Organizational Management Principles - Case Study Example

Reflective Paper on Values and Organizational Management and Number February Reflective Paper on Values and Organizational Management Apart from leading an organization with clear vision, mission and operational structures, managers must reflect and acculturate exemplary ethical imperatives, values, and virtues in the management and development of an organization. This essay is a reflection about organizational management principles and ethical values from the organization where this researcher is affiliated. It will substantially discuss the personal business code ethics and how this would be translated in an organization where one is affiliated. It will likewise include a critical assessment of the organization from the vantage of business ethics. Personal Code of Management If this researcher become an organization manager, she/he’d be endeavoring to translate principle-centered leadership and will be result-and-outcome oriented. This work ethics is founded on personal-trustworthiness, interpersonal relational trust, empowerment-sensitive management, and organizational accountability (Covey, 1992). Principle-leadership considers all the “natural laws, principles and operational frameworks that put virtues and moral responsibility significant in a person’s life, in relations, in contract management and within the core of organizational management” (Covey, 1992, p. 17). This is because, for Covey (1992), the effectiveness and efficiency of leaders are founded on inviolable principles of human nature of goodness that are very much practicable to be shared to the society that is wanting of better social cohesion and transformation. Covey (1992) opined that principles are empirically developed in a society built and nurtured in a community’s culture. Inspired by transformation leadership, I have strong faith in a value system as guidance for better decision-makings, in planning, in enforcing plans, in resolving conflicts, in managing changes, in” valuating performances, and in exercising power for organizational development” (Covey, 1992, p. 21). The latter is predicated with the fact that an organization is not just a simple structure. It’s created with defined purpose and targeted outcomes rooted from clear planning and execution of coordinated or collaborated tasks to achieve desired outcomes. This integrated code of ethics put principles above interests and such could holistically assist in nurturing organizational development toward a useful institution of the society. It is therefore significant that managers must decide for mutually satisfactory result at an objective and point of equilibrium inspired by the code of ethical practice originating from socially acceptable moral imperatives and standards (Duran & McNutt, 2010). Organizational values, culture, & mission In the last decade, I have been a pro-active member of Civil Society Forum for Peace in our locality. This is a partnership of about thirty non-governmental, civic and people’s organizations (Civil Society Forum for Peace [CSOFP], 2012). The network has been involved in a collaborative undertaking for peace advocacy and developmental agenda. Each member-organization have their own areas of operation within the region but all shared common perspective to support peace process, both done in the macro and in community-based peace-building (CSOFP, 2012). The network was inspired to transform conflict situation in the ground where people of diverse ideology, faith, beliefs and practices ramified in an unfriendly climate and in severe misunderstanding. This misunderstanding have often escalated into conflict situations that would often culminate in armed confrontations between state forces and those who are opposed to government which unfortunately resulted to massive displacement of coastal communities (Canuday, 2009). The consequential punitive action of state forces have also resulted to the militarization of areas perceived to be lair of rebel organizations, thus, generate discomfort and dissention to a number of civilian populace (Cal, 2000). Reports from experts on displacement studies indicate that as of 2010, the figures of IDPs are down to a total of  4,228 families or 15,738 persons, broken  down into 3,314 families in ARMM, and 914 families in Region XII or where the civil society are working (United Nations Development Programme-Philippines [UNDP-Phil.], 2011). In times of conflicts, member organizations of CSOFP are also conducting emergency response (CSOFP, 2012). The conflict situation went on in the last three decades and the intervention of civil society is perceived essential to nurture understanding using open discourse and interfaith dialogues (CSOFP, 2012). The forum has been creatively developing programs and venues where peaceful dialogues could ensue to appreciate diversity of faith and culture, as well as the commonality of their needs and aspirations (CSOFP, 2012). Thus, it has been involved in security and protection of communities, conduct of dialogues, right-based and policy advocacies, conflict resolution, emergency response, supports to development agenda, and empowerment of people thru alternative education (CSOFP, 2012). Organizational Vision, Mission and Responsibilities The civil society envisioned a “community of empowered peoples, living and working together to attain and sustain a progressive society where lasting peace reign amidst diverse cultures” (CSOFP, 2012, p. 1). Its mission is to develop a convergence of collaborative peace efforts and advancement of people-centered development agenda (CSOFP, 2012). It is pro-actively working (a) to promote rights, cultural diversity, respect and peoples’ welfare, and, (b) help cultivate culture of peace and motivate people’s participation in decision-making, including environmental protectionism as an advocacy (CSOFP, 2012). The network believed and shared the values of just and lasting peace, diversity and unity, intergenerational responsibility, good governance, sustainable livelihood, responsive education, gender responsiveness, and responsible media (CSOFP, 2012). By delving into the dialects of society, CSOFP believes that aside from cultural differences, the poverty within the region is the worst form of violence that is hindering the fruition of peaceful community. The situation inspired members to advocate and support government and non-government programs that can help for the reduction of poverty (CSOFP, 2012). There activities also include collaborative action supporting peace negotiations between state agents and of rebel group. Such are done through policy advocacy, conduct of fora, and mobilizations to protest the enforcement of ware policy (CSOFP, 2012). They have also successfully made it as a local policy to celebrate weeks of peace every last week of March and November every year (CSOFP, 2012). The organization’s decision-making and initiatives are decided through consensus and strengthen collaborations. Since peace and poverty are interrelated issues, the civil society also advocates for human rights, women rights and labor rights (CSOFP, 2012). They all believed that sectoral participation is essential to do away marginalization of special groups. Moreover, as the network’s life is focused on advocacy, it is also doing collaboration with media workers as partner in promoting peace and social issues. They believed that media workers are significant group in the promotion and nurturing of community that would adhere to peaceful undertakings and genuine developments (CSOFP, 2012). Most of their programs are supported and funded by Voluntary Service Organization-PEACE Mindanao, German Technical Cooperation (GTZ) and its local government. Ethical, Strength & Weaknesses Analysis While the organization is taking a broad responsibility in peace advocacy and in developing communities to be resilient, the networks needs to improve or enhance its capacity as an organization by reflecting what has been achieved so far viz-a-viz members’ value system. It must maintain its independence in looking at rising issues and in providing frameworks amid the challenges of peace works. As a network with diverse members and group affiliation, it must endeavor to build its credibility against the manipulative influence of national and domestic politics. This is significant because if the organization lost sight of its vision and mission, its programs will be compromised to political agenda and could eventually discredit its impartial position on social issues that has direct relation to peace-building. Covey (1992) pointed that when organizational principles are abandoned, the network would become susceptible to critics and political vulnerabilities. It is therefore significant that internal security of the organization be illustrated by maintaining credible leaders, who can espouse the advocacy of the institution professionally, fairly, and with clarity of vision. The network strength is sourced from its members’ diverse personality, skills and their capacity as advocates. While advocating for peace, some of them are also expert in agricultural development, emergency response, psychosocial intervention, policy-advocacy, conflict management, and resource mobilization. Such diversity is helpful in strengthening its operational system and in engaging stakeholders on peace-building activities. The diversity of members also helps generate different perspectives in dealing with local issues and in managing human resources. However, while the organization has clear vision, mission, and organizational structures, its operational activities are however dependent from funding support from external partners or institutions. CSOFP advocacies are therefore reliant to funding institutions to sustain its activities. Therefore, the CSOFP is vulnerable to whatever developments that are transpiring at the global level. If Europe would suffer economic recession, CSOFP will also suffer a debilitating impact as funding institution would likely make some readjustments too based on their country’s economic condition. Moreover, being a civil society dependent on foreign funding and assistance, there are occasion when the institution is bereft of finances and such is limiting the organizational efficiency, productivity and effectiveness (Velasquez, 2012), hence, impacting to staffs functions and decision-makings. This is the most challenging side of civil society advocacy because while performances of duties are expected from all staffs, it’s the personal convictions and principles of members that are inspiring them to balance its activities amid financial odds (Velasquez, 2012). This made non-government civil society distinct from commercial organizations where human actions are constantly linked to compensation and profit. Taking on that challenge, the CSOFP must also strive to create opportunities and also be more open to diverse partnership with other potential support groups for peace-building to ascertain that advocacies are sustained. CSOFP should also work to create opportunities to generate resources of its own. This is imperative since too much dependency from external help will not auger well to the organization’s strategic existence. Moreover, the organization needs to continually undertake empowering activities to update themselves of trends and to delve into other creative ways of managing the network. Other matter for consideration is the nature of the member organizations. Most of them have their own institutions to manage, too. With these, the network needs to grapple with schedules and activities of member-organizations so that it can also appropriate ample time for the network-based activities. Moral philosophy and ethical principles affirmed Organizational experts that organizational credibility can be enjoyed if the principles adhered by the institution is also practiced and illustrated in their action. Thus, if CSOFP is advocating peace-building, its members must be experts of peacemaking and conflict resolution. Each of the members must be able to integrate inner peace as a personal culture or way of life (CSOFP, 2012). Their relations with other networks and organizations should be extolling the significance of non-discrimination, of multiculturalism, of diversity, of respect, and of discourses that put conflicts on a table for collaborative deliberation and resolution (CSOFP, 2012). Since institutions are mandated by laws to pay salaries for hired staffs, it’s mandatory too for CSOFP to undertake review of its programs and to address the interests of its human resources so as not to compromise their financial needs (Velasquez, 2012). It must be recognized that principles can’t be fought well when workers are economically-challenged and hindered to realize their own ideals too. These humanitarian values and principles affirm that for leaders to become fit in leading civil society, he or she must foremost be principle-centered, thus, allowing values and moral imperatives to guide one’s actions instead of political interests (Covey, 1992). Possessing such description of principle-centeredness will strengthen members and organization in their adherence to principles as advocate of peace and human rights (Gumusluoglu & Ilsev, 2009). Principle-centered leadership can only be practiced by transformational leaders. The latter also promote respect of rights, uphold the dignity of people, and deal stakeholders professionally (Covey, 1992; Gumusluoglu & Ilsev, 2009). Discrimination and unpeaceful acts should not be condoned. Relations with stakeholders and partners are based on open communication and collaborative actions depending on changing social climate of the local (Covey, 1992; Agich, 1990; Gumusluoglu & Ilsev, 2009). Being transformational, leaders should be flexible and should not abuse in the exercise of authority. Managers should always pursue their plans in accordance its mandated vision, mission and programs (Gumusluoglu & Ilsev, 2009). Such will ascertain accomplishment of targeted outcomes of implemented programs. CSOFP must however need to diversify partners and strengthen its resource generation efforts to make it not totally dependent from external aids (CSOFP, 2012). Conclusion Ethics and value system are integral part of organizational management and organizational development (Azman & Yusuf, 2009; Lere & Gaumnits, 2007). Members with uprights values and sense of accountability are more likely to conduct its responsibilities systematically by planning, organizing, leading and managing its stakeholders and resources well (Azman & Yusuf, 2009). When guided with right values and humanitarian principles, this becomes guide for internal check and balance (Azman & Yusuf, 2009). Besides, when these principles are acculturated in the organization, it will become an organizational way of life (Lere & Gaumnits, 2007). It can also provide right perspective for organizational decision-making and direction setting (Lere & Gaumnits, 2007). It will also likewise govern about the tone and modalities of communication with partners and stakeholders of peace (Lere & Gaumnits, 2007). The managers must likewise strive to increase its level of competence as this is significant in leadership qualifications and in generating commitments to sustain the peace-building initiatives. Members must likewise take action and must recognize when expert opinions are necessary in difficult or confrontational issues. All of its members must also endeavor to partake self-analysis and reflection to learn and unlearn for personal development (Fitness Wales, 2012). While formal educations are essential for organizational management and development, alternative trainings are also avenues for members to avail for their growth. This is important for the organization to cope with rapidly changing world and with the complexities of issues dealt in conflict transformation and peace-building initiatives. CSOFP must also regularly conduct performance management and attune all decisions and plans to its most avowed principles and ethical codes. As the world is constantly changing, there remained two pliant foundations at all times: the humanitarian principles and code of ethics in organizational practices. They will guide and set direction to all decisions and actions. 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