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Organizational goals may relate to official goals or operative goals and understanding the basis of the values is important in judging the organization’s level of commitment to its value. Official goals of an organization are for example embedded in the organization’s system and are the organization’s priority. Consequently, an organization can sacrifice its interest or secondary objectives in order to achieve its official goal. This strategic approach means that a value that is secondary to an organization’s official objective can be compromised as the organization seeks to meet its official objective.
Such a decision would communicate the organization’s commitment to its primary objective and identify a general level of commitment. Similarly, operative goals relates to guidance and motivation to employees, decision making framework, and establishing and implementing framework standards under which an organization can operate to achieve its official objective (Daft and Marcic, 2012; Daft, Murphy and Willmott, 2010). The aim of the operative goals is therefore to ensure desired overall objectives and not to ensure strict implementation of the operative objectives.
The values for respecting employees and rewarding top performance identifies with operative goals with the aim of ensuring effective and efficient human resource for such primary goals like output targets or profitability. Consequently, identifying viability of outsourcing in meeting such primary objectives as higher human resource output or profitability would suggest the organization’s commitment to bringing the best out of its employees. Similarly, and the organization’s values being operative goals, means that their strict performance does not define the organization’s commitment but achievement of objectives for which the values were set.
If the values were set to ensure that, a
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