ThursdayOct 21 at 8:20pm
Manage Discussion EntryAn organization that stresses valuing their people, encourages collaboration, and thrives for integrity, honesty, and transparency will have that as partof their values and embody those tenets.When the culture is based on these values, employees are more likely to adhere to ethical practices because they knowthat is the standards that leadership has set.An ethical organizational culture is usually based onteamworkand open communication. In a strong values-based organization these attributes of collaboration and transparency areevidentbecause leaders want their employees to develop and innovate instead of putting employees against eachother or creating a profit-first culture. Situations like these are what lead to unethical practices such as Wells Fargo in which employees were opening fraudulent accounts just to stay employed and to have better numbers than their counterparts.
In a strong values-based culture, it is typical to find a code of ethics, mission, vision, and values statement.These will address theobjectivesand purposeof the organization, the future goals, how they intend to achieve thosegoals, and the standardsand morals that they areoperatingby. I would expect them to haveclearlydefined guiding principlesso that employees andleadersknow the values that the company wants to follow so that decisions are made with everyoneoperatingfrom the same or similar standards. I would also expect an unbiased auditing and quality assuranceteam. Often employers may fail to have audits toensure that work is being performed and documented properly andin accordance withlaws, policy, and regulations. I would expect a firm stance on whistleblowing and retaliationeffectively addressing zero tolerance for retaliation andregardingcertain offenses. Organizations would need to have anopen-doorpolicy and clear communication so that employeesare able toaddress any concerns with leadership. Ideally it would be nice to see a company that has a separate board of directors to oversee executives. In terms of elevating culture, I would work on increasing morale and engagement. Employees that are engaged typically do not feel that they are unable to communicatewith leaders. I would encourage accountability and taking ownership for actions. Employees should be involved in making decisions and know why decisions are made and how they align with companyobjectives. I would not expect to findissues withfeedback, reward, and retention in astrong values-based organization. These organizations value communication and that open feedback discussing improving processes and people. When people are given honest feedback, it then leads to more retention as employees feel heard and are being given clear directives. The same can bestatedfor rewards. As employees are rewardedequitablyfor theirhard workand accomplishments, employees are more engaged and likely to stay when their efforts are acknowledged. These all align with the values of an ethical organization.
Hartman, L. P.,DesJardins, J. R., & MacDonald, C. (2021).Business ethics: Decision-making for personal integrity & social responsibility(5th ed.). McGraw-Hill.
ThursdayOct 21 at 8:21pm
Manage Discussion Entry
Culture defines a standard for what behaviors are acceptable within an organization. The ethics of the business entity should align with those of its employees as it is carried out through those employees. People contribute to the success or demise of an organization, and it is imperative that those hired are a good fit for their teams, departments and the organization as a whole. When culture tolerates unethical behaviors (by way of its leadership), the people will act in accordance with those expectations. There are a myriad of ways that culture intersects with ethics and values (Chouinard & Cram, 2021). “Ethics exists to determine the conceptual framework of a person’s happiness” (Sunter et al., 2020). While happiness can stem from righteousness, according to Plato, it can also result from obeying duties and principles, as suggested by philosopher Kant (Sunter et al., 2020). Organizational culture originates from the theory of cultures in general, addressing dimensions of social factors and leadership behavior. There are different schools of thought that can explain how organizations are formed by cultures and people (Allaire & Firsirotu, 1984). In their seminal work, Allaire & Firsirotu describe that culture is made up of a set of functional cognitions in the unconscious structure of the mind (1984). An ethical organizational culture is on that embodies practices of just, righteous people (Sunter et al., 2020). An organization with strong values-based culture and leaders will not condone unethical and immoral behavior by its employees who do the work that represents the corporation. Leadership influences culture by what they do, what they expect, and what they allow. A values-driven, or mission-driven organization will prioritize the values and mission, or purpose, of the organization over any other influence or temping result. Leaders will hold their people accountable to achieve those standards in order to meet their expectations. A strong values-based organization would not support employees performing outside of the right, just and acceptable behaviors. Culture is made of assumptions, values and behaviors (Sunter et al., 2020). Some organizations have committees that evaluate culture and ethics, and clarify expectations when there is lack of shared understanding of the most appropriate actions. Evaluators assess for degree of inclusion, perspective, justice, responsibility and method to identify use and misuse of ethics in an organization (Chouinard & Cram, 2021). Because of the complexity of evaluating for ethical practices in organizations, evaluators are trained to understand cultures and networks of people within systems, and understand how they intersect (Chouinard & Cram, 2021).
References
Allaire, Y., & Firsirotu, M. E. (1984). Theories of organizational culture.Organization studies, 5(3), 193-226.https://doi.org/10.1177/017084068400500301(Links to an external site.)
Chouinard, J. A., & Cram, F. (2021). Introduction to the ethics, values and culture section.American Journal of Evaluation, 42(2), 237-240.Https://doi.org/10.1177/10982140211002369(Links to an external site.)
Sunter, E., Yoruk, T., Sekerci, R. & Karatas, S. (2020). Reflection of education administrators’ ethical values on organizational culture: Case of Plato and Kant.World Journal of Education, 10(5), 89-97.https://doi.org/10.5430/wje.v10n5p89