A Reflection and Evaluation to Personal and Organizational Business Ethics - Research Paper Example

? A Reflection and Evaluation to Personal and Organizational Business Ethics The purpose of this paper is both, as mentioned at the areflection and evaluation of the relevant lessons learned regarding Organizational Development. The main thesis of this paper is that the imparting application of proper care ethics to individuals of any organization would create a positive avenue for positive change for the organization. This paper will involve objective points and a few case studies as examples for supporting the main thesis. Much of this will be taken from references that provide the facts of Organizational Development and dealing with the nature of corporate change. Also, personal reflection and inputs will be noted as to offer a degree of important personal insights about the matter. Personal judgment would give this paper and its main thesis a meaningful perspective, and perhaps a new and refreshing point of view with regard to participating or being involved in the matter of Organizational Development and Change Management. A Reflection and Evaluation to Personal and Organizational Business Ethics Corporate organizations, or any professional organization for that matter, will always have to reach a point when improvement is needed or that the need for change should be addressed. Such scenarios happen within an organization, whether minor adjustments in policies or complete organization structure overhauls, are usually necessary so that operations or activities can progress accordingly. However, the central issue really of organizational development is all about the welfare of the individuals working within the organization, and the manner which their abilities and performance in reaching the organization’s objectives are achieved. Also taken into great consideration are the effects of the business activities to the public constituents. Many relevant issues are put into inquiry. This matter would be called as business ethics. The definition of business ethics varies greatly, but it is perhaps best described by Velazquez (2006) as “a specialized study of moral right and wrong. It concentrates on moral standards as they apply to business policies, institutions and behavior” (p.13). As changes in the economic and social environment, how should an organization’s culture and practices deal with the nature of change? If being given the mantle of leadership the head manager of a corporate organization, how would I set the standards, vision, mission and methods needed to develop a business entity that is fair, just, and balanced between profit and principles, and also maintaining integrity? This would be elaborated further on. Before everything, I must understand what are my personal ethics and standards, and try to form them as the organization’s mission and vision as well. My personal code of ethics for this company revolves around the concept care. The concept of care is usually taken into a typically altruistic point of view. The concept of care ethics tells that “we have an obligation to exercise special care toward particular persons with whom we have valuable close relationships, particularly relations of dependency” (Velazquez, 2006, p.125). Hence, my personal principle with regard to business ethics, in both the personal and organizational aspect, is that the treatment given and practiced between everyone involved in the organization is compassion and kindness. My personal mission statement encapsulates this ideal in the form of “care and share.” As a manager, I would consider developing a mission and vision statement that would encapsulate the principled ideals that I have for the company. In having a clear mission and vision, as well as having room for flexible and achievable room to adapt along the way, individuals who are part of the company will also have a clear understanding of their purpose within the organization. Mikush and Philbin (1999) point this out precisely: In effective organizations, the vision, values and mission derive from the convictions of people in the organization and inform all other components of organizational development. When one or more of the core components listed below is out of alignment with the vision, values and mission of the organization, the organization is unable to function effectively for the long term. Conversely, when the core components are in alignment with the vision, values and mission, they are more likely to be in alignment with one another and lead to effective work and a sustainable organization. (p.3) The mission of my organization are “"putting families back together" and "offering help, promising hope.” The rationale behind this is that the patient comes first. Sobriety and care is the number one thing. All these are aimed in restoring the family life and giving individuals another chance to return, and be part, of the normal and daily activities in society. With that, we do everything we can to extend the hand of sobriety. The workplace environment and culture is tremendously disciplined, and at times strictly rigid, but for good reasons. To ensure the safety and welfare of the patients, there needs to be a balance between care and caution. Since the nature of the occupation deals with the ever-changing moods of patients, the working environment can be often tense and unpredictable. This requires staff members to practice tolerance and patience under the most stressful situations. Sometimes, this rests upon the matter of the due care theory. Velazquez (2006) pointed out that: The “due care” holds that since consumers depend on the better expertise of the manufacturer (or this organization for this matter), the manufacturer not only has the duty to deliver a product, or service, up to the expressed and implied claims made, but also to exercise due care to prevent others from being injured by the product even if the manufacturer explicitly disclaims the responsibility and the buyer agrees to the disclaimer. (pp.348-249) The social responsibilities of my organization are closely related with its mission and vision statement. The responsibilities involve having to sober up individuals and cure them from their addiction to vices, as well as helping them becoming reintegrated to their families and society. To measure this, every activity of the operations within the organization, whether they are progressing or regressing, are recorded and evaluated by the assistant managers and coordinators. Also, testing and observation are done on the staff with regard to their performance. If performance and results are steady in progress, little appraisal will be needed. However, if there are frequent signs of shortcoming, evaluation of performance will be checked and the proper recommendations made either by internal or external OD specialists. There are some helpful training programs that my organization does in keeping staff and employees trained and developed in their competencies. Instructional seminars on coping with stress or work related frustration, as well as group dynamic simulations on various office situations are the subjects of these forums. Aside from those mentioned, lecture seminars are also held by guest speakers with regard to issues of addiction, and effective measures and practices to help sober up patients. The strength of these training measures is that it gives the staff and employees additional knowledge in relation to their individual tasks. The weakness of this training program though is that it does not give the employees and staff the hands on experience in dealing with real scenarios. The moral and ethical principle of this organization completely revolves around the theory of care ethics, as mentioned earlier. The fact that this organization’s service is completely devoted on aiding other individuals to have a normal life makes the relationship between the staff and patients rather close, at times forming bonds of friendship. This is because, as quoted by Velazquez (2006), “an ethic of care can be based on the claim that the identity of the self –who I am- is based on the relationship the self has with other selves” (p.126). For example, there are situations in which we extend further a hand to help an alcoholic who is unable to reconnect with his family. This effort is not merely for the sake of sobriety, but to befriend another fellow individual, and help restore life and dignity to him. The negative issue about this ethical and moral principle is that there is too much focus on helping patients, which would cause an organizational dilemma with regard to its other main objective. Wamwangi (2003) posited that there is “the problem of meeting individual employee needs and aspirations whilst meeting the performance, survival and growth needs of the organization as a whole” (p.4). While the employees or the staff focuses on following their personal endeavors in helping their patients, such efforts or attention would affect the growth of the organization as a whole in terms of staying up with its business. If I was the manager of this organization, I will try to balance the needs of the organization with the current endeavors of the individual employees. I would not want to change the care ethics culture of the organization toward tasks that assist patients to have a better life. I think such a business ethic and culture is actually what attracts clients in gaining our services. Although, to also meet the needs of the organization’s more practical concerns, such as staying in business being foremost, I would set some standards and limitations on how much attention should be given to patients by the staff. This perhaps might be the real task in which change management would be needed. To deal with that matter, I would first consult at least three OD specialists on how to set guidelines in limiting the amount of “the care factor”, and how such guidelines would affect the members of the organization. Also important, I would ask how such changes should be implemented. Once a clear and viable solution is found, a meeting would be made among the managers and coordinators first, in the presence of the OD specialists, on the changes and measures to be done in applying such change. Lastly, coordinators and managers will pass and integrate these changes to the staff, from their respective departments or stations. The expected results would be a win-win scenario, in which the organization expands and grows in profit, while still gaining public trust and a positive change in the organization, the clients, and the community around us. References Mikush, S., & Philbin, A. (1999). A framework for organizational development: The why, what and how of OD work. Winston-Salem, NC: Mary Reynolds Babcock Foundation. Velazquez, M.G., (2006). Business ethics: Concepts and cases (6th ed.). Upper Saddle River, New Jersey: Pearson Prentice Hall. Wamwangi, K., (2003). Module II: Organizational development as a framework for creating anti-poverty strategies and action including gender mainstreaming. Global Distance Learning Center, Tanzania: Municipal Development Partnership & The World Bank Institute. Read More