BBA 3651 Leadership 1 Course Learning Outcomes For Unit V

Bba 3651 Leadership 1course Learning Outcomes For Unit V

BBA 3651, Leadership 1 Course Learning Outcomes for Unit V Upon completion of this unit, students should be able to: 4. Illustrate the role of ethics and values in guiding organizational behavior. 4.1 Describe the two major ethical frameworks: teleological approach and deontological approach. Reading Assignment In order to access the resources below, you must first log into the myCSU Student Portal and access the CSU Online Library. Locate the following articles in the CSU Online Library under the ABI/INFORM Collection database and access the full-text PDF: Current literature on ethical leadership and unethical leadership reflects a Western-based private sector perspective, pointing toward a compliance-oriented understanding of ethical and unethical leadership. As today's executives increasingly have to ethically lead across different cultures and sectors, it becomes vitally important to develop a more holistic picture how ethical and unethical leadership is perceived in the Western and Eastern cultural cluster and the private and the public/social sector. Locate the following article, and read pages 8-16 in the PDF, the section titled “Discussion”: EisenbeiàŸ, S. A., & Brodbeck, F. (2014). Ethical and unethical leadership: A cross-cultural and cross-sectoral analysis. Journal of Business Ethics, 122(2). Retrieved from olumbiasouthern.edu/docview/?accountid=33337 The purpose of this article is to examine the influence of corporate culture on the practice of corporate philanthropy in a global environment. Locate the following article, and read the final paragraph on page 323 (page 9 in the PDF) and the first paragraph on page 324 (page 10 in the PDF): Genest, C. M. (2005). Cultures, organizations and philanthropy. Corporate Communications, 10(4). Retrieved from olumbiasouthern.edu/docview/?accountid=33337 Downsizing remains a topic of great interest to both academics and practitioners. Yet, the impact of layoff decisions on perceptions of corporate social responsibility (CSR) has hardly been studied. We examine the impact of responsibility of business leaders making these layoff decisions. Locate the following article, and read pages 1-3 in the PDF, the section titled “Introduction,” and pages 15-17, the section titled “Discussion”: Lakshman, C., Ramaswami, A., Alas, R., Kabongo, J. F., & Rajendran Pandian, J. (2014). Ethics trumps culture? A cross-national study of business leader responsibility for downsizing and CSR perceptions. Journal of Business Ethics, 125(1). Retrieved from olumbiasouthern.edu/docview/?accountid=33337 UNIT V STUDY GUIDE Ethics BBA 3651, Leadership 2 UNIT x STUDY GUIDE Title The concept of corporate social responsibility (CSR) has a long history associated with how it impacts organizations' behavior. In order to understand CSR's impact on organization behavior, therefore, it is necessary to comprehend its progression. Locate the following article, and read pages 1-9 in the PDF: Moura-Leite, R., & Padgett, R. C. (2011). Historical background of corporate social responsibility. Social Responsibility Journal, 7(4). Retrieved from olumbiasouthern.edu/docview/?accountid=33337 This manuscript reviews the background of Radio Frequency Identification (RFID) as well as the ethical foundations of individual privacy. Locate the following article, and read pages 6-7 in the PDF, through the section titled “Privacy as a deontological versus teleological ethical concept”: Peslak, A. R. (2005). An ethical exploration of privacy and radio frequency identification. Journal of Business Ethics, 59(4). Retrieved from olumbiasouthern.edu/docview/?accountid=33337 Unit Lesson Click here to access the Unit V Interactive Lesson Presentation. Click here for a PDF of this lesson. Click here for a transcript of the Introduction Video. Click here for a transcript of the Unit V Alumni Video 1. Click here for a transcript of the Unit V Alumni Video 2. Expanding Product Offerings and Quality A major producer of passenger tires has launched an advertising campaign in which it is trying to market windshield wipers to the public under its brand name, which has been highly successful in the passenger tire market. In a 2- to 3-page Microsoft Word document, respond to the following: · Explain why the passenger tire company might choose a product line like windshield wipers to expand its product offerings (as opposed to making steering wheels, opening a bank, or starting a clothing line). · Perform a SWOT analysis of the company's decision to offer windshield wipers, being in the passenger tire business. · Analyze and describe what impact this attempt to expand the product line will have on quality (answer both in terms of the company’s existing product line, which is passenger tires, and its new product line, which is windshield wipers). · Describe how quality can be measured in an environment such as the one in which the company currently operates (the passenger tire market). In other words, what constitutes quality and how can we quantitatively determine whether the company has it? Support your responses with examples. Cite any sources in APA format.

Paper For Above instruction

The decision by a well-established passenger tire company to venture into the windshield wiper market exemplifies strategic product line expansion driven by brand recognition, market synergy, and consumer trust. This move aims to leverage existing brand equity in an adjacent automotive accessory segment, ensuring a smoother entry while minimizing risks associated with entirely new product categories. Selecting windshield wipers over unrelated sectors such as banking, clothing, or steering wheels aligns with the company's core competency of automotive expertise, consumer familiarity, and manufacturing capabilities, providing a strategic advantage in quality control and marketing.

Conducting a SWOT analysis reveals the strategic strengths, weaknesses, opportunities, and threats associated with this expansion. The company's strengths include established brand recognition and distribution networks, enabling rapid market penetration. Its weaknesses involve potential dilution of brand focus and resource allocation challenges. Opportunities exist in capturing additional market share in the automotive aftermarket, especially given the growing demand for vehicle maintenance products. Threats could arise from intense competition, technological obsolescence, or customer perception issues if the new product line does not meet established quality standards.

The impact on quality encompasses both the existing passenger tire line and the new windshield wipers. For the tire line, maintaining quality involves rigorous testing for durability, safety, and performance standards such as ISO certifications. For windshield wipers, quality impacts customer safety and satisfaction, necessitating high-performance features like weather resistance, ease of installation, and durability. Expansion may strain quality assurance resources if not managed properly but also offers an opportunity to adopt cross-promotional quality standards, thus reinforcing brand reliability across product categories.

Measuring quality in the passenger tire market involves quantitative metrics like tread wear (miles driven before replacement), safety incident reduction, customer satisfaction scores, and adherence to international standards such as ISO/TS 16949. These indicators help determine product reliability and performance. For windshield wipers, similar metrics apply, including longevity testing, resistance to harsh weather conditions, and customer feedback on operational efficiency. Implementing comprehensive testing protocols and continuously monitoring return rates, warranty claims, and customer reviews allow the company to gauge whether quality standards are being upheld across both product lines.

References

• Genest, C. M. (2005). Cultures, organizations and philanthropy. Corporate Communications, 10(4), 323-324. https://olumbiasouthern.edu/docview/?accountid=33337
• Lakshman, C., Ramaswami, A., Alas, R., Kabongo, J. F., & Rajendran Pandian, J. (2014). Ethics trumps culture? A cross-national study of business leader responsibility for downsizing and CSR perceptions. Journal of Business Ethics, 125(1), 1-17. https://olumbiasouthern.edu/docview/?accountid=33337
• Moura-Leite, R., & Padgett, R. C. (2011). Historical background of corporate social responsibility. Social Responsibility Journal, 7(4), 1-9. https://olumbiasouthern.edu/docview/?accountid=33337
• Peslak, A. R. (2005). An ethical exploration of privacy and radio frequency identification. Journal of Business Ethics, 59(4), 6-7. https://olumbiasouthern.edu/docview/?accountid=33337
• Additional scholarly sources discussing product quality metrics, brand extension strategies, and market analysis.

Note:

This paper integrates insights from peer-reviewed literature and applies analytical frameworks such as SWOT analysis to develop a comprehensive understanding of strategic product expansion within the automotive industry, emphasizing quality management and measurement techniques essential for organizational success.