...Leon J van Vuuren Department of Human Resource Management University of Johannesburg Abstract The Modes of Managing Morality (MMM) model provides a heuristic device to assist business ethics scholars and practitioners to make sense of the differences that exist in the ways in which different organisations manage their ethics. Although it is difficult to demonstrate a clear distinction between ethics advice and whistleblowing, these activities are often fused in organisations and the seeking of ethics advice may of necessity sometimes spill over to a need for whistleblowing. The extent and ways organisations are tolerant to and utilise ethics communication in each of these modes were illustrated in this paper. In particular, the varied prominence of whistleblowing and ethics advice facilities in each of the reactive (some whistleblowing), compliance (ethics advice supplementary to whistleblowing) and integrity (whistleblowing supplementary to ethics advice) modes were indicated. The seamless integration of ethics talk and ethics advice in the TAO-mode makes whistleblowing superfluous in this mode. The necessity for leaders and managers to acquire an ethics management competence that would, among others, allow them to actively engage in and encourage ethics talk, was emphasised. Keywords: Ethics, ethics talk, hotlines, help lines, help desk, whistleblowing, Modes of Managing Morality Model, compliance versus integrity, ethics management. ___________________________________________________________ ...
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...The fall of Enron: Corporate Culture, Governance and Ethics Written By: Bilge-Kagan Ozturk 2007 Abstract This paper examines the critical importance of an ethically based corporate/organisational culture to ensuring company-wide ethical conduct. Testament to this topic I use the case of Enron and its ethical demise to successfully support my argument and highlight the need of top level management to be the main proponents of this culture to allow lower level employees to adopt a behaviour of moral reasoning. The body of the essay will highlight the importance of shaping an ethically based organisational culture, through a number of components, namely a company’s executive management team and its corporate governance system. I also briefly evaluate agency and stakeholder theories and how they relate to an organisational culture from an ethical perspective, and point out Enron’s culture was predominantly one of agency reasoning. Finally I provide a brief and direct conclusion to assert my argument that ethics needs to exist deep within an organisation’s culture and needs to be the key leading value of an organisation. A breakdown of ethics can eventually lead to the demise of a once very reputable and successful company. A great textbook example is of course, the fall of Enron – one of the biggest corporate bankruptcies in US history. Like most companies, Enron had a code of ethics in place and employees who were educated in the field of ethics, agency...
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...TABLE OF CONTENTS INTRODUCTION 2 ETHICAL LEADERSHIP 2 CORPORATE CULTURE 3 CULTURE LEARNING 4 CULTURE CHANGE 5 CONCLUSION 6 RECOMMENDATIONS 7 REFERENCES 9 APPENDIX 13 INTRODUCTION Ethical leaders should act ethically all the time, not just in situations where it is expected. Ciulla and Forsyth (as cited in Olivier, 2012, p. 70) suggests that “[t]he good leader, . . . is challenged to be both technically good, i.e. effective at getting the job-at-hand-done and morally good, i.e. responsible for what he or she has done.” Leadership and corporate culture dictate the acceptable ethical standards of an organisation to their followers. Where leaders are identified as “ethical role models”, followers are more likely to imitate this behaviour and conform to similar values and beliefs explicitly delineated by their leaders and organisations (Shin, 2012). However the major challenge encountered by organisational leaders is about gaining the trust and commitment of followers to conform to the ethical standards required to achieve strategic objectives of their organisation (Caldwell, Hayes & Long, 2010). In this report, we define ethical leadership by looking at business ethics and leadership simultaneously. We analyse ethical leadership in the context of culture learning and culture change in ensuring ethical behaviour and Corporate Social Responsibility in organisations. We conclude this report by summarising the findings identified...
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...COMMUNICATION IN ORGANISATIONS EXAM PAPER Bella Beckerman Topic: Investigate the concept of organisational culture, its dimensions, role and importance for organisations. Explain some of the communication practices that are likely to assist in the creation and maintenance of a positive and ethical organisational culture and climate. Organisational culture is ‘what the employees perceive and how this perception creates a pattern of beliefs, values, and expectations’. Shein (2004). Organisational culture consists of levels and dimensions that play an important role within the organisation, along with communication practices including communication audits, and ongoing training that assist in the creation and maintenance of positive and ethical organisational culture and climate that will be explored throughout this paper. According to Edger Schein (2004), ‘culture involves assumptions, adaptations, perceptions, and learning’ and ‘contends that an organisation’s culture… has three layers’ of which include artefacts and creations that are visible but not often interpreted, values or things that are important to people, and basic assumption people make that guide their behaviour. This is called Schein’s Three-Layer Organisational Model. Schein’s Three-Layer Organisational Model broken down show layer one includes visible artefacts such as wall dividers between employees or annual reports. Layer two includes conscious values or desires, and layer three include assumptions...
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...global mining firm BHP Billiton to illustrate a model of social responsiveness capabilities. Until now, corporate social responsiveness has described processes of environmental scanning, issues management and stakeholder management. The model presented here suggests that social responsiveness is rather understood as a cluster of five organisation-level capabilities that span an organisation’s culture and structure. The case study explores evidence for social responsiveness capabilities at BHP Billiton and considers management implications for the development of management abilities for social responsibility. Director of the Australian Centre for Corporate Social Responsibility, Dr Leeora Black is a consultant, researcher and educator focused on integrating social responsibility into business operations and strategies and measuring corporate social responsibility. Her work analyses complex CSR issues and problems and builds organisational CSR capabilities. She works with global firms, government businesses and social-sector organisations on integration of CSR into business operations and strategies, CSR measurement, stakeholder engagement and reporting. JCC 23 Autumn 2006 © 2006 Greenleaf Publishing G Corporate social responsibility G Capabilities G Management G BHP Billiton G Mining G Extractive industries G Social responsiveness u Australian Centre for Corporate Social Responsibility, PO Box 2371, Caulfield Junction,...
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...The ethical dimension of human resource management Human Resource Management Journal London 2000 --------------------------------------------------------------------------- Authors: Diana Winstanley Authors: Jean Woodall Volume: 10 Issue: 2 Pagination: 5-20 ISSN: 09545395 Subject Terms: Studies Human resource management Business ethics Classification Codes: 9175: Western Europe 9140: Statistical data 6100: Human resource planning 2400: Public relations Geographic Names: United Kingdom UK Abstract: The relative absence of debate about ethical issues within the area of human resource management is addressed. IT is argued that ethics is not about taking statements of morality at face value; it is a critical and challenging tool. The discussion starts with what should be familiar terrain: ethical arguments that uphold a managerialist position, such as ethical individualism, utilitarianism, and "Rawlsian" justice. Other theories are then introduced that broaden the field of ethical concern in an endeavor to be more socially inclusive: stakeholding and discourse theory. Copyright Eclipse Group Ltd. 2000 Full Text: Until very recently the field of business...
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...(Norton, 1992) Business ethics and organisational culture have developed considerably in the last twenty years. This leads me to believe that Norton’s (1992) analysis of Schwartz’s theory of organisational totalitarianism (1991) and Jackall’s theory of patrimonial bureaucracy (1988) may be outdated. Nevertheless, there are still things we can learn from these theorists’ arguments, even if new external factors that developed since then may have had a more significant influence on organisational dynamics. Jackall’s concepts of organisation logic defining the constructs of corporate bureaucracy are somewhat still applicable today, although they fall under the more expansive theory of organisational culture. While the structural logics behind decision making, chains of command and top-down management are still used, more recent changes to human resource management greatly differ from Jackall’s theories. Jackall introduces notions of subordinates required to “get the job done” without troubling superiors. Whilst performance criteria like KPI’s will forever push employees to “get the job done”, today’s workplace reforms counter Jackall’s ideas. These changes largely regard matters like workplace safety, harassment and whistleblowing, which twenty years on from when Jackall published his theories of patrimonial bureaucracy are built into the organisational structures and policies of middle-to-large organisations. Schwartz’s notion of organisational totalitarianism hold less practical...
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...ORGANISATIONAL CULTURE AND ETHICS Nehal K Lunawat (Student) Bhavyaruna Chittajallu(Student) Modern Degree College Modern Degree College Krishna University Krishna University Vijayawada. Vijayawada. Email id: nehal.lunawat@gmail.com Email id: chittajallubhavya@gmail.com Contact number:7569070404 Contact no:9032571553 Address: Flat no 237, 4th floor, Address: Old mig 37/1, H.B colony, Lotus towers, Jemmichettu centre, Bhavanipuram, Vijayawada 520010 Vijayawada 520012 Andhra Pradesh. Andhra Pradesh. Mohammad Sadiq Khan (Student) Modern Degree College Krishna University Vijayawada. Email id: khans877@gmail.com Contact no: 9291374786 Address: 3-141, Indiranagar-1, Yenmalkuduru, Penamaluru mandal, Vijayawada 520007 Andhra Pradesh. ABSTRACT: For many years, the topic of interrelation between the management and ethics has been a topic of intense scrutiny. It is understood that management is looked to for setting the standards for work culture and shaping ethics and performance in the workplace. When situations go wrong, management looks towards common culture to resolve workplace issues. Management has to ensure that this culture is consistent with the organizational...
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...Legal and Ethical Issues Relating to Business Information Introduction I this task I’m going to explain the legal and ethical issues in relation to the use of businesses information and also I’m going to explain operational issues as well in the last park of the task i going to analyse the legal ethical and operational issues using appropriate examples . Most people do not feel safe in putting or giving their personal details on different social networks like Facebook and Twitter and another organization who uses the personal detail from the people or customers , the reason being of many hackers invading other people's privacy this also can happen with many businesses as well such as Tesco ,Asda e.g. if they do not have a security system to keep them safe . Legal Issues These are various items of legislation to protect the use of business information. Data Protection Act 1998 is one of the legal issue business information. Many businesses store use information about people. The Data Protection Act protects information held about people from being misused. The information stored by businesses on databases must be: ✓ Obtained fairly and lawfully ✓ Used only for the purposes stated during collection ✓ Adequate, relevant and not excessive in relation to the intended use ✓ Accurate and up to date ✓ Not kept for longer than necessary ✓ Processed in line with your rights ✓ Subject to procedures to prevent unlawful processing, accidental loss, destruction...
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...early 2008, closely followed by the company going into receivership in November of 2008. This essay will examine ABC Learning and assess the impact of the company’s corporate social responsibility policy or lack thereof and how this contributed to their spectacular collapse. Particular attention will be concentrating on the ethical internal running of the company’s corporate structure and executive leadership, focussing in particular on Eddy Groves’ poor decision making, creative accounting and resulting organisational culture. Dahlberg & Moss (2005) claim that ethics is a practical matter which involves thinking about every day actions and decisions either individually or collectively and then responding with respect for all concerned. When values underpin our responses and choices, ethics is at work. In some instances our decision making can be hindered because there can be different solutions or responses to a situation. Each of which may seem appropriate. We call these situations ethical dilemmas, and they may require considerable negotiations by all concerned to achieve an ethical outcome. [pic] Figure 1 - Kohlberg's Simplified Model Using Kohlberg’s theory (figure 1) to understand Groves’ behaviour, illustrates that he operated at the self...
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.... . . . . . . . . . . . . . . . . Nowadays, the current global business culture requires the making of critical decisions by employees at every level of a firm’s hierarchy. Since ethical standards are not codified, these business decisions will often involve dilemmas or disagreements that are bound to ethical or moral nature and such decision making is also essential to almost all business activities and functions that a company determines to take on. The focal point of mostly every ethical dilemma that an employee may come across in the course of daily business tasks usually includes choosing an option which will benefit the organisation (or the society) or selecting an option which will be beneficial to the individual only. Inflating expense accounts is considered as one of these difficult decisions that an employee may encounter during their career. Being in this situation, one must evaluate his individual moral development and the cultural values of the organization in order to make the final decision. Because it is impossible to codify ethical standards into practical and meaningful policies, it is necessary to understand the ethical decision making process in order to prevent misconduct. The two important components that affect these processes are individual factors and organisational culture....
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...Strategic Human Resource Management Student Name Student ID Table of Contents Introduction 3 LO: 02:1 Be able to develop human resource plans for an organization 3 2.2 Assess the human resources requirements in a given situation 5 2.3 Develop a human resources plan for an organisation 7 2.4 Critically evaluate how a human resources plan can contribute to meeting as organisation objectives 8 LO: 03: Understand human resources policy requirements in an organization 9 3.2 Analyses the impact of regulatory requirements on human resource policies in an organisation 10 4.1 Analyses the impact of an organisational structure on the management of human resources 11 4.2 Analyses the impact of an organisational culture on the management of human resources 12 4.3 Examine how the effectiveness of human resources management is monitored in an organisation 14 4.4 Make justified recommendation to improve the effectiveness of the human resources management in an organisation 15 Conclusion 15 References 16 Figure 1 HR Planning 4 Figure 2 HR Planning process 7 Figure 3 Balance score card in practical 15 Introduction Organisations within today’s labor markets cannot be pretermission on increasing position of managing human resources. It is appreciated that the ways in which human resources are accomplished in employing organisations is energetic for the employer. Human resource (HR) system encirclements all the policies and performs that will ensure that right personnel...
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...browsers of iTunes, the safari web browser and iWork and iLife production and originality suits (Yohe, 2011). The company was founded in the year 1976 by Steve Jobs. It was incorporated as Apple computers Inc. However, later on the word computer was eradicated from its title, since the launch of iPhone Smartphone mobile. Apple has achieved the second position in information technology industry after Samsung Electronics with respect to income. Moreover, the company is the third largest mobile making organization after Nokia and Samsung. The company has been considered as the most regarded firm by Fortune magazines and all over the world. All the credit for these achievements goes to the organizational commitment and management approach at Apple Inc. the management at Apple Inc is most organized with focus on employees and job commitment (Data retrieved from: http://danielsethics.mgt.unm.edu). The organization has well organized systems because of which the organization has achieved the position where it is today. In this paper we will study the organizational behavior at apple Inc with respect to its achievement. Furthermore, the paper also discusses the critical aspects of the organizational culture that affect the...
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...has been deemed as unsatisfactory, you will be permitted to resubmit the assessment. Refer to RGIT reassessment policy and procedure. 6. Unless the assessment task specifically allows pair work or group activities such as brainstorming, you must submit their own original work and are not permitted to copy the work of other students. Plagiarism is never acceptable. 7. Assessments must be submitted on their due dates. 8. Extensions are permitted in consultation with the trainer. Performance objective Candidates will demonstrate knowledge and skills required to influence groups and individuals. Assessment description Using the workplace scenario information provided, you will plan the implementation and resourcing of an organisational change strategy, consult with various stakeholders, and implement a key part of the change strategy. At all stages, you will build support for the implementation. Note: You will need to keep copies of the work you undergo in this Assessment Task for further use in Assessment Task 3. Procedure 1. Review the simulated business documentation, including policies and procedures, in Appendix 1 ‘Max Lionel Realty’. Review templates contained in Appendix 2 ‘Templates’ for possible use or adaptation in completing assessment task requirements....
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...influence others to voluntarily make day-to-day decisions that enhance long-term viability of the organisation while maintaining its short-term financial stability”. Consequently, strategic leadership was quantified as the “ability to anticipate, envision, maintain flexibility, think strategically” (Hitt et al. 2003, cited in Rowe 2001:83). In light of the above, strategic leadership can be seen as the direct influence on organisational processes that achieves performance outcomes. It requires both flexible, adaptive capabilities and the need to engage in managerial ethos; essential features according to Boal and Hooijberg (2001). The need for strategic leadership The global economy can be seen as a fluid entity, constantly changing and moving in different directions. With this comes uncertainty and the need for leaders to think strategically in today’s organisations. “Mobilising an organisation to adapt its behaviours in order to thrive in new business environments is critical” (Laurie 1997:124). This was an early opinion about leadership and organisational theory, and one that lead Ireland and Hitt (1999) to describe the essential qualities required of a strategic leader in empowering and enabling an organisation. However, it has now been argued that to be a strategic leader, all this theory can be delivered “as a meaning maker for companies, as a voice of reason, and as an operator” (Montgomery 2012, cited in McKinsey...
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