Strategic management of ethics

Strategic Management Of Ethics 4

Strategic management of ethics

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Strategic management of ethics

Strategic management is away in which the top management in an organisation formulates and implements its goals on behalf of the owners. Strategies expressed are based on the available resources and also the nature of the internal and external environment. From the evidence, many organisations employ ethical policies that are primarily designed to ensure that the organisation and their stakeholders can maximise profit from the organisation. Ethical programs in many organisations, mainly focused on benefitting the organisation, not considering the affairs of the employee. They are designed in a way that the behaviour expected from the employees enables them to maintain their focus on the objectives of the organisation. How the ethics control programs utilised in organisations may affect the motivation and the ability of workers to exercise their judgments. This paper will focus the strategic management of ethics, ethical applications in an organisation and how they are strategically designed to realise the productivity of an organisation excluding the issues affecting employees in the workplace.

Since the introduction of the guidelines on the federal sentencing in the united states, there has been developed in the strategic management of ethics. Various ethics programs have been designed in many organisations. The aim of the programs as per the view of the designers is basically to guide the members of the organisation in regards to the membership ethical obligations. However, it is evident that these programs are control tools to tighten the behaviours of the employees in an organisation, (Schwartz, 2017,p.40). Control programs play a significant role in ensuring that the employees can cooperate and produce sophisticated goods and services. Control programs are the function of the executive in providing that the cooperation by the employee can yield reasonable rewards to the organisation. How the control measures in an organisation is exercised, may affect the way employees use their moral judgment in the situations that are novel. In the bureautic organisation, there is a difference between the coercive and enabling formulization in the continuum of control. The substitute of coercive formulization is the commitment, (Stansbury & Barry, 2007, p.239). It makes it possible to direct the actions of the employees who are ignored to be detached. Procedures are tailored to inform the management about the activities of the employees. They are not designed to reinforce the employee to determine whether the process is operating correctly as per the required standards. This method can be said to be used by the employers to look for the possible errors in their employees. The enabling procedure is opposite of the coercive; they are designed to provide conceptual understanding to the employees and the purpose of the process in the real time. The method assumes that the employees will be able to interpret them correctly. It may be seen to be naïve in the organisations with more power. In such organisation, employees enjoy more information and influence and enable more responses which are dynamic in unusual circumstances, (Stansbury & Barry, 2007,p.240). According to the psychology of social control, behavioural adjustment and the change of an attitude is as a result of the distinction of the behavioural request and commitment. In other words, coercive should be termed as a continuum because employees tend to behave in a way through carrot-and-stick incentives that gather more than acquiescence but less than opinion, (Rampersad, 2003,p.240). Control programs play the significant role in the organisation. It ensures that the coordination which is a selection of goals, useful structures of control and the cooperation of actors at all levels of the organisation is efficient. To understand better the effects of the power upon its subjects, the descriptive continuum process of control from conceiving to enabling factors to play an important role. Allowing form of control have more advantages than the design on the part of the employees

Ethics programs as the control mechanism are utilised to standardise the behaviour of the employees in an organisation and are taught by the practitioners in the organisation; ethics programs state the prescribed set conduct required in an organisation. The required standards are sometimes against the individual values. Managers in the organisations today utilise the value-based approaches, which are referred as integrity based approaches, (Rampersad, 2003, p.230). These approaches emphasize on the shared principles concerning the ethical behaviour in an organization. It requires active efforts to define the aspirations and the responsibilities that institute and noble business breadth. Organizations with such kind of approaches publish a brief statement of grand ambitions with the narratives of typical worker behaviour.

To understand it better, theorist has different views. Control is analyses by the theorist as among the instruments used in the management of the enterprise and the implication of the power politically. Control in an organization is both political and the technical matter, the responses that can result from the control ranges from the rebellion to endorsement, (Schwartz, 2017). According to Garrison control are the steps that are set to ensure that the set organization objectives are achieved. It provides that the functions of the organisation are according to the laid down policies. The reason for the existence of the control systems is the fact that management is interested in the information about things that are taking place in an organization to allow them to coordinate others activities, (Ackroyd & Crowdy, 1990). Control factors are critical in ensuring that the consistency in the organisation, it also provides that that knowledge acquisition is possible and also that the result of the production process is predictable. Control factors include rules, supervision, premise control, the division of labor and the standardization of task. Additionally, control mechanism ensures that the production process is successful, (Stansbury & Barry, 2007, p.240). It is possible to detect any flaw through the employment of the factors that traces any fault, it is only possible through investigation, monitoring and behaviour suctioning of the employees. Statistical control is one of the systems that ensure any irregularities in the production process can be traced through tolerance following set efficiently for a particular production process. When the tolerance level has been exceeded the corrective measure can be employed these corrective measure ranges from re-tasking the employees, turning the machine or sending the bad batch of the machine parts to the supplier

Politics of control in the strategic management do not ethically balance. The power of the employees in an organisation is not considered to be significant; some of the outcomes and measure technics’ only focus in satisfying the need of the organisation .for example in the call centre customers are required to register their satisfaction through the touch tone after their calls. The responsibility of the customer satisfaction if fixed on the call centre, yet in reality, many other factors can interfere with the customer satisfaction. Such factors include the process that the made the customers make a call and also product he was interested. Ethic programs have the possibility of becoming the subject of conflict in an organisation; they cannot be assumed to be off-limits and inviolable to the politics of management, (Rampersad, 2003). It reflects values and purposes of the firm which can change at any time. Orientations that give the employees responsibilities without allowing them to understand their responsibilities are some of the things that are subject to the political. Employees imposed with rules without the clear explanation of the purpose of the rules tend to repel them.

Conclusion

To ensure that the employees respond effectively to the ethical programs in the organisation and control mechanism, they should be designed in a way that can describe the purpose of the ethics and its value in the organisation along with the code of conduct. Ethic programs represent the efforts to familiarise higher ration of the system into the thick morality of the business since the code of conduct are often the organisation’s public statements on the moral aspiration of the organisation and also public relation tool, (Rampersad, 2003). Organizations often formulate ethics programs which are self-contain and exclusive to avoid targeting the critics. Ethics programs sometimes undermine their effectiveness just like bureaucracy in how the control is institutionalised; these can result to politicisation and the trophy of competence

References

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Rampersad, H. K. (2003). Linking self-knowledge with business ethics and strategy development. Business Ethics: A European Review, 12(3), 246-257. doi:10.1111/1467-8608.00324

Schwartz, M. S. (2017). Business Ethics. doi:10.1002/9781118393390

Stansbury, J., & Barry, B. (2007). Ethics Programs and the Paradox of Control. Business Ethics Quarterly, 17(02), 239-261. doi:10.5840/beq200717229

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