...Whistleblowing and ethics helplines in the 1Modes of Managing Morality Model Leon J van Vuuren Department of Human Resource Management University of Johannesburg Abstract The Modes of Managing Morality (MMM) model provides a heuristic device to assist business ethics scholars and practitioners to make sense of the differences that exist in the ways in which different organisations manage their ethics. Although it is difficult to demonstrate a clear distinction between ethics advice and whistleblowing, these activities are often fused in organisations and the seeking of ethics advice may of necessity sometimes spill over to a need for whistleblowing. The extent and ways organisations are tolerant to and utilise ethics communication in each of these modes were illustrated in this paper. In particular, the varied prominence of whistleblowing and ethics advice facilities in each of the reactive (some whistleblowing), compliance (ethics advice supplementary to whistleblowing) and integrity (whistleblowing supplementary to ethics advice) modes were indicated. The seamless integration of ethics talk and ethics advice in the TAO-mode makes whistleblowing superfluous in this mode. The necessity for leaders and managers to acquire an ethics management competence that would, among others, allow them to actively engage in and encourage ethics talk, was emphasised. Keywords: Ethics, ethics talk, hotlines, help lines, help desk, whistleblowing, Modes of Managing Morality Model, compliance...
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...Unit 6002 - Ethical organisational management ------------------------------------------------- Task 1: ------------------------------------------------- ------------------------------------------------- Explain the concept of ethics to the organisation and evaluate the factors which could influence organisational ethics. Evaluate the organisational code of ethics to establish if the legal requirements and the needs of stakeholders have been met. ------------------------------------------------- Guideline word count: 700 - 800 words ------------------------------------------------- ------------------------------------------------- A.C. 1.1 - Discuss the concept of ethics in an organisational context Organisations conducting themselves ethically means behaving both fairly and honestly. Organisation need to consider the impact and fairness of their decisions. Ethics in an organisation is about how the organisation conducts itself as it goes about its daily business. Managers and leaders are typically aware of their duties and responsibilities. However ensuring they execute their functions in an ethical manner which demonstrates integrity and honesty is equally or arguably more important. If an organisation behaves ethically then the organisation benefits. The reputation of the organisation or profession can improve, it reduces the risk of misconduct which could damage the organisation’s reputation. Ethical behaviour in an organisation enables the retention...
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...SWOT analysis 545 Organisational goals 546 Objectives and policy 549 Dimensions of organisation structure 551 The importance of good structure 552 Levels of organisation 553 Underlying features of organisation structure 555 Division of work 557 Centralisation and decentralisation 560 Principles of organisation 561 Span of control 562 The chain of command 563 The importance of the hierarchy 564 Formal organisational relationships 566 Project teams and matrix organisation 569 Effects of a deficient organisation structure 572 Organisation charts 573 Empowerment and control 574 Synopsis 576 Review and discussion questions 577 Management in the news: A taxing merger 577 Assignments 1 and 2 578 Personal awareness and skills exercise 579 Case study: Zara: a dedicated follower of fashion 580 Notes and references 582 15 Patterns of Structure and Work Organisation 585 Variables influencing organisation structure 586 The contingency approach 586 Size of organisation 588 Technology 589 The Woodward study 589 Major dimensions of technology: the work of Perrow 593 Environment 594 The Burns and Stalker study 594 ‘Mixed’ forms of organisation structure 595 The Lawrence and Lorsch study 597 Evaluation of the contingency approach 598 Contribution of contingency theory 600 Culture as a contingent factor 601 The changing face of the workplace 603 The demand for flexibility 605 The shamrock organisation 608 Structure and organisational behaviour 611 Synopsis...
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...of Enron: Corporate Culture, Governance and Ethics Written By: Bilge-Kagan Ozturk 2007 Abstract This paper examines the critical importance of an ethically based corporate/organisational culture to ensuring company-wide ethical conduct. Testament to this topic I use the case of Enron and its ethical demise to successfully support my argument and highlight the need of top level management to be the main proponents of this culture to allow lower level employees to adopt a behaviour of moral reasoning. The body of the essay will highlight the importance of shaping an ethically based organisational culture, through a number of components, namely a company’s executive management team and its corporate governance system. I also briefly evaluate agency and stakeholder theories and how they relate to an organisational culture from an ethical perspective, and point out Enron’s culture was predominantly one of agency reasoning. Finally I provide a brief and direct conclusion to assert my argument that ethics needs to exist deep within an organisation’s culture and needs to be the key leading value of an organisation. A breakdown of ethics can eventually lead to the demise of a once very reputable and successful company. A great textbook example is of course, the fall of Enron – one of the biggest corporate bankruptcies in US history. Like most companies, Enron had a code of ethics in place and employees who were educated in the field of ethics, agency and stakeholder...
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...TABLE OF CONTENTS INTRODUCTION 2 ETHICAL LEADERSHIP 2 CORPORATE CULTURE 3 CULTURE LEARNING 4 CULTURE CHANGE 5 CONCLUSION 6 RECOMMENDATIONS 7 REFERENCES 9 APPENDIX 13 INTRODUCTION Ethical leaders should act ethically all the time, not just in situations where it is expected. Ciulla and Forsyth (as cited in Olivier, 2012, p. 70) suggests that “[t]he good leader, . . . is challenged to be both technically good, i.e. effective at getting the job-at-hand-done and morally good, i.e. responsible for what he or she has done.” Leadership and corporate culture dictate the acceptable ethical standards of an organisation to their followers. Where leaders are identified as “ethical role models”, followers are more likely to imitate this behaviour and conform to similar values and beliefs explicitly delineated by their leaders and organisations (Shin, 2012). However the major challenge encountered by organisational leaders is about gaining the trust and commitment of followers to conform to the ethical standards required to achieve strategic objectives of their organisation (Caldwell, Hayes & Long, 2010). In this report, we define ethical leadership by looking at business ethics and leadership simultaneously. We analyse ethical leadership in the context of culture learning and culture change in ensuring ethical behaviour and Corporate Social Responsibility in organisations. We conclude this report by summarising the findings identified...
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...MGMT6012 Management Perspectives Sydney Week 5 3/21/2016 Organisational Diversity 3/21/2016 Diversity What does “diversity” mean to you? How does it apply in the workplace? 3/21/2016 Introduction • Diversity is always a sensitive issue. • People who belong to a “minority” group often feel labelled, stereotyped, and marginalised in the workplace; • People who belong to the “majority” group are often unaware of the consequences of the collective action of the majority. 3/21/2016 Introduction • We all hold bias and prejudices simply because we notice difference and it is important not to try to obliterate difference and diversity in an attempt to redress prejudice. • Ignoring difference, for example, can be as damaging as highlighting it in a negative manner. 3/21/2016 Introduction • The literature around inclusiveness is the direction in which this field of study and practice is going. • The idea that we work towards an inclusive workplace for everyone, recognising everyone as a diverse member of the organisation is important, and leverages the strengths that differences bring in to the workplace rather than squashes them. 3/21/2016 What We Cover • The concepts of diversity, exclusion and inclusion • Different roots of diversity in the workplace • The experience of prejudice in the workplace and the limitations it places on organisational performance 3/21/2016 Objectives By the end of this module...
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...responsible. This paper presents a case study of social responsiveness at the global mining firm BHP Billiton to illustrate a model of social responsiveness capabilities. Until now, corporate social responsiveness has described processes of environmental scanning, issues management and stakeholder management. The model presented here suggests that social responsiveness is rather understood as a cluster of five organisation-level capabilities that span an organisation’s culture and structure. The case study explores evidence for social responsiveness capabilities at BHP Billiton and considers management implications for the development of management abilities for social responsibility. Director of the Australian Centre for Corporate Social Responsibility, Dr Leeora Black is a consultant, researcher and educator focused on integrating social responsibility into business operations and strategies and measuring corporate social responsibility. Her work analyses complex CSR issues and problems and builds organisational CSR capabilities. She works with global firms, government businesses and social-sector organisations on integration of CSR into business operations and strategies, CSR measurement, stakeholder engagement and reporting. JCC 23 Autumn 2006 © 2006 Greenleaf Publishing G Corporate social responsibility G Capabilities G Management G BHP Billiton G Mining G Extractive industries G Social responsiveness u Australian Centre for Corporate Social...
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...in 2008. Trading in the company shares was suspended in early 2008, closely followed by the company going into receivership in November of 2008. This essay will examine ABC Learning and assess the impact of the company’s corporate social responsibility policy or lack thereof and how this contributed to their spectacular collapse. Particular attention will be concentrating on the ethical internal running of the company’s corporate structure and executive leadership, focussing in particular on Eddy Groves’ poor decision making, creative accounting and resulting organisational culture. Dahlberg & Moss (2005) claim that ethics is a practical matter which involves thinking about every day actions and decisions either individually or collectively and then responding with respect for all concerned. When values underpin our responses and choices, ethics is at work. In some instances our decision making can be hindered because there can be different solutions or responses to a situation. Each of which may seem appropriate. We call these situations ethical dilemmas, and they may require considerable negotiations by all concerned to achieve an ethical outcome. [pic] Figure 1 - Kohlberg's Simplified Model Using Kohlberg’s theory (figure 1) to understand Groves’ behaviour, illustrates that he operated at the self...
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...HC2121 - Comparative Business Ethics & Social Responsibility Assessment Task 1 – Individual Essay . . . . . . . . . . . .. . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . Topic: "Imagine yourself in a situation of being encouraged to inflate your expense account. Do you think your choice would be most affected by your individual moral development or by the cultural values of the organisation for which you work? Explain" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Nowadays, the current global business culture requires the making of critical decisions by employees at every level of a firm’s hierarchy. Since ethical standards are not codified, these business decisions will often involve dilemmas or disagreements that are bound to ethical or moral nature and such decision making is also essential to almost all business activities and functions that a company determines to take on. The focal point of mostly every ethical dilemma that an employee may come across in the course of daily business tasks usually includes choosing an option which will benefit the organisation (or the society) or selecting an option which will be beneficial to the individual only. Inflating expense accounts is considered as one of these difficult decisions that an employee may encounter during their career. Being in this situation, one must evaluate his individual...
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...Trust: Case studies of organisational failures and trust repair BY GRAHAM DIETZ AND NICOLE GILLESPIE Published by the Institute of Business Ethics Occasional Paper 5 Authors Dr Graham Dietz is a Senior Lecturer in Human Resource Management and Organisational Behaviour at Durham University, UK. His research focuses on trust repair after organisational failures, as well as trust-building across cultures. Together with his co-author on this report, his most recent co-edited book is Organizational Trust: A cultural perspective (Cambridge University Press). Dr Nicole Gillespie is a Senior Lecturer in Management at the University of Queensland, Australia. Her research focuses on building, repairing and measuring trust in organisations and across cultural and professional boundaries. In addition, Nicole researches in the areas of leadership, teams and employee engagement. Acknowledgements The authors would like to thank the contact persons in the featured organisations for their comments on an earlier draft of this Paper. The IBE is particularly grateful to Severn Trent and BAE Systems for their support of this project. All rights reserved. To reproduce or transmit this book in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, please obtain prior permission in writing from the publisher. The Recovery of Trust: Case studies of organisational failures and trust...
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...Leadership In Contemporary Organisations Management Essay Leadership is considered to be the key enabler of organisational performance and competitive advantage by the organisations these days (Burgoyne, 2008). The job of a leader is to lead his/her team to achieve the goal set by the organisation. James MacGregor Burns argues that leadership is one phenomenon on earth that is most observed and least understood (Paul, 2002). The views about a leader and the definition of leadership vary among different people. “Daniel Goleman (2000) says that an effective leader sets strategy, creates a mission, motivates his followers and finally builds a culture in the organisation. Ken Wilber argues that an integral leader is a man or woman who supports people aspiring to move forward. They have to make their own integral map that covers all the area that humans have to deal with” (Volckmann, 2005). The concepts of leadership have been developed years ago though the word is reported to have appeared in English language recently. “An effective business leader is one who is well informed of the latest research which impacts upon leadership and who is also capable of applying this to their own organisation with in an ethical framework”. I personally agree with this statement as it is important for the leader to move along with the changing organisational conditions. He should be updated with the latest trends in the organisation in order to effectively lead his followers. Further part of the...
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...Recovery of Trust: Case studies of organisational failures and trust repair BY GRAHAM DIETZ AND NICOLE GILLESPIE Published by the Institute of Business Ethics Occasional Paper 5 Authors Dr Graham Dietz is a Senior Lecturer in Human Resource Management and Organisational Behaviour at Durham University, UK. His research focuses on trust repair after organisational failures, as well as trust-building across cultures. Together with his co-author on this report, his most recent co-edited book is Organizational Trust: A cultural perspective (Cambridge University Press). Dr Nicole Gillespie is a Senior Lecturer in Management at the University of Queensland, Australia. Her research focuses on building, repairing and measuring trust in organisations and across cultural and professional boundaries. In addition, Nicole researches in the areas of leadership, teams and employee engagement. Acknowledgements The authors would like to thank the contact persons in the featured organisations for their comments on an earlier draft of this Paper. The IBE is particularly grateful to Severn Trent and BAE Systems for their support of this project. All rights reserved. To reproduce or transmit this book in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, please obtain prior permission in writing from the publisher. The Recovery of Trust: Case studies of organisational failures and trust repair Price...
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...Factors influencing business ethics: Leadership, strategy and performance, individual characteristics, corporate culture and environment Leader is a person who leads the people towards achieving a common goal. Leader can be good or bad, great or small they arise out of the needs and opportunities of a particular time and place. Not all leaders are considered to be perfect in their decision making because each and every decision they make will depend upon the character of person which differ from person to person. Character of a person includes their inborn talents, learned and acquired traits which were imposed upon them by life and experience. Leaders are models and mentors to their followers therefore they follow the path way set by their leaders. In a large organisation the top level managers or CEO are considered to be the executive and supervisory leader. The CEO should have strong commitment towards ethics and ethical conduct and should give a constant leadership in renewing the values of an organisation. They play a key role in creating, maintaining and changing the ethical culture. It is necessary for the leader to set good examples, and follows ethics. One such good leader is JRD Tata who set a good example for his successor and they still follow it. Where there are good leaders there will be good ethical practices in business. Corporate governance: is the set of systems and processes that a company follows to ensure that it is in the best interest of the stake holders...
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...Bibliography ABS Journals with value of 3 and above: 1. Barney, J. B.. (1986). ORGANIZATIONAL CULTURE - CAN IT BE A SOURCE OF SUSTAINED COMPETITIVE ADVANTAGE. Academy of Management Review. 11 (3), 656-665. 2. De George, R. (1987). The Status of Business Ethics: Past and Future.Journal of Business Ethics. 6, pg201-211 3. Desponded et al. (1989). Organisational Culture and Marketing: Defining the Research Agenda. The Journal of Marketing. 53, pg3-4. 4. Fogarty, T.J. 1996, "The imagery and reality of peer review in the U.S.: Insights from institutional theory", Accounting, Organizations and Society, vol. 21, no. 2, pp. 243-267 5. Goodpaster, K. (1991). Business Ethics and Stakeholder Analysis. Business Ethics Quarterly, pg. 54-69. 6. Hilary, G. & Lennox, C. 2005, "The credibility of self-regulation: Evidence from the accounting profession's peer review program", Journal of Accounting and Economics, vol. 40, no. 1, pp. 211-229. 7. Jarnagin, C. ;Slocum, J. W. (2007). Creating corporate cultures through mythopoetic leadership. Organizational Dynamics. 36 (3), 288-302. 8. Kavanagh, M. H. ;Ashkanasy, N. M.. (2006). The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger. British Journal of Management. 17 (1), S81-S103. 9. Kend, M. & A, H.K. 2013, "The CLERP 9 audit reforms: benefits and costs through the eyes of regulators, standard setters and Audit service suppliers"...
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...COLLEGE OF ECONOMIC AND MANAGEMENT SCIENCES DEPARTMENT OF BUSINESS MANAGEMENT An assignment submitted in partial fulfilment of the course: INT4801 (International Business) Assignment 03 Due Date: 09 October 2015 Table of Contents TABLE OF CONTENTS ..................................................................................................................................................... 1 QUESTION 1: CRITICALLY EVALUATE THE IMPORTANCE OF WORLD TRADE ORGANISATION (WTO) AS A REGULATORY BODY IN INTERNATIONAL TRADE ARRANGEMENTS. .................................................. 2 INTRODUCTION ......................................................................................................................................................................... 2 AGREED LIBERALIZATION ............................................................................................................... ERROR! BOOKMARK NOT DEFINED. RULE OF LAW.............................................................................................................................. ERROR! BOOKMARK NOT DEFINED. QUESTION 2: EXTENSIVELY ANALYSE THE RELEVANCE OF SUBSIDY AS AN INSTRUMENTS OF TRADE RESTRICTION, ESPECIALLY IN AGRICULTURE SECTOR. ................................................................... 9 INTRODUCTION ...........................................................................................................................................................
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