Role of Managers in Ethical Aspects - Coursework Example

Role of Managers in Ethical aspects Normally, a leader or manager will be judged by the success he/she achieves. Judged in the sense, he/she will be appreciated, feted, discouraged, hated etc, etc… by the success or the lack of success (failure), he/she gets. In today’s world, success of an organization is mostly correlated with profits, markets share, etc. That is, many people will accept a fact that a person is a success, only if he/she achieves all the above-mentioned material things. Even though this perspective is not at all wrong, the crux is how an organization or its leader or manager achieves success. Whether, they achieve it through ethical means or by fraud, illegality, etc? The primary focus of any organization is to give a clean management based on preset ethics; otherwise the repercussions will be unfavorable. Companies that do not have proper… ethics procedures risk severe damage to their reputation, criminal/legal action and regulatory penalties. The consequences could include loss of customers, reduced share price (Advice on management). So, the ethical issues should be given top most priority and can be incorporated in every aspect of organizational functioning. Ethical Issues during Recruitment stage The common fact is, the workers only form the crucial ‘cog’ in the running of the organization. So, only if these crucial workers are recruited or staffed optimally through an effective recruitment process, the organization can achieve optimum success. At the same time, organizations and its managers should be duty bound to incorporate ethical aspects in this recruitment process. That is, as part of that preset ethics, managers particularly HRM can or should recruit qualified and equipped employees from diverse backgrounds, without any discrimination. They can recruit employees from diverse and minority backgrounds in both their home and foreign operations. This practice will bring qualified employees who could be from different religions, ethnicity or could be disabled, etc. When organization and managers optimally carries out this ethical practice, it would give opportunities to the subjugated and discriminated lot. When organizations do that, it will be appreciated by many sections, thereby optimizing its ethical image. Managers can inform about the job opportunities in their organization by contacting specific and exclusive groups for the discriminated people. Apart from having an ethical recruitment process as discussed above, the managers should also recruit ‘ethically qualified’ employees, so that then ethics could spread optimally and could be imbibed all over the organization. This can be done, if the managers or Human Resource Department (HRD) conducts extensive reference checks and collects background information from various sources about the employees, who have fulfilled all the job needs and are on the verge of being absorbed. (RefCheck Information Services). The collected information has to be given precedence, and even if the prospective employee has good qualifications, his/her character should be fully checked before being recruited. So, it is clear that it is necessary that the management must ensure a constant availability of sufficient number of efficient employees importantly from diverse backgrounds, for the efficient functioning of the organization and to fulfill ethics. Ethical Issues in hierarchical communication An important component of an ethical working environment is effective communication channels, ‘flowing’ through all hierarchies. Effective communication channels can be established by firstly focusing on the physical environment of the organization, with the manager taking the initiative. Leaders and managers should realize that effectively conveying and receiving information through communications (internal and external) increases substantially the performance of the employees and the organization. (McNamara). For that, the best option the leader and manager will have is going for an open-office layout. That is, cubicles should be preferred instead of offices with doors because, this will bring equality among the employees and all the employees will interact in a confident manner without any fear or reservations. “A Cornell University study finds that small-scale, team-oriented offices with few Dilbert-like panels are more effective work environments than private, closed offices because they more readily foster communication, cohesiveness and organizational learning among co-workers” (Lang, 2002). Also minimization of the use of status symbols such as private offices, special dining rooms for executives, and personal parking spaces will also help build an ethical environment. This is one of the important ethical needs because it will give even the lower staff, the feeling that all are treated equal, irrespective of the salary, experience etc. So, instead of special rooms, many conference rooms should be setup by the managers, to encourage all the employees and importantly aid them to communicate comfortably. This ethical environment actualized by managers will make the workers stay, at office, an enjoyable experience at the same time encouraging experience. Ethical Issues during downsizing In an organization, ethical issues will arise when certain workers are treated as ‘expendable’ and are often the first to be forced out. That is, due to economic crisis and other organizational reasons, some workers will be given voluntary retirement or removed from the job. Even though this will cause ethical dilemmas, the move could bring in benefits to the organization on a long term basis. That is, if the organization is made “leaner” and “fitter” in times of need, it can optimize its functioning and can recruit more employees in the favorable times. So, even though downsizing process will give rise to ethical conflicts, it will mostly lead to better productivity and increase in profits. This positive aspect of downsizing has to be showcased or the negative impacts of downsizing should be subdued by the manager only. That is, during the process of downsizing, the managers should directly communicate with the employees who are to be laid off, and give them assurance that it is done for everyone’s good. “Every action you take should be consistent with your values...If open communication is a corporate value, it becomes more important during a downsizing.” (Gebler).Then, the manager should provide adequate financial settlements, so that their service for the organization does not goes unrewarded. And if there is chance, effective managers should try to find alternate jobs for the laid off employees in some other organizations or give them some options for their livelihood. Conclusion Organization and its leader or manager should not stagnate and saturate. Schein (2004) pushes forward this idea by stating “that the leader of the future must be a perpetual learner”. Perpetual learner in the sense, they should learn new levels of perception and should play an important role in integrating the ethics component in the management of the organization. That is, by optimally managing the ethical issues during the recruitment stage, decision making process and downsizing process, the manager can optimize the overall functioning of the employees as well as the organization. This optimization in the functioning will elevate the organization’s standing both financially and ethically. References Advice on management. Famous advice on Ethics. 28 June 2010. http://www.adviceonmanagement.com/advice_ethics.html Gebler, David. Ethical Downsizing: Protect your Reputation during Layoffs. 28 June 2010. http://www.workingvalues.com/news/0601_bostonbusinessjournal.html Lang, Susan. S. Open-style offices rather than Dilbert-like panels foster team spirit and innovation, according to Cornell workplace study. 18 February 2002. 28 June 2010. http://www.news.cornell.edu/releases/Feb02/offices.best.ssl.html McNamara, Carter. Basics in Internal Organizational Communications. 28 June 2010. 2009 from http://managementhelp.org/mrktng/org_cmm.htm RefCheck Information Services. Frequently Asked Questions. 28 June 2010. http://www.refcheck.com/faqs.asp Schein, Edgar. H. Organizational Culture and Leadership. 3rd. ed. San Francisco: Jossey-Bass. 2004. Read More