaster”: event under which management procedures must be maintained and
problems coped with under strained conditions, such as natural, industrial, man-
made, socio-technical disasters.
• Disaster is a crisis; crisis may not be a disaster. But sometimes they are used
interchangeably. 危机是一种发生灾难的可能性，灾难是危机不受控制的后果
When & Why disasters occur? (Choo, 2007)
两方面的原因：Structural qualities & Leadership qualities
(1) Structural Qualities （组织、社会等）结构特点/ Informational impairments 信息缺失
lead to disasters
1) Epistemic blind spots 认知盲点
• Warning signals are not noticed or ignored because the information does not fit
existing beliefs, or because there is no frame of reference (理解模式) for the
warnings to be recognized.
举例：地震来临前的征兆被忽视了。当地人民从来没有经历过地震，（1）不相信会
地震（2）没有识别征兆的知识和能力。
2) Risk denial 否认风险的存在
• Warning signals are discounted (不受重视) because of values, norms, and
priorities that influence the evaluation and interpretation of information.
举例：地震的风险被忽视了。当地经常发生小地震，所以人们习以为常，有些人造房
子的时候为了节省成本，不建达标的减震房。
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3) Structural Impediment 结构性妨碍
• Warning signals are recognized but organizational response is hobbled (使跛行)
by structural rules, roles, and differentiation, so that information is incomplete,
and the response is ineffective.
举例：地震的先兆被发现了。但那个地区富人有优先生命权，政府只通知了富人撤
离。
? How to change the structural qualities to mitigate the likelihood of a crisis
developing into a disaster? 怎么样去改变结构特点来避免危机升级为灾难？
o 个人角度
o 团队角度
o 组织角度
1) Individual-level factors: cognitive heuristics (启发) & biases 个人角度
• 为什么会有认知盲点存在？When situations are uncertain, we often use heuristics
to make quick decision, which can contribute to epistemic blind spots
举例：领导者个人不理解即将发生的灾难，做出了错误的决策。
补充 – “heuristic” is a cognitive shortcut that allows us to solve problems, make
judgments and drive decisions quickly.
Prevention – Commit to varied sources of information & objective analysis
多渠道搜集信息&客观分析
• Awareness of our biases and limitations
• Use different frames of reference to look at the problem
• Listen for other perspectives
• Use counterfactual reasoning (反事实思考) to imagine unprobable and unpopular
outcomes
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补充 – “Counterfactual reasoning”: mentally representing what the world would be
like now if things had been different in the past.
2) Team-level factors 团队角度
• Groupthink (人云亦云): close minded; focused on reaching consensus and
sustaining common views.
举例：皇帝的新衣
• Group polarization (群体极化): collectively make decision that is riskier than what
each individual member would make individually.
举例：中国式过马路
Prevention – Commit to varied sources of information & objective analysis
多渠道搜集信息&客观分析
• Assign devil’s advocate 唱反调
• Consider options separately prior to working together
• Encourage candid exchange of ideas and contrary views
• Leader begins as impartial while listening to different opinions
3) Organizational-level factors 组织角度
• Organizational culture 组织文化的对比
o Bureaucratic culture: 官僚主义文化 – 分工明确，团队和团队之间层级分明
有壁垒，信息传递不被鼓励
o Generative information culture: 信息生成性文化 – actively seeks new or
discrepant information, rewards sharing new ideas
• Information dispersion 信息分散度: when units have diverse and non-overlapping
pieces of information, so each group has a partial story, thus it’s difficult to
detect, mitigate and recover from disasters
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举例 – 清朝闭关锁国 v.s. 西汉张骞出使西域；跨国企业的不同人力资源系统
Prevention – Commit to information sharing beyond unit needs
• Increase information redundancy so units have overlapping and common
information 增加信息的重复度
• Ensure responsibility is shared and beyond independent needs of each unit 责任
共担
Characteristics of High Reliability Organization – 5 Information Priorities
低风险的组织有哪些特点
这个知识点可以用于回答 How to prevent crisis from happening?
1. Preoccupied (专注于) with possibility of failure (encourage error reporting,
analyze near misses, resist complacency) 专注可能的失败
2. Recognize the complexity of the world 意识到世界的复杂性
3. Attentive to operations at the front line so can notice anomalies early while
traceable and can be isolated 注意运营一线的情况
4. Develop capabilities to detect, contain, and bounce back from errors – creating
commitment to resilience 培养发现错误、控制错误、从错误中恢复的能力
5. Push decision-making authority to people with most expertise regardless of rank
让最有能力的人做决策
(2) Leadership Qualities 领导力的特点
1) Transformational leadership behaviour: whether leaders can energize the team
to transform 变革型领导力
2) Strategic crisis management skills 战略性的危机管理能力
• Decision making and coordination
• Sensemaking
• Meaning making
常考点
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• Being accountable
• Effective learning
3) Crisis communication plan: 7 elements 是否有一个完备的危机沟通计划
• Situation analysis 情况分析
o What is the crisis? Did it originate in the online world? Will the online
world exacerbate the crisis? 危机是网上来的吗？网络媒体会不会加重
危机？
o How to manage?
▪ Monitor for potential issues 密切关注潜在问题
▪ Advance planning 提前规划
▪ React quickly to limit or avoid impact 真的发生之后，快速反应
• Target audience 目标听众分析
o Current Audience’s characteristics: 现代信息受众的特点
▪ Audience has instant access to information 即时的信息资讯
▪ Fragmented stakeholder 分散的利益相关人群
▪ Anyone invested in the issue can find and mobilize others 人人
都可以发声
▪ No formal filters on information 没有了正式的信息筛选机制
o How to manage?
▪ Response must be clear, fast and honest 回应必须要清楚，快
速，诚实
• Strategic approach 做计划，做风险控制
o Monitor internet traffic 监测流量
o Develop plan for crises 应对策略
o Speed of information traffic 流量的速度
o Closure: internet memory has no limits 互联网的记忆
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• Tactics 宣传的策略
o Information Technology: 2-Way Platform, Search Engine Optimization
• Timing 宣传的时机
o Fast so you don’t lose control of the story
o Policies on social media ready
• Budget 宣传预算: ensure budget for monitoring online forums
• Culture & Social media experts 文化、传媒专家
o Speak to everyone and from all levels – i.e., not just top down formal
communication
Leader’s Holding
定义：Leaders contain and interpret the crisis
• Contain控制: soothe employees’ stress
• Interpret 解读: make sense of the situation
分类：
➔ Institutional holding
1） Culture and structure of organization support employee security &
diversity
2） Immediate responses of the executive is to inform employees on critical
issues
3） Additional efforts to support employees should follow containment &
interpretation on critical issues.
➔ Interpersonal holding
4） Acknowledge distress and difficulty without giving in to powerlessness
5） Give people permission to feel whatever it is that we are feeling
6） Stay curious to consider different ways to understand the circumstances
and imagine our future
考点
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往年真题(JOANNA)
When considering the possibility of having a security breach at Amazon in December of
2020, and thus a crisis:
a) How would you use the 4 of the 5 information priorities of a high reliability
organization to prevent a crisis (in this case a security breach) from happening. Be sure
to give examples that relate to a security breach. (4 marks)
b) Imagine that a breach does occur at Amazon, much business is lost and many
employees must be laid off (they will lose their jobs). Considering the reading by
Petriglieri on Effective Crisis Leadership, how can a leader use interpersonal holding
and institutional holding to help those the employees who will continue working at
Amazon but have lost friends who had to be let go. (4 marks)
SAMPLE ANSWER：
a) Information Priorities:
• Preoccupied with possibility of failure: encourage employees to report any
security breach, and near misses, such as spam emails in their inbox and system
breakdowns.
• Recognize the complexity of the world: teams responsible for information security
will keep an eye on the newest security breach cases all over the world and learn
from them.
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• Attentive to operations at the front line so can notice anomalies early while
traceable and can be isolated: leaders get reports on the security system,
breaches, errors on a weekly basis.
• Develop capabilities to detect, contain, and bounce back from errors – creating
commitment to resilience: hire talents with security knowledge and skills; teams
responsible for information security will have quarterly training sessions on
security breach learning for detection, containment, and the training is updated
with the most advanced and up-to-date breach technologies and approach.
• Push decision-making authority to people with most expertise regardless of rank:
employees with the most expertise on information security will be given strategic
projects on enhancing data security and participate in decision-making.
2) Leader’s holding during crisis
• Institutional holding
o Put policies and procedures in place that reassure people about job
security or fairness of treatment going forward
o Inform employees of critical issues as soon as possible: job security,
salaries, benefits, working conditions
o Support employees on how to do their work, what are the top priorities and
who needs to do what
o Dispel rumors and provide continual support on containment and
interpretation of critical issues
• Interpersonal holding
o Acknowledge employees’ stress and anxiety about their job and future,
reassure them that their job is safe.
o Stay curious to consider different ways to understand the circumstances
and imagine our future
o Give employees permission to feel whatever they are feeling, and provide
counselling services to employees to get through this difficult time
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下节课预告
Class 7: Ethics 课堂知识点
Class 8：Creative Problem Solving 文献内容
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MGHC02
Management Skills
Agenda:
1. 讲解 Mock Interview Feedback 绩效反馈的作业
2. Class 7阅读（1）Mechanisms of Dishonesty 不诚信的影响机制
3. Class 7 阅读（2）Ethical leadership 伦理型领导力
4. 复习 Class 6 Crisis Management 的课堂知识点
编写人：Chelsea
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作业提醒
Component Assignment Percent Due Date
Class Activities 17%
Quiz No.1 2%
Class 2 前一天
Quiz No.2 2% Class 7
Mini Case(s):
In-Class Group work
6% To be determined
Quiz No.3 2%
Class 10 前一天
Peer Review 5%
（和小组展示的日期相
关）
Course Assignment
83%
Self-Awareness Paper:
2 strengths and 2
weaknesses
20%
Reading Week放假前
February 16th
Mock Interview
Feedback Assignment
10% March 8th
Group Presentation:
Stress or Crisis
Management
20% Class 7 - 12
Written Exam 33% To be determined
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作业：MOCK INTERVIEW FEEDBACK
Due: March 8th, Friday
总占比：10%
作业内容
1. Evaluation Form: 25 / 100
2. Performance Review: 45 / 100
3. Reflection and Analysis: 30 / 100
具体要求：
1. Evaluation form (25/100)： 每个视频都要打分
Video Mock Interview Feedback: Winter 2024 (office.com)
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2. Written performance review （45/100）
• 最长一页，字体最小 12 号，单倍行距，1inch 上下左右边距
• 读者：一名 coop 学生 （视频里面选一个学生即可）
• 格式：
o Name: 你的姓名
o Job title: Canadian Marketing Manager
o Student name: xxx
o Company address: 捏造一个
o 正文
• 正文内容
o Statement of whether or not you would hire the candidate
告知这个 coop 学生作为 hiring manager，你是否会聘用 ta
o Explain your qualitative ratings using behavioral examples taken
from the video
根据你在 evaluation form 里面的评分，解释 coop 学生有哪些做的好
的地方，有哪些做得不好的地方。无论是好的不好的，都要有实际的例
子。
o Provide ideas for improvement
针对做得不好的地方，提出改进意见。
o Recommendation for next steps and why
给出指导性意见（重新申请？or 准备好了再申请？）
• 作业的评分标准
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举例（请勿照抄）
Interview Feedback
Hiring Manager Name: Chelsea Wang
Hiring Manager Job Title: Canadian Marketing Manager
Company Address: 1700 Elgin Mills Rd East, Richmond Hill, ON L4S 0B2
Job Applicant: Nina Thompson
To Nina,
（Statement of whether or not you would hire the candidate）
After careful consideration, I’d like to offer you this position of Marketing
Support Associate. The decision was made after a detailed evaluation of your
interview performance, including your verbal communication and non-verbal
behaviours.
（Explain your qualitative ratings using behavioral examples taken from the
video）
You received the highest ratings on whether you spoke clearly when
answering questions, whether you spoke at an appropriate pace, whether you
were dress professionally, gestured professionally or sat professionally . Your
voice quality was clear throughout the interview, your tone was calm and
steady, your pace was consistent and appropriate, and you smiled when you
answered each question, which showed that you are a confident person.
When answering the question about marketing strategies, you used
professional vocabulary such as search engine optimization and social media
campaigns, helping me as an interviewer to comprehend your approach. You
dressed yourself appropriately with suit and tie , showing that you were well -
prepared.
I also agree that you mastered the STAR method in explaining your relevant
skillsets and capabilities. When being asked about your previous teamwork
experiences and how you handled conflicting priorities, you gave me an
example of a school project where you acted as a team lead, the challenges
it brought, the necessary actions, and what you learned from that project.
This example perfectly depicted you as a collaborative and decisive leader.
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I strongly agree that you concluded the interview appropriately. You showed
me that you were interested in this job opportunity as you asked me
questions at the end. You also came across as polite and appreciative, which
is very important as a Marketing Support Associate who needs to build
connections with various stakeholders.
I gave you a relatively low rating on whether you answered each question
within an appropriate time frame because for the last two question you spent
around 5 minutes each to complete your answer. You spent too much time
detailing what the team achieved other than focusing on what you did in the
process. Thus, your area of improvement is time management in interviews.
Even though time management is important in professional setting, I still
decided to hire you because of your potential of improvement in future.
(Provide ideas for improvement)
I’d recommend using timers to time yourself when you prepare for future
interviews, and limit responses to each question to 3 minutes. It’s also
beneficial to prepare some stories for behavioral questions using STAR
method ahead of time where you spend most of the time explaining the tasks
and actions, instead of the situation or results. Rehearsals with your friends
or families for their feedback on your performance can be very helpful too.
According to research, awareness of one’s problem is fundamental for
changes, and willingness for feedback is an important aspect of individual
readiness for change.
(Recommendation for next steps and why)
(Incorporate research)
For next step in the process, I’ll reach out to the HR team to create an offer
for you, and we will onboard you in the next two weeks.
如果是拒绝聘用：
1. 希望你再次申请，在面试中有所改进，有机会可以顺利得到 offer
2. 希望你花时间提升自己的能力，在未来再申请
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3. Reflection and Analysis （30/100）
• 格式：最长 3 页，字体最小 12 号，单倍行距，1inch 上下左右边距，
Reference 用 APA 格式
• 评分标准：
1) How did the readings by Canon and Witherspoon (2005) and Silverman
et al. (2005) influence the way in which you wrote the letter to inform
the candidate of the decision?
知识点：
Canon & Witherspoon (2005) Actionable feedback: Unlocking the power
of learning and performance improvement
- How to produce actional feedback?
- Cognitive & emotional dynamics that impact feedback giver and
receiver
- 5 Principles of flawed feedback
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Silverman et al. (2005) When employees at work don’t get it: a model
or enhancing individual employee change in response to performance
feedback
- Causes of feedback gap
2) How do you think you might use the theory and research to guide your
own acceptance of criticism related to your evaluation skills?
知识点：Individual Change Model from Silverman et al. (2005)
- Individual precursors: awareness, sense of necessity, confronting
change, willingness for feedback, development orientation
3) Gorbatov and Lane (2018) suggest that managers can make feedback
a good investment. Choose two points from this section of the article
and discuss how you made your feedback effective to the student in
your letter.
知识点：
Gorbatov and Lane (2018) Is HR Missing the Point on Performance
Feedback?
- How to design a good performance feedback system?
o Create an approach that links feedback to the business
strategy or company philosophy
o Ensure your system focuses on performance first,
development second
o Ensure leaders focus on both the what and the how
o Ensure that feedback is both specific and generic
o Aim for structure, consistency, frequency, and immediacy
o Add context and perspective
o Remove noise 移除噪音
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CLASS 7 阅读 (1): MECHANISMS OF DISHONESTY 不诚信的影响机制
文献：Dishonesty in Everyday Life And Its Policy Implications
作者：Nina Mazar & Dan Ariely（2006, American Marketing Association）
重点：
• What are the drivers of dishonesty?
• How to restrict dishonesty? i.e. policy implications
重要结论：
(1) The decision of dishonesty is impacted by both external and internal reward
mechanisms. 不诚实的决定是受到外在和内在奖励机制影响的。
(2) Measures focus on external reward mechanisms are not sufficient. We should
activate internal reward mechanisms. 影响外在奖励机制的做法并不足够。我们还
需要激活内在奖励机制。
文献具体内容：
(1) Economic Theories of Dishonesty -> External Reward Mechanism
• 经济人假设 Homo Economicus: Rational, selfish human being who is interested
only in maximizing his or her own payoffs.
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• 成本和收益的衡量 Cost-benefit trade-off: External incentives/benefits (e.g. $, 升
职) v.s. External costs (e.g. 罚款 fine，失业)
o Incentives, benefits, rewards 都一样意思，可以换着用！
• 经济理论对制止不诚信的举措的影响和启发 Implication of this view of the decision
of dishonesty:
o Efforts to limit dishonesty have assumed that only ways to make progress are
restricted to the External benefits & External costs.
o The emphasis is on the police force and magnitude (重大性) of punishment to
manipulate External costs.
举例：腐败行为是一种不诚实行为，从古至今政治系统的分权在一定程度上是减少了
external incentives; 再加上纪检部门的监督，和惩罚的严重性，腐败行为能够得到一
定程度的限制。可是，这样的举措的效果往往有限。
(2) Psychological Theories of Dishonesty->Internal Reward Mechanism（良心
的谴责）
• 对经济人假设的补充：People not only care about their own payoffs, they care
about others too.
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• 内部奖励系统 People feel good about complying with internalized social norms
and values (i.e. “superego” 超级自尊心 – 我是一个好人？坏人？)
(3) Interactions between External and Internal Reward Mechanism
1) Below a certain level of dishonesty, the internal reward mechanism may not
be activated, thus, will not influence behaviour.
当不诚实的程度比较小(不会被发现的、对他人影响微乎其微的)，良心不会激
活。有时候，人都没意识到自己不诚实。
比如：路上捡到的 10块钱揣自己口袋里。
2) Beyond the activation threshold, the internal reward mechanism is activated,
and it will override the sensitivity to external rewards.
当不诚实的程度变大(有可能会被发现、对他人影响较大的), 良心一旦被激活，
可能再多给一些 external reward也无法激励人们去做不诚实的事情。
比如：警察说服罪罚，让他们良心发现，最后回头是岸。
3) When the external rewards become very large, they may override or
deactivate the internal reward mechanism.
当不诚实的收益超级大，良心可能不管用了。（俗话说，“良心被狗吃了”）
比如：黑社会的人不是天生没有良心，而是因为做黑社会给他们的收益太大
了。
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Activation Threshold for Internal Rewards Mechanism? Self-Awareness!
• 自我意识对良心的影响 Self-awareness: attention directed inward that induces
self-evaluation in relation to standards, which increases motivation to align
behaviour and the standard
• 怎么提高 self-awareness来激发 Internal Rewards Mechanism?
比如：Mirror 照镜子, write a story about one-self 写作, read rules 宣读规则, sign
a honor code before exam 签署协议, etc.
(4) Self-Deception 自我欺骗
• Self-deception: more difficult to detect by observers
比如：小明认为自己能力超群 (self-serving bias)
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• 自我欺骗的影响 Implication of Self-Deception: even if people are fully self-aware
(i.e., internal reward mechanism is active) and the net utility of deception is
negative (i.e., costs >> benefits), deception might still exist.
(5) Four Drivers of Dishonesty
1) Relatively higher benefits and lower costs
2) Lack of social norms, which results in a weak internal reward mechanism (俗
话说，素质低)
3) Lack of self-awareness, which primes (v.准备) the activation of the internal
reward mechanism
4) Self-deception
(6) 怎么遏制 Dishonesty？
► When dishonesty is caused by external rewards
o Increase the effectiveness and efficiency of measures to combat
dishonest behaviours
o 惩罚的力度不如惩罚的覆盖面来得有效
► When dishonesty is caused by internal reward mechanism
o Lack of social norms -> Invest in educational efforts and socialization to
increase the strength of the internal reward mechanism
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o Lack of self-awareness -> use contextual cues to increase awareness at
the point of temptation
► When dishonesty is caused by self-deception
o Fighting self-deception is difficult, it requires serious interventions that limit
substantially the freedom and self-determination of people in certain
situations.
往年真题(JOANNA)
You are the CEO of a hospital in Toronto. Now that the vaccines are arriving in Canada,
as the CEO of a hospital you will be receiving requests from employees who want the
vaccine. Many of them aren’t actually front-line workers and don’t need early access to
the vaccine. Based on the studies conducted by Mazar & Ariely (2006), how could you
enhance the employee’s self-awareness and why might this enhance his or her desire
to behave ethically with respect to asking for a vaccine (4 marks)?
SAMPLE ANSWER：
I would use some contextual cues to enhance employee’s self-awareness. I’d send
every employee an email stating that vaccine is currently only available for front line
workers and it’s important for them to get vaccinated first in order to combat COVID.
Also, I’d ask every employee to sign the email to acknowledge that they read and
understand the email.
The reason why self-awareness might restrict unethical behaviour is that self-
awareness activates the internal reward system, directing attention to align behaviours
with social norms. When the internal reward is activated, it will help stop or mitigate
dishonesty.
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CLASS 7 阅读 (2): ETHICAL LEADERSHIP 伦理型领导力
文献：A New Model for Ethical Leadership
作者：Max H. Bazerman（2020, Harvard Business Review）
重点：
• What is ethical leadership?
• How to act ethically as a leader?
重要结论：
Ethical behaviour is to maximize value in the world. To act ethically, leaders should use
deliberate (深思熟虑的) system when making decisions. 伦理型领导是最大化社会效益。
为了成为伦理型领导，领导者需要使用慢思考（深思熟虑）。
文献具体内容：
(1) Utilitarianism 功利主义/效益主义
• Ethical behaviour is the behaviour that maximizes “utility”(i.e. value) in the world.
比如：诚信经营，最大化利用员工的工作能力，最大化谈判双方的利益
补充 - “Utilitarianism”是道德哲学（伦理学）中的一个理论。提倡追求所有人群的
“最大幸福”（Maximum Happiness）和最小化痛苦（Minimum pain）。
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(2) Barriers of Ethical Behaviours
• 有限理性 Bounded rationality: despite bounded rationality, we should strive to be
rational when making ethical decisions.
补充 – “Bounded rationality” is the idea that rationality is limited when individuals
make decisions, and under these limitations, rational individuals will select a
decision that is satisfactory rather than optimal.
• Two modes of decision-making 快思考，慢思考
o System 1: intuitive system: faster, automatic, effortless, emotional. We
make most of decisions through the intuitive system.
o System 2: deliberative system: slower, conscious, effortful, logical. The
deliberative system leads to more-ethical behaviours.
比如：make decisions by comparing options rather than assessing each
individually; veil of ignorance
(3) How to create more value?
• Creating value through trade-offs 权衡利弊: make the biggest pie possible
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• Using time to create value 时间是宝贵的资源: time is a scarce resource, and how
you allocate your time or your employee’s time will determine how much value to
be created
• Integrating your ethical self 全面认识自己: people and organizations might be
ethical in some dimensions and unethical in some, and we should identify
opportunities for improvement.
• Increasing impact as a leader 发挥领导力的影响: establish norms for ethical
behavior; shape the environment with nudges
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往年真题（JOANNA）
You are the CEO of a hospital in Toronto. You decide to teach all hospital employees
about the underlying theories of ethics. You expect that all employees will have a
minimal understanding of Utilitarianism. Briefly explain it in the context of COVID 19 –
i.e., if you are looking at an emergency room full of sick and injured people, provide an
example of a decision that might be based on this philosophy (2 marks).
SAMPLE ANSWER：
Utilitarianism means maximizing value in the world, not only for oneself, or one
organization.
In the context of COVID-19, because medical resources are scarce (e.g. Medical
supplies, equipment, beds, doctors, nurses), if a person is seriously ill and has little
possibility of surviving, the medical team should make the hard call to give medical
resources to some other patients that have higher hope of recovery.
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CLASS 6 课堂知识点: LEADERSHIP IN CRISIS 危机管理
Crisis v.s. Disaster 危机 v.s. 灾难
• “Crisis”: Sensitive environment where leaders must make important decisions
quickly involving threat and/or opportunity with limited information.
• “Disaster”: event under which management procedures must be maintained and
problems coped with under strained conditions, such as natural, industrial, man-
made, socio-technical disasters.
• Disaster is a crisis; crisis may not be a disaster. But sometimes they are used
interchangeably. 危机是一种发生灾难的可能性，灾难是危机不受控制的后果
When & Why disasters occur? (Choo, 2007)
两方面的原因：Structural qualities & Leadership qualities
(1) Structural Qualities （组织、社会等）结构特点/ Informational impairments 信息缺失
lead to disasters
1) Epistemic blind spots 认知盲点
• Warning signals are not noticed or ignored because the information does not fit
existing beliefs, or because there is no frame of reference (理解模式) for the
warnings to be recognized.
举例：地震来临前的征兆被忽视了。当地人民从来没有经历过地震，（1）不相信会
地震（2）没有识别征兆的知识和能力。
2) Risk denial 否认风险的存在
• Warning signals are discounted (不受重视) because of values, norms, and
priorities that influence the evaluation and interpretation of information.
举例：地震的风险被忽视了。当地经常发生小地震，所以人们习以为常，有些人造房
子的时候为了节省成本，不建达标的减震房。
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3) Structural Impediment 结构性妨碍
• Warning signals are recognized but organizational response is hobbled (使跛行)
by structural rules, roles, and differentiation, so that information is incomplete,
and the response is ineffective.
举例：地震的先兆被发现了。但那个地区富人有优先生命权，政府只通知了富人撤
离。
? How to change the structural qualities to mitigate the likelihood of a crisis
developing into a disaster? 怎么样去改变结构特点来避免危机升级为灾难？
o 个人角度
o 团队角度
o 组织角度
1) Individual-level factors: cognitive heuristics (启发) & biases 个人角度
• 为什么会有认知盲点存在？When situations are uncertain, we often use heuristics
to make quick decision, which can contribute to epistemic blind spots
举例：领导者个人不理解即将发生的灾难，做出了错误的决策。
补充 – “heuristic” is a cognitive shortcut that allows us to solve problems, make
judgments and drive decisions quickly.
Prevention – Commit to varied sources of information & objective analysis
多渠道搜集信息&客观分析
• Awareness of our biases and limitations
• Use different frames of reference to look at the problem
• Listen for other perspectives
• Use counterfactual reasoning (反事实思考) to imagine unprobable and unpopular
outcomes
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补充 – “Counterfactual reasoning”: mentally representing what the world would be
like now if things had been different in the past.
2) Team-level factors 团队角度
• Groupthink (人云亦云): close minded; focused on reaching consensus and
sustaining common views.
举例：皇帝的新衣
• Group polarization (群体极化): collectively make decision that is riskier than what
each individual member would make individually.
举例：中国式过马路
Prevention – Commit to varied sources of information & objective analysis
多渠道搜集信息&客观分析
• Assign devil’s advocate 唱反调
• Consider options separately prior to working together
• Encourage candid exchange of ideas and contrary views
• Leader begins as impartial while listening to different opinions
3) Organizational-level factors 组织角度
• Organizational culture 组织文化的对比
o Bureaucratic culture: 官僚主义文化 – 分工明确，团队和团队之间层级分明
有壁垒，信息传递不被鼓励
o Generative information culture: 信息生成性文化 – actively seeks new or
discrepant information, rewards sharing new ideas
• Information dispersion 信息分散度: when units have diverse and non-overlapping
pieces of information, so each group has a partial story, thus it’s difficult to
detect, mitigate and recover from disasters
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举例 – 清朝闭关锁国 v.s. 西汉张骞出使西域；跨国企业的不同人力资源系统
Prevention – Commit to information sharing beyond unit needs
• Increase information redundancy so units have overlapping and common
information 增加信息的重复度
• Ensure responsibility is shared and beyond independent needs of each unit 责任
共担
Characteristics of High Reliability Organization – 5 Information Priorities
低风险的组织有哪些特点
这个知识点可以用于回答 How to prevent crisis from happening?
1. Preoccupied (专注于) with possibility of failure (encourage error reporting,
analyze near misses, resist complacency) 专注可能的失败
2. Recognize the complexity of the world 意识到世界的复杂性
3. Attentive to operations at the front line so can notice anomalies early while
traceable and can be isolated 注意运营一线的情况
4. Develop capabilities to detect, contain, and bounce back from errors – creating
commitment to resilience 培养发现错误、控制错误、从错误中恢复的能力
5. Push decision-making authority to people with most expertise regardless of rank
让最有能力的人做决策
(2) Leadership Qualities 领导力的特点
1) Transformational leadership behaviour: whether leaders can energize the team
to transform 变革型领导力
2) Strategic crisis management skills 战略性的危机管理能力
• Decision making and coordination
• Sensemaking
• Meaning making
常考点
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• Being accountable
• Effective learning
3) Crisis communication plan: 7 elements 是否有一个完备的危机沟通计划
• Situation analysis 情况分析
o What is the crisis? Did it originate in the online world? Will the online
world exacerbate the crisis? 危机是网上来的吗？网络媒体会不会加重
危机？
o How to manage?
▪ Monitor for potential issues 密切关注潜在问题
▪ Advance planning 提前规划
▪ React quickly to limit or avoid impact 真的发生之后，快速反应
• Target audience 目标听众分析
o Current Audience’s characteristics: 现代信息受众的特点
▪ Audience has instant access to information 即时的信息资讯
▪ Fragmented stakeholder 分散的利益相关人群
▪ Anyone invested in the issue can find and mobilize others 人人
都可以发声
▪ No formal filters on information 没有了正式的信息筛选机制
o How to manage?
▪ Response must be clear, fast and honest 回应必须要清楚，快
速，诚实
• Strategic approach 做计划，做风险控制
o Monitor internet traffic 监测流量
o Develop plan for crises 应对策略
o Speed of information traffic 流量的速度
o Closure: internet memory has no limits 互联网的记忆
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• Tactics 宣传的策略
o Information Technology: 2-Way Platform, Search Engine Optimization
• Timing 宣传的时机
o Fast so you don’t lose control of the story
o Policies on social media ready
• Budget 宣传预算: ensure budget for monitoring online forums
• Culture & Social media experts 文化、传媒专家
o Speak to everyone and from all levels – i.e., not just top down formal
communication
Leader’s Holding
定义：Leaders contain and interpret the crisis
• Contain控制: soothe employees’ stress
• Interpret 解读: make sense of the situation
分类：
➔ Institutional holding
1） Culture and structure of organization support employee security &
diversity
2） Immediate responses of the executive is to inform employees on critical
issues
3） Additional efforts to support employees should follow containment &
interpretation on critical issues.
➔ Interpersonal holding
4） Acknowledge distress and difficulty without giving in to powerlessness
5） Give people permission to feel whatever it is that we are feeling
6） Stay curious to consider different ways to understand the circumstances
and imagine our future
考点
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往年真题(JOANNA)
When considering the possibility of having a security breach at Amazon in December of
2020, and thus a crisis:
a) How would you use the 4 of the 5 information priorities of a high reliability
organization to prevent a crisis (in this case a security breach) from happening. Be sure
to give examples that relate to a security breach. (4 marks)
b) Imagine that a breach does occur at Amazon, much business is lost and many
employees must be laid off (they will lose their jobs). Considering the reading by
Petriglieri on Effective Crisis Leadership, how can a leader use interpersonal holding
and institutional holding to help those the employees who will continue working at
Amazon but have lost friends who had to be let go. (4 marks)
SAMPLE ANSWER：
a) Information Priorities:
• Preoccupied with possibility of failure: encourage employees to report any
security breach, and near misses, such as spam emails in their inbox and system
breakdowns.
• Recognize the complexity of the world: teams responsible for information security
will keep an eye on the newest security breach cases all over the world and learn
from them.
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• Attentive to operations at the front line so can notice anomalies early while
traceable and can be isolated: leaders get reports on the security system,
breaches, errors on a weekly basis.
• Develop capabilities to detect, contain, and bounce back from errors – creating
commitment to resilience: hire talents with security knowledge and skills; teams
responsible for information security will have quarterly training sessions on
security breach learning for detection, containment, and the training is updated
with the most advanced and up-to-date breach technologies and approach.
• Push decision-making authority to people with most expertise regardless of rank:
employees with the most expertise on information security will be given strategic
projects on enhancing data security and participate in decision-making.
2) Leader’s holding during crisis
• Institutional holding
o Put policies and procedures in place that reassure people about job
security or fairness of treatment going forward
o Inform employees of critical issues as soon as possible: job security,
salaries, benefits, working conditions
o Support employees on how to do their work, what are the top priorities and
who needs to do what
o Dispel rumors and provide continual support on containment and
interpretation of critical issues
• Interpersonal holding
o Acknowledge employees’ stress and anxiety about their job and future,
reassure them that their job is safe.
o Stay curious to consider different ways to understand the circumstances
and imagine our future
o Give employees permission to feel whatever they are feeling, and provide
counselling services to employees to get through this difficult time
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下节课预告
Class 7: Ethics 课堂知识点
Class 8：Creative Problem Solving 文献内容
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