ETHICS OF INDIVIDUALS AND ORGANIZATIONS

CHAPTER II
DISCUSSION

2.1 Organization of rational

Business organizational model "rational" more traditional structure defines the

organization as a formal relationship (defined explicitly and used openly) that aims to achieve
technical or economic objectives with maximum efficiency. EH Schein provides a quick definition
from the perspective of the organization that the organization is a rational coordination of the
activities of a number of individuals to achieve shared goals or objectives explicitly, through the
division of labor and function and through a hierarchy of authority and responsibility.
Various levels within the organization and governing all individuals in the organization's
objectives and formal hierarchy is a contract. It assumes that the employee as an agent who freely
and knowingly agreed to accept the authority of formal organization and attempted mearaih
organizational objectives, and instead they get support in the form of salaries and good working
conditions. Of the contractual agreement, the employee receives a moral responsibility to obey
superiors in achieving the organization, and then the organization also has a moral responsibility
to provide economic support to employees as promised.Utilitarian theory provide additional
support to the view that employees have an obligation to try to achieve company goals loyal.
Responsibility ethical foundation emerged from the aspects of 'rational' organizations
focused on two moral obligation that is a) obligation of an employer to comply with superiors
within the organization in achieving the goals of the organization, and b) the obligation of an
employer to provide a fair salary and good working conditions ,

a. The obligation of the company's employees

 In a rational view of the company, employees are the main moral obligation to work to
achieve corporate objectives and avoid activities that may threaten these goals. Obligations of
employees and the company is divided into three, namely:

1) Liabilities Obedience
In observance of the obligations of employees must obey superiors in the company, but
employees do not have to obey all orders given by his superiors.Commands include such as ethics
supervisor tells the employee to do the things that are immoral, like killing an enemy boss, or they
can be in the form of corruption. Can also be in the form of personal tasks boss, for example, to
personal interests superiors not to the interests of the company, such as a car wash and renovate
private houses belonging to his boss. Employees also do not have to obey orders that are in the
interest of the company, but not in accordance with the agreed assignment, for example, the
secretary was given the task to clean up, and so forth. How to avoid the difficulties surrounding
the ketaaatan obligation is to make a clear job description and complete enough when the employee
started working at the company. However, the job description should be made flexible enough so
that the interests of the company can always be given priority.
2) Confidentiality Obligations
This obligation is the obligation to keep the information confidential or secret that has been
obtained by running a profession. This obligation applies not only for the employees working in
the company but continued after he moved to work. This obligation becomes more real when the
employee is moved to work in the new company which is engaged in the same field. An example
is an accountant, he may not divulge the financial condition of the old company to the new
company. This confidentiality obligation is limited to company information. Other things obtained
or known while working at the company in principle does not include confidentiality
obligations. For example skills developed by the employees working at the same company. Ethical
reasons underlying this obligation is that the company becomes the owner of the confidential
information.
3. Obligations Loyalty
The obligation of loyalty is a consequence of a person's status as an employee of the
company he must support the goals of the company and contribute to realize these goals. The main
 factors that can jeopardize the realization of loyalty is konfilk interests (conflict of interest) means
an employee's personal conflicts of interest and the interests of the company. Employees should
not run private interests that compete with the company's interests. For example employees
produce the same products as the company's products and sell them at cheap prices. Conflicts of
interest are not always related to the issue of money. For example, a person who works in a
company decides to buy office equipment from the company where his son worked, although in
fact there is an offer better prices than other companies.
4 . Obligations Report an error
There are two kinds of error reporting company or whistle blowing, both internally and
externally. In internal reporting, error reporting is done within the company itself by passing direct
supervisor. For example, a subordinate employee to report an error directly to the board of
directors, with the passing of the head and general manager. In external reporting, employee error
reporting companies to government agencies or to the public via the media of communication. For
example, employees reported that the company does not meet its contribution to Social Security
or do not pay taxes through the mass media or other external parties.
There is a question of ethics in reporting errors this company, "whether the whistle blowing
is permissible because, in principle, contrary to the obligation of employee loyalty to the
company?" But as discussed in more depth, the answer is permissible because the employees not
only have an obligation of loyalty to the company, but he also have an obligation to the general
public if the company made a mistake.
Reporting can be justified morally, when the five following conditions are met:
1. Mistakes Companies should be large.
This error can only be reported if the cause harm to third parties, violations of human rights, and
the activities carried out contrary to the company's corporate objectives.
2. Reporting should be supported by the fact that a clear and correct.

3. Reporting should be done solely to prevent losses for third parties and not for any other motive.
For example, employees decided to quit a job because of disappointment with his superiors. After
he left the company, he opened the unethical practices of companies such as not paying taxes. This
reporting motive is revenge.
4. Completion of internal problems must be done first, before the mistake the company brought to
the outside.
If employees feel responsible, he should try first to resolve the problem within the company itself
through the appropriate channels. It is also in accordance with the obligation of loyalty. Only after
the completion of the internal efforts fail, he may think of whistle blowing.
5. There must be a real possibility that the error reporting will record a success.
If earlier people know that the error reporting will not produce anything, for example, can not
prevent harm to a third party, it is better that person did not report.

Whistle blowing is an ethical issue that is not appealing to all parties concerned. For companies
or businesses, whistle blowing will bring a lot of material and moral losses.Starting from a decline
in the prestige of the company for its product, to decrease the gains as a result of this reporting. For
the rapporteur, whistle blowing is a step taken with a heavy heart because of the risk that he would
draw a large enough. In some countries there is a code of ethics, for example, the code of ethics of
engineers that indirectly encourage whistle blowing. In this code contains a provision that the
security and safety of the public must be placed above all else. There are also countries that protect
whistle-blowers through legal channels, such as the UK with legislation called The Public Interest
Disclosure Act (1998).

There are a number of situations where an employee fails to perform the obligation to
achieve the company's objectives, as follows:
1. Conflicts of Interest
The conflict of interest in business arise when an employee or officer duatu companies
carrying out their duties, but he has personal interests on the outcome of these duties are (a) may
conflict with the interests of the company, and (b) sufficiently substantial that are likely to affect
his judgment so as not as the company expected. A conflict of interest can be actual and
potential. Actual conflict of interest occurs when the person carrying out duties in a manner that
interferes company and do it for personal gain.Potential conflict of interest occurs when a person,
because it is driven personal interest, acting in a manner detrimental to the company.
2. Theft and Computer Employees
 Employees of the company had a contractual agreement to accept only certain advantages
in exchange for their work and the use of company resources only in an effort to achieve corporate
goals. Actions of employees who seek additional personal gain or using company resources for
itself an act of theft because both mean taking or using property owned by others (companies)
without the consent of the rightful owner.
The action checked, use or copying of information or computer program constitutes theft.Called
the theft because information gathered in the computer data bank by a company and a computer
program developed or purchased companies are the property of their respective companies.
3. Insider Trading
Insider trading as the act of buying and selling company stock based on information
"inside" of the company. Information "from within" or "insider" of a company is confidential
information that is not owned by the public outside the company, but have a material effect on the
company's stock price. Insider trading is illegal and unethical because the person who did it mean
to "steal" information and gain unfair advantage of other community members. However, some
parties claim that insider trading is socially beneficial and according to the utilitarian principle,
this action should not be banned, even recommended.

b. The obligation of companies to employees

The company's basic moral obligation to the employee, according to a rational view, is
to provide compensation voluntarily and consciously they have adopted as a reward for their
services. There are two problems associated with this obligation: the feasibility of pay and
working conditions of employees. Salaries and working conditions are aspects of the
compensation received by employees of the services they provide, and both are dealing with the
issue of whether an employee agree to an employment contract voluntarily and consciously. If
an employee "forced" to accept the job without adequate wages or decent working conditions,
the employment contracts are deemed unfair.
1) Salary
Each company faces a dilemma when setting the salaries of employees such as, how to balance
the interests of the company to reduce costs with the employee to earn a decent living for
themselves and family? There is no simple formula for determining "decent salary". Feasibility
salary depends in part on the support of a given society (social security, health care, unemployment
compensation, public education, welfare, and so on), the freedom of the labor market, the
contribution of employees, and the company's competitive position. Although there is no way to
determine the appropriate salary with sure, but we can at least identify a number of factors that
need to be considered to determine the salaries and wages, namely: a) salaries in the industry and
the area where a person works, b) the ability of the company, c) the nature of the work, d)
Regulation of the minimum wage, e) Relationship with other salaries, and f) Feasibility salary
negotiations.
2) Working Conditions: Health and Safety
Safety can be realized when the workplace is safe, free from the risk of accidents that resulted in
the worker's injury or even death. Almost all modern countries have laws to protect the safety and
health of workers. In this case the rule of law is not necessarily the same in all countries and not
necessarily satisfactory. Apart from the legal rules ajikan not free of obligation but are tied with
reason
ethical reasons. Worker safety and health should never be sacrificed to economic interests. Risk is
not always inevitable, but should be limited to a minimum, despite the efforts that could lead to
increased production costs. Besides the worker must accept the risk that freely, after earlier he was
given extra to offset the risk, either in direct salary or special insurance.
3) Working Conditions: Job Satisfaction
Excessive specialization of work is not good for another reason, namely that this method gives an
unfair burden on workers. Also there is a lot of evidence that it does not support
efficiency. Dispesialisasikan the work in two dimensions, namely horizontally by limiting the
range of tasks and limiting repetition or recurrence within the scope of their duties. The range of
tasks that are too far over the limit the ability of employees can lead to employee
frustration. Likewise, repetitive routine work in the longer term can more quickly create
saturation. Besides horizontally, can also work vertically with mebatasi dispesialisasikan
pengwasan range and decision-making on activities dala job.
4) Do not discriminate
The company in its operations will not be spared from the act of discriminating employees. For
example, just diskiminasi happens where - where like the United States, Indonesia and others -
others. New discrimination will be erased true if a country of all its citizens have equal rights and
 are treated in the same way anyway.Discrimination arises usually accompanied by reasons
irrelevant.

2.2 Political organization

In the model of political organization, individual views come together to form a coalition
which then compete with each other for resources, profits and influence. Thus, the "purpose"
organization into a destination formed by a coalition of the most powerful and dominant. The
purpose is not defined by the authorities "legitimate", but determined through bargaining between
the various coalitions. Reality of the organization, according to this model, not the formal authority
or contractual relationship, but of power: the ability of individuals (or groups of individuals) to
change the behavior of others towards the desired way without having to change their own
behavior towards undesirable ways.
If we focus on power as the basis of organizational reality, the main ethical issues that we will
encounter when we observe an organization is a problem related to the acquisition and exercise of
power. Ethical issues the main focus is not on the contractual obligations of the company and
employees, but the barriers moral to the use of power in the organization. Ethics organizational
behavior from the perspectives of political model focused on the question: What is the moral
restraints, if any, on the exercise of power within the organization ? In the following sections, we
will discuss two aspects of this question, namely: (a) What, if any, moral limits on the powers of
managers that can be applied to an employee? (b) What, if any, restrictions on powers employee
morale which can be applied to other employees?

2.2 Organizations attentive

Aspects of organizational life is not good enough portrayed in contractual model that is
the foundation of the organization "rational", or with a model of power that underlies the
organization of "politics". Perhaps this aspect is best described as an organizationattentive
(caring), in which the moral concepts primarily the same as the underlying concept of ethical
attention. Jeanne M. Lied tka describe the organization such as an organization, or an
organization, where the act of giving attention are: a) Focused entirely on the individual
(personal) and not "quality", "benefit", or other ideas that are currently much discussed; b) Seen
as a destination in and of itself, and not just a means to achieve quality, advantages, and so
forth; c) personal Characteristically, in the sense that it involves individuals tersebur particular
attention, on the subjective level, in certain other individuals;and d) drivers of growth for the
given attention, in the sense that these acts propel them toward the full utilization and
development capabilities, in the context of their own needs and aspirations.
In the organization of caring, trust thrives because people feel obliged to trust each
other if they see themselves as the parties are interdependent and interrelated. Because trust
thrives in organizations like that, then the organization does not need to do a lot of investment to
supervise employees and ensure that they do not violate the contractual arrangement.
In the contractual model, important ethical issues arise from the possible violation of the
contractual relationship. In the political model, an important ethical issue arises from the
possibility of abuse of power. Then what is the ethical issue is important from an organizational
perspective caring? The answer is to pay attention too much or a lot less.

INDIVIDUAL IN ORGANIZATIONS

(Excerpted from the book Business Ethics writing Manuel G. Velasquez)

We will discuss the problem - the problem of ethical relationships between individuals in an
organization with business. This chapter will be divided into three parts, the first part begins with
penjelasana on the traditional organizational model, which further discusses the obligations of
employees and the company. Part two of the views - the views are newer organizations. The third
section discusses a new view of the organization neighbor.

rational Organization
The organization is coordination rasiona on activity - activity of a number of individuals to achieve
shared goals and objectives, through the division of labor and functions and through the hierarchy
of authority and responsibility.
Structural arrangement of these organizations are attached by contract. With the contract, each
agent who has had the personal freedom, agreed to accept the formal authority of the organization
and pursue the goals of the organization in exchange for wages and fair working environment.
 Ethical responsibilities towards justice emerged from the rational aspect of this organization
Adala h
a. K ewajiban employees to obey superiors in the organization, the pursuit of organizational
goals, and avoid activities that threaten the achievement of objectives .
b. K ewajiban company to provide fair wages and healthy working environment.

Employees of the Company's obligations

In view of the rational, the main moral of employees is to work towards the company's goals and
to avoid activities that could threaten the achievement of the objectives. So that unethical behavior
is basically any deviation / deviation from achieving the goal, which is to serve the interests of
certain parties who are known by the term "white collar crime".
This view gave rise to the law of agency (agency law), namely the specification of official duties
of the agents (ie employees) to meet the goals of the principal (ie the employer). An agent is a
party that is authorized to move as a representative of another person (called the
principal). Because the agency has the authority of a principal, he can create a legal relationship
(such as contracts) between the principal with a third party (EzineArticles. Fundamentals of
Agency Law, (Online) .
There are several conditions that cause the employee failed to perform tasks in order to achieve
the company's goals: (1) employees may be stuck in a state of conflict of interest (conflict of
interest), (2) theft of company assets by employees, (3) the employee using his position to gain an
advantage through extortion and bribery.

The Company's obligation to Employees / Officers

The company's basic moral obligation to the employee, according to a rational view, is to
provide compensation that is sukare l la and aware they have adopted as a reward for their
services. There are two times l ah associated with this obligation: the feasibility of salaries
and working conditions of employees. Salaries and working conditions are aspects of
compensation received by an employee from the services they provide, and both are
dealing with the issue of whether an employee agree to an employment contract voluntarily
and consciously. If an employee "forced" to accept the job without adequate wage or
Cond i si decent employment, the employment contract shall be deemed unfair.
 Although there is no standard formula on a reasonable salary, there are some things that can be
identified as a factor determining the salaries, which are:
1. Standard industry salary.
2. The ability of the Company .
3. The nature of the job.
4. Minimum Wage (UMR).
5. Relations with other salaries .
6. Justice in salary negotiations.
7. The cost of living locally.
While the obligation to provide a healthy working environment, the company can pay attention to
the following points:
1. Health and Safety.
2. Job satisfaction.

Political organizations
If we focus on power as the basis of organizational reality, the ethical issues main that
we will meet when we observe an organization is a problem related to the acquisition and
exercise of power. The main ethical issue is focused not on the contractual obligations of
companies and employees (as in the model of rational), but the moral barriers against the
use of power in the organization.

Political behavior in the organization triggered by the following reasons:

1. Distribution division.
2. The struggle for limited resources.
3. The act arbitrarily from superiors.
4. disagreement on the strategy and objectives.

Employee Rights
Analysts company repeatedly stated that the powers of management companies
modem is very similar to the government. Where can be divided sed adi four parts: (a)
the decision-making body that is centralized, which consists of officials pejahn, which (b)
 have the power and authority are recognized for nenerapkan decisions of their subordinates
(citizens of the country); officials (c) make decisions that set the public distribution on
the source of power, profit , and social burden among subordinates, and (d) they have
monopoly power over their subordinates .

Political organizing
Barriers ethical use of formal authority's board seba; ~ i 's are based on a moral perspective. The
right to privacy, due process, freedom of conscience, and approvals can all be formalized within
the organization (by formulating and rnen e rapkan regulations, laws, and procedures) as well as
power relations also formalized. Namur Thus, as we have see, the organization also has pockets
and informal power channels: somber somber-power not seen in the organizational chart and use
the power that Samar and may not be considered valid , we now turn to an important part in the
organization: organizational politics.

Process when individuals or groups within the organization using informal sanctions to gain an
advantage in their respective goals. For example in the form:
1. To blame or attack the other party.
2. Control information.
3. Set up the meeting.
4. Build image.
5. Licking.
6. Approaching influencers.
7. Forming coalitions and build a strong alliance.
8. Creating an obligation to the other party.

concern Organization
Aspects of organizational life is not good enough portrayed in contractual model that is
the foundation of the organization "rational", or with a model of power that underlies the
organization of "politics". Perhaps these aspects is best described as an
organizationattentive (caring), in which the main moral concepts together with the
 underlying concept of ethical attention. Jeanne M. Liedtka describe the organization such as an
organization, or an organization, where the act of giving attention are:
1. Focused entirely on the individual (personal) and not "quality", "benef it", or other ideas
that are currently widely discussed .
2. Dihhat as a destination in and of itself, and hewn only means to achieve quality, advantages,
and so forth .
3. Characteristically personal, in the sense that it involves individuals
terseburparticular attention, on a subjective level, in certain individuals more .
4. Drivers of growth for the given attention, in the sense that these acts propel them
towards the utilization and development capabilities in full, in the context of their own needs
and aspirations .
Previously stated that the business organizations that support the association's attention this
sort would indicate economic performance better than the organizationsthat
restrict ourselves only to the power relations and contractual as in the organization of rational
and politics. '' In the organization of caring, trust thrives because "people feel ought to
memercavai if they see themselves as the parties areinterdependent and mutually
guessed it. J adi, attention is given to reduce the cost of the organization and pressing the
"cost of action disciplinary, theft, absenteeism, moral and motivas i low . (In the correct
organization really emphasizes aspects of attention, of course, the act of giving attention not
based on motivation to press charges, but only to give attention only) .

CHAPTER 11 INDIVIDUAL IN ORGANIZATIONS

CHAPTER 11
INDIVIDUAL IN ORGANIZATIONS

Learning Objectives General (TPU) or subjects Competency Standards of

Business Ethics and the Accounting Profession are after following this course, students
are expected to: (1) have a broad knowledge of business ethics and accounting
profession; and (2) being able to take business decisions and professions rationally or
intuitively.
 Learning Objectives Basic competency college or Chapter 8 is after following this
course, students are expected to explain the ethics of individuals within the organization.
Indicators to be achieved after studying Chapter 11ini are students able to:
1. Describe the organization Rational
2. Describe Liability Company Against Employees
3. Describe Liability Company Against Employees
4. Describe Organizations Full Attention

CHAPTER 11
INDIVIDUAL IN ORGANIZATIONS

11.1 Rational Organization

Business organizational model "rational" more traditional structure defines the
organization as a formal relationship (defined explicitly and used openly) that aims to
achieve technical or economic objectives with maximum efficiency. EH Schein provides
a quick definition from the perspective of the organization that the organization is a
rational coordination of the activities of a number of individuals to achieve shared goals
or objectives explicitly, through the division of labor and function and through a hierarchy
of authority and responsibility.
Various levels within the organization and governing all individuals in the
organization's objectives and formal hierarchy is a contract. It assumes that the employee
as an agent who freely and knowingly agreed to accept the authority of formal
organization and attempted mearaih organizational objectives, and instead they get
support in the form of salaries and good working conditions. Of the contractual agreement,
the employee receives a moral responsibility to obey superiors in achieving the
organization, and then the organization also has a moral responsibility to provide
economic support to employees as promised. Utilitarian theory provide additional support
to the view that employees have an obligation to try to achieve company goals loyal.
Responsibility ethical foundation emerged from the aspects of 'rational'
organizations focused on two moral obligation that is a) obligation of an employer to
comply with superiors within the organization in achieving the goals of the organization,
and b) the obligation of an employer to provide a fair salary and good working conditions ,

11.2 Liability Company Against Employees

In a rational view of the company, the primary moral obligation is to work
employees achieve goals perusahaa and avoid activities that may threaten these
goals. So, being unethical means to deviate from the goals and try to achieve their own
interests in ways that, if they break the law, can be expressed as "white collar crime".
There are a number of situations where an employee fails to perform the obligation
to achieve the company's objectives, as follows:
1. Conflicts of Interest
The conflict of interest in business arise when an employee or officer duatu
companies carrying out their duties, but he has personal interests on the outcome of these
duties are (a) may conflict with the interests of the company, and (b) sufficiently
substantial that are likely to affect his judgment so as not as the company expected. A
conflict of interest can be actual and potential. Actual conflict of interest occurs when the
person carrying out duties in a manner that interferes company and do it for personal
gain. Potential conflict of interest occurs when a person, because it is driven personal
interest, acting in a manner detrimental to the company.
2. Theft and Computer Employees
Employees of the company had a contractual agreement to accept only certain
advantages in exchange for their work and the use of company resources only in an effort
to achieve corporate goals. Actions of employees who seek additional personal gain or
using company resources for itself an act of theft because both mean taking or using
property owned by others (companies) without the consent of the rightful owner.
The action checked, use or copying of information or computer program constitutes
theft. Called the theft because information gathered in the computer data bank by a
company and a computer program developed or purchased companies are the property
of their respective companies.
3. Insider Trading
Insider trading as the act of buying and selling company stock based on
information "inside" of the company. Information "from within" or "insider" of a company
is confidential information that is not owned by the public outside the company, but have
a material effect on the company's stock price.
Insider trading is illegal and unethical because the person who did it mean to "steal"
information and gain unfair advantage of other community members. However, some
parties claim that insider trading is socially beneficial and according to the utilitarian
principle, this action should not be banned, even recommended.

11.2 Liability Company Against Employees

The company's basic moral obligation to the employee, according to a rational view, is to
provide compensation voluntarily and consciously they have adopted as a reward for their
services. There are two problems associated with this obligation: the feasibility of pay and working
conditions of employees. Salaries and working conditions are aspects of the compensation received by
employees of the services they provide, and both are dealing with the issue of whether an employe e
agree to an employment contract voluntarily and consciously. If an employee "forced" to accept the job
without adequate wages or decent working conditions, the employment contracts are deemed unfair.

1. Salaries
 Each company faces a dilemma when setting the salary of an employee: How to balance the
interests of the company to reduce costs with the employee to earn a decent living for themselves and
family? There is no simple formula for determining "decent salary". Feasibility salary depends in part on
the support of a given society (social security, health care, unemployment compensation, public
education, welfare, and so on), the freedom of the labor market, the contribution of employees, and the
company's competitive position. Although there is no way to determine the appropriate salary with sure,
but we can at least identify a number of factors that need to be considered to determine the salaries
and wages, namely: 1) salaries in the industry and the area where a person works, 2) the ability of the
company, 3) the nature of the work, 4) of Regulation minimum wage, 5) Relationships with another
salary, 6) Feasibility salary negotiations, and 7) Cost of local living.

2. Working Conditions: Health and Safety

Risk is an integral part of the work. The problem is in a lot of workthat is hazardous,
the following conditions are not met: 1) Salary or wages said to fail to provide the value
of compensation proportional to risk their jobs if the labor market in an industry are not
competitive or if the market does not consider these risks because it is not yet known. 2)
An employee may accept the risk without knowing it because they do not have access
to information on such risks. 3) Employees may accept the risk because of despair,
because they can not get jobs in industries that are less risky, or because they do not
have information about the alternatives available to them.
In particular, the company has an obligation: 1) The Company shall offer a salary
that reflects the prevalence of risk-pretni in the labor market are similar, yet competitive,
2) To ensure employees against known hazards, companies need to provide health
insurance program that is appropriate, and 3) companies need (individually or together
with other companies) to collect information about the health hazards that are present in
a work and disseminate the information to all employees.

3. Working Conditions: Job Satisfaction

Excessive specialization of work is not good for another reason, namely that this
method gives an unfair burden on workers. Also there is a lot of evidence that it does
not support efficiency. How issues job dissatisfaction and mental loss is
handled? Hackman, Oldham, Jansen, and Purdy stated that there are three
determinants of job satisfaction: 1)Meaning experienced. One must see the job as
something of value or importance through a value system receives. 2) Responsibility
experienced. He must believe that he is personally responsible for his work. And
3) Knowledge of the results. He should be able to determine, on a regular basis, whether
the results of its work satisfactorily. For the third affects the determinant, according to
the authors, the work should be extended throughout the following five dimensions:
1) Diversity of expertise. 2) The identity of the task. 3) The importance of the
task. 4)Autonomy. And 5) Feedback.
In short, problem solving job dissatisfaction is to expand its coverage of the jobs are highly
specialized: extending the work of a "horizontal" by providing tasks that are more diverse in personnel
and deepen the work of "top-down" by giving greater control to employees on these tasks.
 4. Organizational Politics
In the model of political organization, individual views come together to form a coalition which then
compete with each other for resources, profits and influence. Thus, the "purpose" organization into a
destination formed by a coalition of the most powerful and dominant. The purpose is not defined by the
authorities "legitimate", but determined through bargaining between the various coalitions. Reality of the
organization, according to this model, not the formal authority or contractual relationship, but of power:
the ability of individuals (or groups of individuals) to change the behavior of others towards the desired
way without having to change their own behavior towards undesirable ways.
If we focus on power as the basis of organizational reality, the main ethical issues that we will
encounter when we observe an organization is a problem related to the acquisition and exercise of
power. Ethical issues the main focus is not on the contractual obligations of the company and employees,
but the barriers moral to the use of power in the organization. Ethics organizational behavior from the
perspectives of political model focused on the question: What is the moral restraints, if any, on the
exercise of power within the organization ? In the following sections, we will discuss two aspects of this
question, namely: (a) What, if any, moral limits on the powers of managers that can be applied to an
employee? (b) What, if any, restrictions on powers employee morale which can be applied to other
employees?

5. Employee Rights
What are the rights of employees? Employee moral rights similar to the civil rights of citizens
of the country: the right to privacy, the right to disagree, the right to freedom of speech; etc.
a. Right to Privacy
The right to privacy may be defined as an individual's right to determine what, with whom, and
how much information about themselves that may be disclosed to other people. There are two types of
privacy: privacy psychological, that privacy -related thoughts, plans, beliefs, values, feelings, and the
desire for someone; and physical privacy, ie privacy related to a person's physical
activities, especially those that express one's personal life and physical activities that are generally
considered a private activity. There are three elements to consider when gathering information
that might threaten the privacy rights of employees: relevance, approval, and m ethods.
b. Freedom of Co ns c i e nc e
An employee, when executing a job, may find that the company he works doing something he
harm society. And indeed, individuals within companies usually are the first to know that, for example, the
company markets products that are unsafe, polluting the environment , conceal health information, or
unlawful.

Employees who have a sense of moral responsibility, which found that companies do something
harmful to society, will usually feel the need to do something for the company to stop activities that harm
tersebutdengan report it to his superiors. But unfortunately, if the internal management of the
company is not willing to do anything in connection with the report, the employee only has little choice. If,
after being denied the company, the employee has the courage to bring the matter to a government
agency outside the company or, which is worse, the problem spread to the public, the company has the
right to punish him in a way that sahuntuk fired. Furthermore, if the problem is quite serious, companies
 can take steps to strengthen penalties by adding it to record employee concerned and, in cases
of extreme, trying to ensure that he would not be hired by companies other in the industry.
c . Whistleblowing
Whistleblowing is an attempt by a member or former member of an organization to disclose
errors or adverse activities are carried out of the organization. Whistleblowing can be internal or
external. If a violation is reported only to the parties higher up in the organization, then that is an internal
whistleblowing. If the violation is reported to the external individuals or institutions such as government
agencies, newspapers, or public interest groups, then that is an external whistleblowing.
External whistleblowing is morally justified if: 1) There is evidence of a clear, strong and
comprehensive enough that an organization conducts activities that violate the law or have serious
repercussions on the other hand; 2) Other attempts have been made to prevent it through internal
whistleblowing and failed;3) It is certain that the action of external whistleblowing will be able to prevent
such losses; and 4) The offense is serious enough and worse than the result of whistleblowing actions
to one's self, family, and others.
When someone has an obligation to prevent actions that wrong? Let's say the terms of 1 to 4
have been fulfilled so the act of whistleblowing should do.However, a person has the obligation to make
whistleblowing if (a) the person has a duty to prevent violations, either because it is part of their
professional responsibilities (such as an accountant, clerk environmental monitoring, professional
technicians, lawyers, etc.) or because no one else is capable or willing to prevent it; and (b) the offense
could result in serious detriment to the welfare of society, resulting in injustice to a person or a group, or a
serious violation of moral rights of a person or many people.
d. Right to Participate and Participatory Management
Some authors propose that the objectives of democracy needs to be applied in business
organizations. Most states that allow employees to participate in decision-making processes of an
organization is an "ethical imperative " . As a first step towards democracy as it was, some authors claim
that although the decisions which affect employees should not be determined by the employees
themselves, but all decisions are to be determined after discussions conducted a thorough, free, and open
with employees. This means open communicationbetween employees with their supervisors and the
establishment of an environment that mendukungproses consultation with employees. Employees are
allowed to express criticism openly, appropriately informed about the decisions that will affectthem, submit
proposals, and to protest the decision. The second step towards "organizational democracy" is to provide
not just the right to consult, but also the right to make decisions about their work activities. This decision
covers aspects such as working hours, rest periods, work assignments arrangements, and the scope of
responsibilities of employees and supervisors. The third step towards democracy in the workplace is to
allow employees to participate in making major decisions affecting general operasiperusahaan.
e. The right to process Eligible and layoffs Unilateral
The doctrine of unilateral layoffs lot of criticism. First, employees are often not free to accept or
reject a job without suffering a loss because many of them can not get another job. Furthermore, even if
they can get another job, but they still bear a heavy burden to find a job while earning time looking for
it. So, one of the basic assumptions of the unilateral layoffs that employees "free" accept the job and
"free" look for another job is wrong. Second, employees usually do earnest effort to contribute to the
company, but they do so with the expectation the company will treat them fairly and sincerely. Employees
certainly would not choose to work in a company which they believed would treat them unfairly. So, there
is a kind of implicit agreement that the company will treat employees fairly, and on the contractual
 agreements of the employees entitled to such treatment.Third, the employee is entitled to be treated with
respect as individuals are free and equal. Most of these rights include the right to treatment that is not
arbitrary and the right not to be forced to suffer the loss unjustly or on the basis of false
accusations. Because the dismissal or reduction of salary or demotion clearly detrimental to employees,
especially when they have no other job options then it means violating the rights of employees when such
action is undertaken unilaterally or based on allegations that are not true. For these reasons, a new trend
emerged and gradually replaced the doctrine of unilateral layoffs, which states that employees have the
right to due process.
f. Employee Rights and Factory Closures
Among the rights of employees related to plant closures that have to be respected is the right to
be treated as far as they have adopted knowingly and voluntarily rights which require that they be notified
of the closure plan that will be implemented. Ethical considerations are included in the proposals are well
presented by William Diehl, former deputy director of one of the steel industry, about eight steps you can
take companies to reduce the adverse effects of the closure of the factory: 1) Prior notification, 2)
severance, 3) health insurance, 4) early pension, 5) Transfer, 6) Retraining, 7) Purchases by employees,
and 8) Payment of local taxes.

g. Unions and the Right to Organize

The right of workers to organize in unions is derived from the right to be treated as human
beings are free and equal. The union is generally seen as a means to balance the power of big
companies so that workers can help each other in order to achieve a balanced negotiating power with
perusahaan.Jadi, unions were able to achieve equality between workers with companies that can not
be achieved if the worker was alone, and automatic also guarantees their right to be treated as human
beings are free and equal in negotiating a job with a big company.
Workers not only have the right to form trade unions, but the unions are also entitled to go on
strike. Right of trade unions to strike, coming from the right of workers to stop doing the work so far on
this work in violation of the agreement or the rights of others. So, strike the union is morally justified in so
far as it does not violate the terms of the agreement not to strike (which may be negotiated by the
company) and as far as the strike does not violate the moral rights of others (such as citizens whose
rights to protection and their safety may breached by the strike made public unions such as firefighters or
police).

6. Organizational Politics
Ethical Constraints on the use of formal power is largely based on moral perspective.The right to
privacy, due process, freedom of conscience, and approvals can all be formalized within the
organization (by formulating and implementing regulations, laws, and procedures) as well as power
relations also formalized.
However, as we have seen, the organization also has pockets and informal channels of power:
the sources of power that are not visible in the organizational chart and the use of power vague and
may not be considered valid. We now turn to an important part in the organization: organizational
politics.
a. Tactics Politics in Organizations
 No definitions established on organizational politics. For the purposes of this discussion, we can
use the following definition: the process by which individuals or groups employing tactics of power that is
formed in a non-formal to achieve their own goals; we all call this tactic as a political ploy.
Because of organizational politics aims to achieve the interests of individuals or groups (such as
get a promotion, a raise or budget, status, or even greater power) by using the powers of nonformal on
other individual or group, then the individuals politics tends to mask intent and their methods. The fact
that the political tactic usually hidden meaning that those tactics are very likely to contain elements of
fraud or manipulation. Following tactics they reported: Blaming or attack the other party, control
of information, expanded support for the idea of a person, Build Image, Establish relationships with key
influencers, coalitions Shaping power and develop a strong alliance, and create liability.

b. Ethics Political Tactics

Clearly, political behavior in an organization can easily be cruel: political tactics can be used to
achieve personal interests at the expense of the interests of organizations and groups, can be an act of
manipulation and fraud, as well as very detrimental to those who have little or no power and expertise
political. Nevertheless, the political tactics can also be used for purposes of organization and social, is
sometimes necessary to protectthe weak, and sometimes it is the only defense to face the other party
tactics. The dilemma for individuals in an organization is knowing boundaries that separate bag ba
political tactics are legitimate and need to be done by unethical tactics.
Such problems can be investigated by answering four questions that can focus our attention on
those characteristics that are morally relevant to the use of political tactics: (a) the question of principle
utilitarian: Is the goal to be achieved someone using political tactics are socially beneficial
or adverse ?; (b) the question of the principle of the right: Do the political tactics used as a way to reach
these goals by treating people in a way that is consistent with their moral rights ?; (c) the question of the
principle of justice: Is political tactics lead to the distribution of benefits and burdens are reasonable? and
(d) questions of principle concern: What is the influence of the political tactics of the relationships that
exist within the organization?

11.4Organisasi the Full Attention

Aspects of organizational life is not good enough portrayed in contractual model
that is the foundation of the organization "rational", or with a model of power that
underlies the organization of "politics".Perhaps this aspect is best described as an
organization attentive (caring), in which the moral concepts primarily the same as the
underlying concept of ethical attention. Jeanne M. Lied tka describe the
organization such as an organization, or an organization, where the act of giving
attention are: a) Focused entirely on the individual (personal) and not "quality", "benefit",
or other ideas that are currently much discussed; b) Seen as a destination in and of
itself, and not just a means to achieve quality, advantages, and so forth; c) personal
Characteristically, in the sense that it involves individuals tersebur particular attention,
on the subjective level, in certain other individuals;and d) drivers of growth for the given
attention, in the sense that these acts propel them toward the full utilization and
development capabilities, in the context of their own needs and aspirations.
 In the organization of caring, trust thrives because "people feel obliged to trust
each other if they see themselves as the parties areinterdependent and
interrelated". Because trust thrives in organizationslike that, then the organization does
not need to do a lot of investment to supervise employees and ensure that they do not
violate the contractual arrangement.
In the contractual model, important ethical issues arise from the possible violation
of the contractual relationship. In the political model, an important ethical issue arises
from the possibility of abuse of power.Then what is the ethical issue is important from
an organizational perspective carin? The answer is to pay attention too much or a lot
less.