Sentences with phrase «own behaviour»

Many people have commented on the difficulty of knowing, in advance, what sorts of behaviours prosecutors are going to decide to take a swing at, whether in applying the Foreign Corrupt Practices Act or deciding when CEOs have neglected their duties to shareholders.

One connection involves resorting to unethical behaviour to cover up for mistakes or poor performance.

Most of us probably think following the law is the absolute minimally - decent behaviour for business.

When it comes to the consistently unlucky, «thoughts and behaviour are responsible for much of their fortune,» Wiseman writes.

In Canada, Deloitte recently conducted a phone survey of 768 Ontario and Quebec home and car insurance policyholders, asking if they would be interested in a device that tracks their driving behaviour.

«I believe — and I think the president believes — that we must be proactive, the years of talking about these problems has not worked, and that we must use all instruments we have to make it expensive to engage in non-economic behaviour, and to convince our trading partners to treat our workers, farmers, and ranchers fairly.

After an assessment, they are referred to their family doctor for further counselling or medication, and continue to receive Cognitive Behaviour Therapy (CBT) from their Depression Care counsellor.

That's not the kind of behaviour you reward through governments,» says Levy, a lawyer and an executive director of Canadian Cannabis Clinics.

They snort the word «awareness» as a euphemism for wasted opportunity and believe the only distinction between a good ad and a bad one is whether it triggers behaviour.

The third study looked at results from online commitment contract service StickK to see when aspirational behaviour spiked.

While people like Cartwright chose the freedom that comes with a freelance lifestyle, the broader trend stems from a push by companies themselves, said Ann Frost, an associate professor of organizational behaviour at the Ivey Business School with Western University.

While the board clearly has a duty to protect its employees from legitimately harmful treatment — for instance the rule bars any statements or behaviour that is threatening or violent — the rule also restricts actions it deems «annoying,» and occupants have interpreted the board's wide - ranging ban on complaints as sending a message to them: don't bother us, we're not interested.

The device essentially tracks your driving behaviour — it detects any hard braking or sudden acceleration (signs of careless driving), your mileage, and the time of day you're out and about.

At the same time, subordinates were completing surveys at the end of each workday about any abusive behaviour displayed by their leader that day, as well as their own level of work engagement.

One such firm, Datalogix, was acquired last year by Oracle for a rumoured high nine figures, a tidy sum for a black - box process that, at the end of the day, can essentially only correlate interest and purchase behaviour.

This is familiar and accustomed behaviour.

Another connection is that in some cases poor management makes unethical behaviour easier to get away with.

I'm committed to the project of figuring out the best possible standards for corporate structures and behaviours, and I hope that better understanding will lead, indirectly, to better outcomes.

«Gag orders» on banning complaints and annoying behaviour are just the tip of the condo craziness iceberg

In YCC No. 163 v. Robinson, a condo corporation in Toronto successfully received a court order against a tenant who was emailing every day, criticizing management and demonstrating rude behaviour.

This is a simple solution for weeding out people who may not care about your company's mission, says Chelsea Willness, an associate professor who specializes in organizational behaviour at the University of Saskatchewan.

It had to «walk the talk» and make it clear to both other employees and the public that it wouldn't tolerate such «beyond the pale» behaviour.

Sometimes referred to as «tax expenditures,» boutique tax credits refer to government spending that encourage certain programs and behaviours amongst Canadians, such as public transit and post-secondary education.

«In a situation where there's been a high - profile case of unethical behaviour, the leaders of the company need to decide what it stands for; very likely, they have a set of values somewhere that they've forgotten about.

Flaherty can therefore influence banks» behaviour through tweaking those standards.

Technology lets companies track and analyze employee behaviour like never before, but beware the creep factor

A company that has lost the trust of the investing public is likely going to need to show a consistent pattern of trustworthy behaviour over a substantial period of time.

In the culture of commerce, behaviour that would be inexcusable in pretty much any other context is not only tolerated, but rewarded.

«What the insurance industry wants to understand is user behaviour within the vehicle,» Tony Stone, an expert in connected devices with IBM in Detroit says.

That's the notion that those who know they will be saved will inevitably engage in risky behaviour.

Is it really desirable or healthy to have employers making termination calls about off - the - clock behaviour?

Business owners who don't believe in the critical importance of branding, he adds, fail to understand basic human behaviour.

Consumers shift their purchasing behaviours when they buy a new house or have kids, and there's no better way to reach them than digital flyers.

More and more, brands are turning to big data to find market insights, in the hope that it will yield more scientific and more granular views into consumer behaviour.

That kind of behaviour is obviously bad for one's personal finances, but Canadians are doing it anyway, and the main reason is that debt, by historical standards, is dirt cheap.

This is where technology has changed the game so drastically — employers, and everyone else, are far more likely to find out about employees» off - duty behaviour or comments, and the behaviour or comments are far more likely to damage a company's reputation.

Soberman believes real - world smarts are a vital skill for anyone trying to explain and interpret customer behaviour.

Given the recent furor over off - duty conduct, it opted to add a section on conduct outside the workplace, making it clear that behaviour that brings the company into disrepute could result in discipline.

That the boss is supposed to have all the answers is a cornerstone of hierarchical capitalism, and it frames both the behaviours and personas of legions of leaders.

«Looking back now, that seems like small change,» says Gillis, the 18 - year - old CEO of what's now Bitness.io, a location analytics company that aims to help retailers boost sales by understanding shoppers» purchasing behaviour.

Suddenly, the company was defending itself not for outages or billing errors, but for the off - duty behaviour of an employee.

Nor does it do much for employee morale: As Stanford organizational behaviour professor Robert Sutton wrote in his 2007 bestseller, The No Asshole Rule, brutish managers «infuriate, demean and damage their peers, superiors, underlings and, at times, clients and customers, too.»

Even before the company developed its app, doctors swapped photos with colleagues; Figure 1 turns that behaviour into a teaching tool.

«But really, what you need to do for the first six months or even a year is to observe the behaviour of the group, to see how happiness ebbs and flows across time.»

«It's also important to make sure employees have ways to respond to unethical behaviour.

We risk handing to corporations a very potent weapon if we arm them with the moral license to pass judgment on our off - the - job behaviour.

Studies show that approximately half of employees have witnessed some kind of unethical behaviour in their organization, but very few report it.

For an executive chairman of a major company, David Teoh would fail a first - year organisational behaviour unit.

And by swiftly quashing behaviour that makes those who take leave feel second - class.

Up until 2011 Sauder offered 16 different niche programs, including IT management, supply - chain management, organizational behaviour and human resources.