The Core Challenges of Managing Ethical Behaviour - Coursework Example

Plato once said, “good people do not need laws to tell them to act responsibly, while bad people will find a way around the laws.” It is not surprising therefore, that serious violations of expected moral, legal and ethical norms are so rampant, not only in one’s personal daily encounter but, inevitably, in the work place of business organizations. This article aims to bring back, in general, to the consciousness of every human being the need to be constantly and consistently mindful of adhering to the so-called ethical behaviors as guide to fostering peaceful and productive co-existence with one another. In particular, this paper would like to succeed in sharing with business executives and prospective managers the importance of addressing and resolving in the work place, significant ethical problems that beset society today. Examples of moral and ethical behaviors that are tantamount to taking advantage over other’s sense of value and well-being will be expounded. It can be enlightening that there will be obvious but petty unethical behaviors, and more intense scrutiny should be exercised on those acts that may be considered as subversive, yet serious. The reasons behind mindless disregard of ethical behaviors in the professional world shall have to be explained, because only then can management of a small or big entity be aided in addressing the problems. However, it would not be right to just limit the discussion on how to responsibly combat the uncontrollable urge in others to commit unethical behavior, without resolving the other contemporary challenges that go with it, such as the challenge of extracting commitment from the officers and staff of a business firm, the challenges of keeping up with the new technologies and advertising, and likewise, competition of products, and of hiring qualified employees and managers are more challenges that should be responsibly addressed. In a gist, this article shall establish the importance of facing all these challenges based on a principle that everyone in this world should have no choice but to be always in their best ethical behavior, whether somebody is watching or not. Formally defined, ethical behavior is that which is morally accepted as "good" and "right" as opposed to "bad" or "wrong" in a particular setting. This definition is germane to effective leadership in organizations in that it connotes an organization code conveying moral integrity and consistent values in service to the public. (Sims, 1992). Most companies make it a point to formalize their own code of ethics to serve as guide for all concerned. Regretfully, such codes remain in the company’s vault or library shelves, untouched and unread. Many reference materials have indicated that due to the razzle-dazzle in the daily routine the need to behave ethically had been stashed back to the subconscious, because there is no time to be ethical. A company should not just focus on the challenge of managing ethical behavior, because equally important that should be dealt with by management, is the challenge of the escalating competition for more remarkable market share, if not control. Competition may be thought of as the striving of two or more parties for the custom of a third by the offering of the most favorable terms (Cassady, 1963). The challenge of competition is not limited to the comparative advantage of a company’s products and services, but extends further to the challenge of competing for highly qualified managers, who are skilled, competent and with the right attitude to counter unethical behaviors. Another challenge that business companies should readily resolve is the challenge of the continuous upgrading of new technologies. Essentially, it had to suppose that new technologies create new ways of controlling the world, and this includes the control of people through work and the creation of value through new forms of capitalism (Garstein, 2003). At the outset, ethical behavior does not form part and parcel of new technologies, but it should not be the case, because “information workers” are still required to apply the acceptable norms of conduct in their daily activities, despite the need of keeping up with the complexities of the new technologies, to enhance efficiency towards the goal of productivity. There may be more challenges to combat, but successfully confronting the challenge of how to extract commitment from the officers and staff of a company can altogether encompass all other challenges that managers have to face everyday. Company commitment is the identification with the mission or purpose of the organization (Fink, 1992). When the managers are committed, the shareholders may sleep soundly, because they can be assured of ethical behavior from the managers. On their own the managers will improve their skills and knowledge to keep up with the new technologies, and they shall make themselves as the basic standards when hiring and ascertaining the qualifications of their fellow officers. The manager who takes time to discuss employee strength and how these can make a difference forges essential ties and connections that lead to employee commitment (Kimball, 2006). One way to discourage dishonesty that which could lead to committed managers, and even employees, is by offering competitive compensation package and incentives for well-deserved productivity in performance. Although nothing can compare to satisfaction with pay, equally powerful is the constant acknowledgement by management every time there is a job well done. Sanctions on erring employees and managers should be imposed, and the imposition should be brought to the awareness of everybody, to assure them that nobody can get away with undesirable behavior and lousy performance in the workplace. Either a manager will say he did not mean to use company properties for his personal gain, or getting caught playing in the company computer during lunch break cannot harm the company’s profits, or, it is alright to do the project of his son during office hours, because anyway, nobody is looking or nobody will know; are some examples of subversive ethical violations, that unbeknownst to the employees and managers, can prove to be costly on the part of the business entity. Undelivered commitments, and deliberate omission of vital information against another manager due largely to jealousy, are more major violations of ethical behaviors, that shall result to unrealized productivity, hence, profitability may not be maximized, which would be unfair to the shareholders of a business entity. An advice worth taking from the ethics office of Texas Instrument Corporation should be encouraged, that whatever the position, continually pursue integrity, openness, fairness and credibility- for they are vital elements in a high quality, productive organizations and the most effective weapons in combating the subtle subversion (2006). Interview with the Manager: Ten questions were asked about the personal leadership style and commitment of one particular manager and five questions were paused to find out the importance of ethical behavior in a manager. It could be surmised from her responses, that, there were times when her commitment to serve to the best of her ability, was compromised, when she had to resort to subtle violation of company standards and expectations, partly because of her perception, that anyway, the violations were only petty and could not effect losses on the part of the company. During the interview, the manager was honest enough to admit, that if only she is financially secured, there could not be any lapses in her judgment call to have trusted her conscience to always do the right thing. She was not fair with the company when she did not report the wrongdoings of the others., because she was more considerate of the sanctions that they may have to endure, thus diminishing her commitment to her employers. On the over-all, the reactions of the manager was true to form with the findings that had been thoroughly researched. In her conscience, she knew her employer could have been short-changed, yet, her commitment had to suffer because she was not as strong-willed and disciplined as she should be. It should be the role of the supervisor or the manager to clearly disseminate to the employees the code of conduct that they should all live by, the sanctions that will be suffered in the event of violation of the written or unwritten acceptable norms, and the benefits that may be derived from commendable behaviors. Regular meetings and seminars can help in this aspect. A manager should be given credit whenever she can elicit commitment from employees of the company, because it can be difficult to expect that the employees will aspire to improve their skills and knowledge without being pushed to do so. The managers, as models of good ethics, should convey that open discussions are always encouraged, because when they are approachable, the employees will be fearless in bringing to their attention the vital aspects needed in the business operations. In conclusion, integrity in the professional environment should be treated as a higher calling that can ultimately lead to commitment to one’s employer. This can be attained when the three questions, borrowed in part from the tenet of the Rotary International, shall all be answered to in a positive note: Is it the truth? Is it fair? Is it beneficial to all concerned? Appendix A Transcript of Interview with Ms. Jerebeth Abordaje, a Credit Manager of Redwood Consumer Lending Corporation April 21, 2010. Q: Why did you become a manager? Jerebeth: I was promoted two times, starting from being an accountant, then to credit manager, because of my dedication and my skills in getting things done. Q: What do you think are your best qualities that made you a manager? Jerebeth: I got high grades in my managerial testing and psychology test, I had proven my competence in getting things done,, my honesty, my positive outlook, my drive and my working habit. Q: Is your employer happy with your performance? Why? Jerebeth: Not all the time, my employer could see I am not focused at the moment, and I am not giving my all to the company. Management expects that, even after office hours, I should still think about the company, and not only that it is my source of income. Q: You work so hard for whom? Prioritize: Jerebeth: family, myself, company Q: What are your weaknesses as a manager? Jerebeth: I procrastinate, I waiver in my commitment to unearth my best for the company. Q: What is your leadership style? Jerebeth: I show the people under me that I know everything there is to know about our department’s function, I have to be decisive when immediate action is called for, I disseminate company rules and procedures properly. I don’t get angry when they make mistakes, I just tell them I expect better next time, while I defend them when there are complaints against them. I am always for constructive measures, by being positive in correcting the erring staff. Q: How will you inspire the people under you to become managers? Jerebeth: Be an example, full time, focused, regular weekly meeting to show advantages or benefits (such as trust of management) of being committed. Q: How do you look at the employees of the company in relation to the growth of the company? Jerebeth: I always look for and question the commitment of every employee, because here lies the assurance that their objective should be in tandem with the goal of management to grow. Q: Are you happy as a manager in relation to your role in the office? Jerebeth: Yes, because in my position, I can do so much and help a lot of clients, I believe I can help in the growth of the company, although, finance-wise, I don’t believe I am getting what I deserve. Q: What do you think is the best disciplinary action that should be imposed on abusive employees such as chronic tardiness and absence? Jerebeth: One warning only and dismissal. Leniency should never be a part of discipline. Q: What are the strengths of the company you’re working with in terms of managing ethical behaviors? Jerebeth: They recognize commendable performance, which can inspire employees, and they do not condone even minor violations, like unliquidated advances, or shortages in cash counts and utilizing company time for other personal purposes. Q: What do you think can elicit more cooperation from subordinates to be ethical at all times? Jerebeth: By making them aware and understand the importance of how to behave ethically and professionally, and by treating every case with fairness, that there is no exception in any rules. Q: What are some violations of the company rules and social norms you have been told or personally witnessed that you allowed to pass unaddressed? Jerebeth: Playing games in the computer during office hours, extended coffee breaks, printing of wedding invitation in the company computer, to name a few, because I was thinking that it was petty to spend time for, the company could not incur losses from such petty violations. Q: Are there instances when you observe that some employees are blatantly unethical? If so, what do you do about it? Jerebeth: I bring to the attention of higher management and like those who are poor in performance I also report, to aid in management decision concerning the right people to hire and assign and terminate. When the unethical employee is under my department, I reprimand him right away with a warning. Q: Are you convinced about the comprehensiveness of the company policies concerning employee behaviors and attitudes? Explain your answer? Jerebeth: Not entirely, the policy is not so precise and clear-cut, there are many loopholes, and many areas are left to subjective ruling. Works Cited: Cassady, R., 1963. Price Warfare in Business Competition: A Study of Abnormal Competitive Behavior. p. 5. Fink, S. L., 1992. High Commitment Workplaces. New York: Quorum Books. Garstein, C., & Wulff, H., 2003. New Technologies at Work: People, Screens and Social Virtuality. New York: Berg Place of Publication. p. 9. Kimball, L. S., & Nink, C. E., 2006. How to Improve Employee Motivation, Commitment Productivity, Wellbeing and Safety. Corrections Today, 68 (3) p.66. National Academy of Engineering, 2006. Importance of Ethical Behavior in the Work Place (TI) Available at: www.onlineethics.org/Resources/Cases/ethics_workplace.aspx Sims, R. R., 1992. Organizational Behavior. Journal of Business Ethics, 11 (7) p.505. Read More