1 Organizational Ethics: Outcomes and Processes

Organizational Ethics: Outcomes and Processes Patrice Natalie Delevante Strayer University Professor Guevara

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Abstract Organizational behavior that increases the training, implementation, and outsourcing of ethics principles, practices, and services of goods and products, are necessary to the external reputation and internal accomplishment of companys systematic goals and organization guidelines. Ethics are actions and mission statements a company support and practice ongoing to commit to emulating a reputable and preferred business culture. Ethical principles can increase a perception of required organizational practice of diversity, self and team competencies in a companys culture, while leaders and managers influence the level of ethics commitment in workers. Undesirable ethical behaviors are unfavorable and preventable with the implementation of strict ethics principles and diverse competencies in management and leadership performance outcomes.

Organizational Ethics: Outcomes and Processes

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Ethics are important characterization of companys organizational goals systems input of planning implementation processes that causes a companys external reputation and interactions to increase request to merge. Ethics are codes and practices companies comply with to react positively to diversity and team competencies, and to demonstrate management and leadership guidelines when company consequences and miscommunications produce negative performance reviews and outcomes. Ethical behaviors and practices stem from ethical organizational cultures, and individual preferences can influence the moral outcomes and reception of company standards of ethics when individuals in management and leadership conform to unethical codes of company organization planning and practices to increase sales and profits (Organizational Behavior, 2011, p. 495). Individuals can rewrite company ethics systems that they can negatively damage a companys reputation externally and limit internal ethics competencies with a tolerance to undesirable unethical behaviors, and when organizational ethics planning are unmotivated, unethical behavior can have ongoing negative consequences to the reception of a particular business in organization culture. Ethics are placed a responsible practice of members of companies, leadership, and management, that ethics organizes companys mission statements and competencies in organization planning and team work. Leaders and management are expected to instruct their company members with ethics training and implementation planning processes and to interact with ethics codes with enthusiasm that reveal to workers and companys supporters and onlookers, a perception of strong ethics codes an organizational priority. When leaders and management organize and recognize ethics in companys everyday interactions and goals systems, management and leaders place ethics a perceived behavior with desirable outcomes. In Motivation: Goal Setting and Reward Programs (2011) company ethics avoids organizational

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reward system[s] that rewards unethical behavior (p. 200). Organizational ethics codes and practices remove biased incentives and intent to increase rewards by unethical behavior. Organizational ethics monitor desirable ethical behaviors and rewards ethical behaviors systematically with rewards outcomes. Ethics influence rewards preference and acceptance in companies influencing organizational goals systems and culture. Competencies are organizational goals and incentives accomplished by individuals with traits and characteristics of strong work ethics, desirable interactions and communication in team meetings, too favorable peer performance reviews. Self and team competencies are organizational outcomes when individuals and members of the company illustrate work training that increases diversity, individual career goals and incentives and team planning outcomes and implementations of ethics systems. When leaders and management implement and practice competency in their work ethics, they increase the perception to the importance of good and desirable company work ethics that can lead to incentives and strong peer performance reviews and management and leadership rewards. That the presence of absence of ethical behavior in managerial actions both influences and reflects the culture, leaders that emulate the traits of good ethical behaviors in leadership planning processes increase the perception of ethics practices desirable to workers and that strong work ethics can lead to promotion and competency (p. 495). Management performance outcomes of ethics standards and practices influence organizational ethics practice that management ethics outcomes practiced frequently and viewed a fixed organization behavior and priority increase ethics competency traits in workers, and motivates workers to avoid an absenteeism of ethics in work outcomes. Company organizational goals system and mission statements too internal review programs influence the perception and outcomes to the idea of organization ethics and principles

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and goals. Training programs that provide new workers with informative news of ethics foundation is a necessary competence and requirement that increases ethical principles and practices in workers internally and externally. Programs [that] stress the [important] ethical and legal principles and cover the practical [programs] [of] [practicing] ethical procedural guidelines reformulates ethics practice enthusiasm increasing the idea and practice of ethics an appreciation of company mission statement and history (p. 496). Organizations systems of goals and ethics performance management motivate ethics acquirement in workers and increase the companys administrative and historical placement inside the business culture. Ethics organization maintains ethics inclusion in its systems goals and behavioral outcomes planning. Wissons Valerie Y. experiences an error in organizational cultures principles. Wisson is comprised of 10 members with the instruction to produce products to increase company sales and commissions and reputation in the international business consumer culture. Valerie recognized that the company merged with only two companies and refused outsourcing with prior or new companies, and Valerie noticed her supervisor Lionel Waters invoice of commission and fees (p. 563). Her supervisor is utilizing the companys reputation and mergers with two companies to increase his individual financial increase and pay, and to Valerie, his actions reinterprets to her, unethical and undesirable work outcomes to the company, that he is increasing commission costing the company future financial increase and risk to the companys reputation (being that he is refusing too to merge with many companies at once). He is limiting the companys diversity competency and external reputation: To have the greatest diversity of fragrance[,] Waters [could] have worked with perfumers in companies. This [could] have given Wissons products a competitive advantage (p. 563). Valerie comments to herself her supervisors unethical conduct and actions to secretively obtain commission; she observes he is a unmotivated leader with a

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practice of organizational absenteeism and limiting good management and leadership principles to organize his coworkers with tem competency training modules and support companys reputation increase and recognition in the industry (p. 563). He refuses to increase and provide a company budget and he utilizes the companys funds oftentimes to company events. Mr. Waters is unethical with actions that include his cancellation to attend meetings and complete a scheduled plan and team meeting, causing his team to work alone, and Waters unethical and inexcusable behavior and refusal to comply with the companys policies to refuse bribes or personal payments risks his status, reputation and the companys organized work in the business culture (p. 564). Valerie experiences a company ethical error with disorganized leadership that is costing the company profits, mergers, and ongoing competencies. Consequently, Valerie refuses to report Waters accepting commission from companies due to her pressure to keep her work status and have her company support financially her future graduate studies. Valeries actions are unethical and disappointing to her teams cultural and ethics competency goals. According to Organizational Behavior (2011), unethical planning and tolerance in companies damages the companys future reputation and placement in an international business culture. An organization cannot survive unless it provides high quality goods and services that society wants and needs (p. 497). Wisson is unable to implement desirable organizational systems goals that guarantee future sales and requests to merger and increase alliances with companies that their services and goods are limited to 2 companies interacting with Waters with unethical commissions and Valeries compliance to refuse to report Waters. Valeries actions increases unethical practice in the company causing an unfavorable future and accomplishment

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of desirable goods to service society that she agrees to comply with her supervisors systematic unethical management until her graduate studies and work security are finalized and completed. Valerie is supporting unethical behaviors with an unethical practice of refusing to report her supervisor. An important suggestion to Valerie is to practice ethics and refuse to comply with Waters behavior. There is the practice of retaliation where members of a company refuse to communicate with a worker of unethical practice by talking less or limiting interaction and refusing to comment positively to the work outcomes of unethical behavior (p. 496). According to ethics research in the Journal of Small Business Management (2008) and Personal Characteristics Underlying Ethical Decisions in Marketing Situations: a Survey of Small Business Managers (2008), Valeries ethical perception and intent is contrary to companys systems of ethics. I suggest that Valerie report Waters and request the support of the company to transfer her to a second company (and possibly request that the company sponsor her graduate studies) and that she attend the National Commercial Property Ethics Week to train and receive instructions to practicing and implementing ethics in her future companys culture (Buildings, 2002). Organizational planning processes that influence ethics is a cause that individuals and company culture plan and motivate, and Valeries undesirable work outcomes due to her cultural and company unethical practice increases the need to correct organization ethics actions. Company planning intent to prevent a continuation of unethical traits and practices to increase company sales and reputation in the hiring process is a priority and requirement to strong organizational ethics culture. Companies that project and secretively limit ethics with commissions are risking temporary status within the business culture that supports and advocates

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ethics a priority to recognition externally with internal strong systems reviews. Are there organizational planing that can prevent systematic and diverse competent principles unintentionally excusing unethical organization planning processes in management and workers?

Reference Anonymous (2002). Taking the High Road. Buildings. Retrieved from Elibrary. Balthazard, P.A (2006). Dysfunctional culture, dysfunctional organization: capturing the

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behavioral norms that form organizational culture. Journal of Managerial Psychology, 2006, (21). 709-732. Guevara (2011). Lecture: Social Learning Theory. Retrieved from Strayer University ecompanion Web site: www.strayer.edu. Hellriegel, D. Organizational Behavior: 2011 custom. Mason, OH: South-Western Cengage Learning. Marta, J. (2008). Personal Characteristics Underlying Ethical Decisions in Marketing. Journal of Small Business Management, 46, (4). 589-606.