CRM 1301 Lecture Notes - Lecture 8: Ethnocentrism, Amygdala, Slippery Slope

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CRM 1301

LECTURE 8: BIOLOGICAL POSITIVISM

Assumptions strictly based on the individual’s physical appearance. Based on the way someone

puts themselves together (how they dress, style their hair…) people will make assumptions about

that individual’s character.

For example: You get lost downtown and you are looking for someone to ask for directions. You

will most likely pick who you will ask based on the physical appearance.

COLD-BLOODED KILLER

We use this term when referring to a person who kills another without remorse.

We are implying that the person who murders another individual is a different kind and

that their physiological traits are different than ours (we are warm blood, they are cold

blood)

BIOLOGICAL POSITIVISM

People commit crime because of their physiological make up is different than an average

person.

It is a criminal’s innate/internal physiological make up that produces certain

characteristics.

A criminal’s pathology can be measured.

oCraniometry

Procedure in which a person’s skull would be measured.

It was believed that a person’s skull perfectly conformed to the brain

structure.

The belief that the size of the brain and skull would represent superiority

or inferiority.

Larger skull = Person is superior

Smaller skull = Person is interior

oPhrenology

Created by Franz Gall in the 19th century

It was believed that certain areas of the brain controlled specific behaviors

and personality traits.

The more an area of the brain is used, the larger it would be.

They would eventually get so large that these areas would push out of the

skull and create protrusions and bumps.

It was belied that a trained professional could feel

the bumps on your head and find out what area

was used more often

One’s head could explain their character,

personality traits, and potential for criminal

behavior.

Identified 26-35 special faculties of the brain

3 REGIONS OF THE BRAIN

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1. Intellectual faculties

2. Moral sentiments

3. Lower function

-The 3 regions of the brain of a non-criminal will be balanced

-The “lower function” region of a criminal will be higher than the rest of the

regions.

PHYSIOGNOMY

Tries to assess a person’s character based on their appearances

oParticularly from the face

oApproach that looked at facial features and used those to determine a person’s

temperament.

oThe ones who resembled animals were not to be trusted.

For example: a goat voice indicated treachery

Woman with teeth apart means they were envious and bold

During medieval times, there was a law that if two people committed the

same crime, the less attractive should be the guilty party (marks of the

devil)

oUnderlying desire to see criminals being different from the rest of us

CESARE LOMBROSO (1835 – 1909)

Father/founder of the positivist school

Very interested in psychology/anatomy of the brain

Positivism – focus on scientific method

He emphasized that human behavior could be identified by using scientific measures.

He is the first theorist to try and apply the scientific method to the study of human being.

Notes:

oPhysician in army and prison (examined bodies of soldiers, war criminals and

convicts)

He measured the bodies of soldiers (non-criminals) and war criminals

(criminals).

He was trying to isolate the factors that cause criminality.

He wanted to see if there were differences between these populations

(measured forehead, skull, ears, arms…. This is a micro approach because

he is focusing on the individual)

oCompared physical characteristics of individuals

oInfluenced by Charles Darwin – 15 years after Darwin’s big book success,

Lombroso proposes his ideas

Darwin’s ideas: Natural selection (survival of the fittest)

Main idea of evolution (breaks the ideas of creationism - religious

explanation) happened over a long process and we evolved from primates

and we are much closer to apes than some believe

SOCIAL DARWINISM

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Document Summary

Assumptions strictly based on the individual"s physical appearance. Based on the way someone puts themselves together (how they dress, style their hair ) people will make assumptions about that individual"s character. For example: you get lost downtown and you are looking for someone to ask for directions. You will most likely pick who you will ask based on the physical appearance. We use this term when referring to a person who kills another without remorse. We are implying that the person who murders another individual is a different kind and that their physiological traits are different than ours (we are warm blood, they are cold blood) People commit crime because of their physiological make up is different than an average person. It is a criminal"s innate/internal physiological make up that produces certain characteristics. A criminal"s pathology can be measured: craniometry. Procedure in which a person"s skull would be measured.

Related Questions

Objectives:

ÃÂ· Learn how individuals contribute to teamwork

ÃÂ· Experience some of the features of group work and teamwork

ÃÂ· Understand what managers and organizational developers do to transform

ÃÂ· groups into teams

ÃÂ· Articulate the tangible benefits (both quantitative and qualitative) of

ÃÂ· high-performing teams

ÃÂ· Finish with an interest in learning more about these concepts and

ÃÂ· techniques to apply what you learn

Background: For this assignment, you will plan and play a game with your family or friends, or at work based on the idea of the classic prisoner's dilemma. If you have had a class on game theory, you will be well aware of this concept. It forms the basis of many TV game shows. The prisoner's dilemma was illustrated in Truman Capote's book, "In Cold Blood" concerning the 1959 robbery of a Kansas farmhouse by Perry Smith and Dick Hickock, who murdered their victims in order to eliminate the witnesses. After the men were captured, the police interrogated them separately. To get a confession, the police offered the men a reduced sentence for cooperating. Failure to cooperate would result in a death penalty charge for both.

In the prisoner's dilemma, if both parties cooperate they are mildly punished; if one betrays another, one is severely punished while the other goes free; and if both betray one-another, both are moderately punished. Can you think of settings where you work in which the organizational structure has created a prisoner's dilemma? Competition can (but does not necessarily) bring out conflict.

In game theory, there are non-cooperative and cooperative games. A non-cooperative zero-sum game has a definite winner and loser. For one to win, one must lose. We often think of politicking as an element of that. A cooperative game is where everyone who plays is better off for having played than not having played the game. That is not to say that everyone is equally well off, but simply better off than they were before playing. Hence, even in a cooperative game, some people will likely benefit more than others.

Instructions

Review in your textbook, the Big Five personality dimensions, pp. 82Ã¢ï¿½ï¿½84, and then consider the 3.1 Personality Insights inventory, pp. 89Ã¢ï¿½ï¿½91
Select four or five friends, coworkers, or family members and have them take the personality inventory
Plan and play a game with the participants
Write a 5-10 page paper that addresses the assignment questions below

As you plan and play your game, you will negotiate the type of game you want to play and your role in it. Strive to determine some personal characteristics of the game participants a head of time, or by observing them. Consider how the personal characteristics of the individuals in the game manifest themselves in the informal roles they assume during the planning and execution of the game.

For the purpose of this assignment, you will want both a cooperative and a competitive element. To do that, you can form several groups to compete and cooperate with each other, or you can have individuals in one group compete and cooperate. You can use rewards and/or punishments to create the competitive/cooperative motivations.

Evaluation: When groups are formed, we want to consider how organizational structures, processes, and situations impact on group motivation, politics, and goals achievement. Alignment of all of these structural, personal, and interpersonal components will help to ensure that the group will meld into a team. A defining feature of teamwork (versus group work) is cooperation!

One of the factors that affect cooperation is conflict. Conflict is defined as when someone perceives that his/her interests are opposed or negatively impacted by another. Conflict can at times produce positive results depending on the basis for the conflict and how the conflict is handled (functional conflict). The worst kind of dysfunctional conflict produces betrayal.

Note that team performance can be observed in how well the team coordinates their interdependencies, works efficiently, communicates, and accomplishes their mission. Consequently, as you implement your game, assess your players based on these factors and the informal roles they play.

After you have played the game, reflect on the personality assessments your participants took, and then consider how they planned and played the game.

Write a (5- 10) page analysis to address the following questions:

1. How well did the personality assessments reflect in the behaviors participants displayed during the game?

2. What do these assessments tell us about how we perceive ourselves versus how others perceive us?

3. What informal roles did participants assume during the game, and were they different from the planning portion from the playing portion of the exercise?

4. What did I learn about myself? For example, did the exercise show that you have characteristic ways of relating to others that are distinctive, or similar, to those the others? Did the exercise show that in a particular type of situation you acted in a particular way, or that when others acted in a particular way, you felt happy or anxious or angry, etc.?

5. What did I learn about someone else in the exercise? Did you see something new about them, such as "they seemed more capable than I imagined," or "inattentive when things were stressful?"

6. In playing your game, what could you have done to increase cooperative behaviors?

7. Based on your game experience, what are some of the key factors involved in gaining cooperation from people in a business setting?

8. How would you go about getting cooperation from a "difficult" co-worker? Give an example or scenario.

Please provide a unique type of game theory preferably instead of Mafia Game.

Text:

Organizational Behavior and Management 10th Edition

John Ivancevich, Robert Konopaske, Michael Matteson

cyanfox187

You are doing a walk-through of the credit and collections function to get an idea of what internal controls exist and where there might be weaknesses. Then, after you finish, you or another member of the audit team will be testing the system to determine whether the internal controls actually exist and actually work as you have been told. In the meantime, keep your eyes, ears, and mind open for any weaknesses in internal control.

The department head of the credit and collections department is telling you how things work in the department. "Jenny, here, receives the mail and distributes it to the various collectors. They each open their own mail. There is a lot of correspondence going back and forth to and from customers, so it is easier if each collector just handles her own mail." It is easy for Jenny to distribute the mail because most of the letters are addressed to a specific individual.

You watch as one of the individuals opens the mail and handles the items inside. Many of the items are disputes-the customer says the items billed were not ordered, or, if ordered, were not received. Every such letter results in the disputed bill being written off. As the department head explains, the vice president of sales told him, a few years ago, that too many customers were complaining that the credit department was too tough on them, so he had decided that rather than have any more complaints, every such bill would be written off. The procedure is that the collector initiates a form, called a write-off form, to write off a particular amount from a customer's balance. In the explanation block, the collector simply writes "customer dispute." This form is signed by the collector, sent to accounting, and accounting processes the forms each Wednesday. There are so many letters with so many disputes that the department has a monthly competition for the most unusual letters, which are tacked up on a bulletin board. All the rest of the dispute letters are thrown away as soon as the collector has filled out the write-off form.

Collectors also receive checks in the mail. These are payments from customers whose accounts are wholly or partly overdue. As one of the collectors explains, they each receive a print-out once a month, so if the customer sends in a payment, there is no way for the collector to find out about it before the next month's print-out arrives unless the collector receives the payment. Most of the collectors process dozens of payments each month. They make whatever notations they need on the monthly print-out, prepare a deposit ticket, send the department's runner to the bank each Friday (collections are accumulated until Friday, with the customers' payments being held in an otherwise empty desk drawer until then), and send the receipted deposit ticket on to the department which records collections of cash. The credit and collections department also sends a listing of which customers to credit for having paid all or part of their balances.

Near the end of each fiscal quarter, the corporate controller gets a preliminary set of financial statements, and then he tells the department head by telephone how much the department is allowed to write off in bad debts. Thus, the company writes off bad debts only in the third month of each fiscal quarter. "Why does he tell you by telephone?" you ask of the credit and collections manager. "He doesn't want any written record of it," is the reply.

You are interested in how the department decides which customer balances to write off as uncollectible and which to leave on the books. "We write off the oldest ones, up to the amount of what we have been told we can write off," says the credit and collections manager. "That way, our percentage of bad debts always comes out pretty much in line with what we have done before, and the auditors have always been satisfied with it. They had read some academic articles from some people who recommended using time-series analysis to see if the numbers were correct, so they test the accounts receivable account and satisfy themselves that the sales and receivables are real, but they always test the write-offs and bad debts expense simply by using the time-series analysis recommended by the accountants with those fancy doctorates. Go ask the guy who ran the audit last year."

You inspect the process by which customer payments are received the regular way, which is done in a different department. The company has a special Post Office box set up. Twice a day, some one person from maintenance goes to the Post Office to pick up the mail, including the customer payments received at this special Post Office box. It is not always the same person from maintenance who goes to the Post Office; whoever is available when the department head looks around is typically the one who is sent.

When the person returns from the Post Office, he brings a bunch of mail to the cash receipts department, where the mail is opened and customers' checks are paperclipped to the envelopes they came in. One of the goals of the cash receipts department is to get the customer payments deposited promptly, so after all the checks are paper-clipped, someone from the department goes to the bank, fills out a whole bunch of deposit slips, deposits those checks, and comes back to the department with those receipted deposit slips. Then the department members try to figure out which customer paid which amounts. They are helped by the routing number on the checks, but those routing numbers represent banks, not customers, and multiple customers use the same banks. Consequently, they refer to a listing of routing numbers to identify the banks, then to a listing of banks to see which customers use those banks, and then to another copy of the same monthly print-out used in credit and collections to figure out which of the customers who use that bank must have paid that particular amount. If they cannot make a good guess, they call some of the customers to ask if they are the ones who paid the amount. Once they think they know who paid the amount, they generate a journal entry to debit cash and credit the customer's account; the credit to the customer's account is automatically also a credit to accounts receivable. Since they have a copy of the monthly printout of accounts receivable, when a customer's payment is not for the full amount of an invoice, they just go ahead and adjust that customer's account so the full amount of the invoice is taken off the customer's account. They say they are creating a lot of goodwill with customers that way.

a. What internal control weaknesses do you see in this system?

b. What are the potential effects of these weaknesses?

c. What do you recommend instead (that is, if you have such a recommendation)?

skycricket458

About 250 companies on the Internet now sell genetic tests directly to consumers. These companies include 23andMe, Navi- genics, GenePlanet, Gene by Gene, DNA Tribes, Genelex, Genova Diagnostics, Sure Genomics, Suracell, African Ances- try.50 The companies ask customers to collect a sample of their genetic DNA with a cheek swab and send it to them for testing. During testing, most companies put the customer’s gene sample on a small flat “DNA microarray chip” that already contains pieces of DNA matching known genes (or gene mutations). If one of the customer’s genes matches one of the pieces of DNA on the chip, it binds to the DNA fragment, which creates a tiny fluorescent glow showing that the gene indicated by the DNA fragment is in the sample. A computer then analyzes the pattern of glowing spots on the chip and prints out a list of the genes (or gene muta- tions) in the customer’s sample. Scientists have discovered a few genes that are associated with specific diseases or personal characteristics. Studies found, for example, genes or gene muta- tions that are linked to cystic fibrosis, Tay Sachs disease, and Lou Gehrig’s disease, genes that increase the risk of certain breast, colon, and thyroid cancers, and genes associated with sensation seeking, eye color, obesity, and lactose intolerance. They also found that some genes are more often found in people whose ancestors came from certain regions of the world. The gene- testing companies say that based on these studies and their own genetic research, they can give customers valuable personalized information (for a price, of course).

Critics say that some companies make claims that have little scientific validity. One company, Gene Planet, advertises on its website that it provides “an individually tailored diet and life-style plan based on a genetic analysis of each individ- ual . . . based on the fact that each individual possesses a
to bear all the costs of injury. Such a distribution of costs would seem to be more fair than imposing the costs on a few victims.
Underlying this third view of the duties of the manu- facturer are the standard utilitarian assumptions about the value of efficiency. This view assumes that an efficient use of resources is so important for society that social costs should be allocated in whatever way will lead to a more efficient use and care of our resources. On this basis, the social costs view argues that a manufacturer should bear the social costs for injuries caused by defects in a product even when no negligence was involved and no contractual relationship existed between the manufacturer and user.
specific genetic makeup and therefore each individual has spe- cific nutritional needs.” Another site promises: “Based upon . . . [genetic] analysis, Suracell recommends to each client a personalized regimen of nutraceuticals [vitamin supple- ments].” Thirty companies offer to identify people’s ancestry based on their genetic profiles. One company, for example, states: “DNA Tribes . . . uses genetic material . . . to measure your genetic connections to individual ethnic groups and major world regions.” Several companies offer paternity testing and “infidelity” tests, including a British company named “Who’z the Daddy?” Thirty-eight companies claim they test for genes related to athletic performance, such as DNA Fit, which adver- tises that “we test your DNA for 20 key genes to help you truly understand your body, and how best to train for your genetics.” For $1,500 Map My Gene offers to test for 46 distinct talents and character traits such as optimism and shyness.
A couple of companies offer to test for compatibility between lovers. Instant Chemistry, Inc., for example, claims on its web- site that “scientific research has shown that relationship markers—a combination of genetics and psychology—strongly affect who we are attracted to and how successful our relation- ships are. . . . Complementary genes result in a higher level of physical attraction and a higher likelihood of a long-term stable relationship.” Some companies, like Chemlaba, claim to do it all: “With a simple saliva sample we’ll help you gain insight into your traits, from baldness to muscle performance. Discover risk fac- tors for 95 diseases. Know your predicted response to drugs, from blood thinners to coffee. And uncover your ancestral ori- gins.” Critics claim, however, that with a few exceptions, most studies have shown only weak connections between genes and specific traits, disease risks, drug responses, nutritional or vita- min needs, talents, athletic performance, compatibility, or ancestral origins. Many studies that link specific genes to a dis- ease are only preliminary, and the full picture has not yet been worked out, while other studies conclude that many traits are the result of complex and unclear interactions among many genes and the environment.

Evaluate the ethics of selling gene tests directly to consumers like these companies are doing. What would each of the three theories of a business's duties to consumers say about what the companies are doing? Under what conditions do you think selling the tests would be ethically legitimate, and why?

maroonbutterfly371

CRM 1301 Lecture Notes - Lecture 8: Ethnocentrism, Amygdala, Slippery Slope

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