8 Steps to prevent common Ethical Lapses in Organizations

Law And Order Episode Guide - 8 Steps to prevent common Ethical Lapses in Organizations

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A review of case studies of ethical problems discrete organizations have encountered show that many common ethical problems that organizations find themselves facing arise from individuals protecting their own financial advantage and/or the short-term economic goals of their organizations and not protecting other key stakeholders of the enterprise or organization. Organizations can avoid serious consequences by inspecting the consequences of their actions to six key stakeholders, including; enterprise partners, customers, employees, understanding formers, society and authorities (Trevino and Nelson, 2005, p. 196). By analyzing decisions using these six groups as a guide; "one can begin to recognize how a collection of calamities might sway a company's credit and the value of its brand, and how much those calamities might cost" (p. 196).

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Law And Order Episode Guide

By reviewing how clubs have both effectively and ineffectively responded to severe ethical dilemmas, leaders of organizations can recognize 8 steps for preventing ethical dilemmas in their own organizations.

1. Top down responsibility for ethical behavior must exist within an organization. The head of the club must take responsibility to manage the ethical behavior of the organization. This responsibility cannot be delegated. Furthermore, this responsibility cannot be downplayed to a lesser role than other key leadership responsibilities, such as, short term profits. Top leadership must set the ethical tone of the organization. They must review their foresight about ethical behavior to employees often and with as much emphasis and clarity as they do with other club goals. The leader cannot leave the ethical tone of the club to chance or to others within the organization.

2. Organizations must construct a code of ethics for the organization. This code should be advanced with input from a broad section of individuals within the organization. It should be distributed to every member of the club and referred to often in training and other types of communication to employees so that it is not just a hand-operated that sits in a file but is seen as a valid document for answering questions about what is proper and not proper as proper behavior within the organization.

3. Policies must be established and reinforced in the club about how to article ethical abuses. Employees must understand how to article problems and know that they can do so without fear of retribution. Care must be taken that this is not just a theoretical practice but that examples of real reporting be given and employees are rewarded for reporting ethical dilemmas.

4. Ethical responsibility must be taught to members of the organization. This must be done in discrete settings including on boarding of new employees, ongoing workshops, enterprise meetings, round-table discussions with leaders, newsletters, websites, etc... Training should comprise case studies where employees must eye and discuss ethical dilemmas that they realistically might face and potential actions they should take. These case studies should comprise real cases that have occurred or theoretical cases that may occur in the club so individuals can understand the proper way to cope real life issues. Employees must clearly understand what they have a shared personel ethical responsibility to each of the stakeholders along with the responsibility of the organization.

5. Practices must be incorporated to ensure that discussions about ethics are included in the decision manufacture process. For example, a "devil's advocate" should challenge decisions in order to eye either unforeseen stakeholders may be jeopardized as a succeed of the decision; or decisions should be reviewed by an ethics committee or division to value either other stakeholders may be at risk. The convention of questioning decisions and openly exploring their consequences must be encouraged and rewarded.

6. responsibility for ethical behavior must be taken seriously by all levels of the organization. Unethical behavior should be punished and not allowed to continue. Ethical behavior must be rewarded. Performance supervision systems should comprise ethical behavior as well as other key aspects of job performance. Those higher in an club should be punished equally as those lower in the organization. In fact, it could be justified to punish those higher in the club more severely than those at entry level positions because they should know good and because of the example it sets for others in the organization.

7. Organizations should act fast to safe stakeholders when dilemmas occur. Contingency plans should be made for dealing with a crisis in order to act fast to safe stakeholders in times of emergencies.

8. Members of the club must know that their traditional responsibility is to defend and declare the high credit of the club at all times. Leaders should encourage standards of behavior to be set higher than what the law requires. What is lawful should be carefully a minimum standard; however, standards should be set higher than this minimum in order to heighten and safe the credit of the organization. Escort below that proper should not be proper and raising the bar higher should be rewarded and recognized by senior leaders.

References:

Trevino, L., and Nelson, K., (2005). Corporate collective responsibility and managerial ethics. Hoboken, Nj: John Wiley and Sons, Inc.

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