...Business Ethics Mitzi N. Harvey Liberty University Abstract This literature review examines the concepts of business ethics and how it is related to the organizational design of a corporation. The first section of this review defines the concepts of business ethics and organizational design to establish their meaning and use throughout this paper. The second aspect of understanding the relationship between business ethics and organizational design comes from understanding how and/or why ethics is important to organizational design. This will illustrate any underlying influences ethics has on business structure and design. The third section of this paper reviews and groups the literature found linking ethics and organizational design. Literature is grouped together based on the similarities found in authors’ opinions, research and/or results. The next section discusses the ideas of micro and macro ethics; first defining them, illustrating the differences and then explaining how they come into play when examining the link between ethics and design. The following sections of the review, provides examples of formal organizational structures, ethical programs, and the ethical decisions that impacted them. Finally, in the conclusion of the review it summarizes the relationship between business ethics and organizational design, how this relationship impacts business, and what this means for business managers. Introduction To sustain in a global economy, organizations must...
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...02-03, 2011 ORGANIZATIONAL CULTURE LTC. Tirtan Catalin Army Academy “Nicolae Bălcescu”/ Sibiu/ Romania Abstract: This article examines the existing literature on relationships between an organization and its culture, processes and approaches, individual efforts of those involved from leaders to employee. The paper further argues that certain organizational cultural attributes contribute to the shaping of future courses of action, failure or not in achieving change, and considerate the goals and strategies of the business. Next, this article focuses on vision, values, and mission as core descriptive of an organization and the climate required for successful achievement of the mission statement and vision statement. Basically, organizational culture is the personality of the organization, and will drive the employee’s efficiency and company performance levels. Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors, and leadership. Keywords: Organizational, vision, mission, culture, performance, culture of forgiveness, and leadership 1. Introduction Organizational culture can be described as “the personality of an organization”, or simply as “how things are done around here”. It shows how employees think, act, and feel. Organization culture is a key aspect to the organization's success or failure. Organizational culture “shapes the way people act and interact and strongly influences how things get...
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...Business Ethics Mitzi N. Harvey Liberty University Abstract This literature review examines the concepts of business ethics and how it is related to the organizational design of a corporation. The first section of this review defines the concepts of business ethics and organizational design to establish their meaning and use throughout this paper. The second aspect of understanding the relationship between business ethics and organizational design comes from understanding how and/or why ethics is important to organizational design. This will illustrate any underlying influences ethics has on business structure and design. The third section of this paper reviews and groups the literature found linking ethics and organizational design. Literature is grouped together based on the similarities found in authors’ opinions, research and/or results. The next section discusses the ideas of micro and macro ethics; first defining them, illustrating the differences and then explaining how they come into play when examining the link between ethics and design. The following sections of the review, provides examples of formal organizational structures, ethical programs, and the ethical decisions that impacted them. Finally, in the conclusion of the review it summarizes the relationship between business ethics and organizational design, how this relationship impacts business, and what this means for business managers. Introduction To sustain in a global economy, organizations must...
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...2.1 STUDIES ON ORGANIZATIONAL CULTURE Baker, (1980) accessible that it can complete the modify by aggressively overriding, using a diversity of strategy to promote the preferred culture and close the cultural gaps. Nevertheless, the management of culture must be suspiciously measured and cautiously undertaken because it may engage some risk since some of the consequences are often surprising. Deal and Kennedy (1982) recommend that the require to modify a culture arises when the organization's advance changes. Culture change is a must when introducing quality principles into an organization because quality represents a new culture, which frequently contradicts the traditional culture that exists within that organization. Bookbinder (1984)...
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...Organizational Behavior BA323 | 138074 Tsabedze mzwandile | The importance of understanding the study of organizational behavior | Assignment 1 | The importance of organizational behavior 0rganisational behavior is defined as a field of study that investigates the impact that individuals, groups, and structures have on behavior within the organization. Put differently organizational behavior is the study of human behavior in an organizational setting. It is the study of how individuals and groups behave within the organization as well as how members of the organization interact with the external environment. Gibson defines organizational behavior as a field of study that draws on theory, methods, and principles from various disciplines to learn about individuals perceptions, values , learning capacities, and actions while working in groups and within the organization and to analyze the external environment’s effect on the organization and its human resource, missions, objectives, and strategies. Organizational behavior is a still-emerging discipline which seeks to enable managers to understand people better to enhance them improves their management practices to increase productivity, customer satisfaction, and better competitive position. Due to the changing trends in the global or external environment, organizational structure, incentive systems, leadership styles, and organizational processes that worked in the past might not work well in today’s vibrant environment. Emphases...
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...revolutionary - Reshaping organization's design elements • Change demands a new organizing paradigm (gamma change) • Change is driven by senior executives and line management (envisioning, energizing, and enabling) • Change involves significant learning - Must learn how to enact the new behaviors Intergrated Strategic Change - Extends traditional OD process into content oriented discipline of strategic management • Key Features: - Strategic Orientation - Stratic change capability - Individual and organizations are integrated into the process • Applications Stages (Strategic analysis, strategic choice, and design and implement the strategic change plan) Organization Design - Configures the organizations structure, work design, HR practice, and management to guide members' behavior • Conceptual Framework ( Strategy, Structure, Work Design, HR Practices, and Management / Information Systems) • Application Stages (Clarify design focus, designing the organization, and implementing the design Culture Change • Concept of Organization Culture (artifacts, norms, values, basic assumptions) • Organization culture and organization effectiveness - Culture affects performance through its influence on the organization's ability to implement change • Diagnosing Organization Culture - Requires uncovering and understanding what characterize an organizations culture • The Behavioral Approach - Emphasizes surface level of organization cultures (Pattern of behaviors that...
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...Organizational culture is a system of shared beliefs & attitudes that develop within an organization & guides the behavior of its members. It is also known as "corporate culture", & has a major impact on the performance of organization & especially on the quality of work life experienced by the employees. Organizational culture "consists of the norms, values & rules of conduct of an organization as well as management styles, priorities, beliefs & inter-personal behaviors. Together they create a climate that influences how well people communicate, plan & make decisions". CONCEPT OF ORGANIZATIONAL CULTURE: - Culture consists of beliefs & behavior. It is cultivated behavior in the sense that it is learnt from the other members of the society. Organizational culture is the totality of beliefs, customs, traditions & values shared by the members of the organization. Organizational culture stress on sharing of norms & values that guide the organizational members' behavior. These norms & values are clear guidelines as to how employees are to behave within the organization& their expected code of conduct outside the organization. NATURE OF ORGANIZATIONAL CULTURE:- The main features of organizational culture are as follows:- 1. Like an individual, every organization has its own personality. 2. The personality of the organization defines the internal environment of an organization. 3. It differentiates an organization from the others. 4. It is relatively enduring or...
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...linked to higher customer satisfaction and financial performance as well.19 (Robbins 516) organizational climate The shared perceptions organizational members have about their organization and work environment. (Robbins 516-517) Dozens of dimensions of climate have been studied, including safety, justice, diversity, and customer service.20 A person who encounters a positive climate for performance will think about doing a good job more often and will believe others support his or her success. Someone who encounters a positive climate for diversity will feel more comfortable collaborating with co-workers regardless of their demographic background. Climates can interact with one another to produce behavior. For example, a positive climate for worker empowerment can lead to higher levels of performance in organizations that also have a climate for personal accountability.21 Climate also influences the habits people adopt. If the climate for safety is positive, everyone wears safety gear and follows safety procedures even if individually they wouldn’t normally think very often about being safe—indeed, many studies have shown that a positive safety climate decreases the number of documented injuries on the job.22 (Robbins 517) Culture is valuable to employees too, because it spells out how things are done and what’s important. (Robbins 517) Two studies using different methods for operation-alizing organizational treatment have shown that when employees are treated...
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...decision making in business? Ethical Issue Intensity Business Ethics Ethical or Individual Factors Evaluations and Unethical Organizational factors Intentions Behavior Opportunity Ethical-Issue Intensity The first step in ethical decision making is to recognize that an ethical issue requires an individual or work group to choose among several actions that various stakeholders inside or outside the firm will ultimately evaluate as right or wrong. The intensity of an ethical issue relates to its perceived importance to the decision maker. Ethical issue intensity, then, can be defined as the relevance or importance of an ethical issue in the eyes of the individual, work group, and/or organization. It is personal and temporal in character to accommodate values, beliefs, needs, perceptions, the special characteristics of the situation, and the personal pressures prevailing at a particular place and time. Senior employees and those with administrative authority contribute significantly to intensity because they typically dictate an organization’s stance on ethical issues. In fact, under current law, managers can be held liable for the unethical and illegal Moral intensity relates to a person’s perception of social pressure and the harm the decision will have on others. Individual...
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...Journal of Comprehensive Research, Volume 8, Page 13 Organisational Behavior ORGANIZATIONAL BEHAVIOR Dr. I. Chaneta Faculty of Commerce University of Zimbabwe ABSTRACT Mullins (2005) defines organizational behavior as the study and understanding of individual and group behavior and patterns of structure in order to help improve organizational performance and effectiveness. Cole (1998) states that organizational behavior is a term applied to the systematic study of the behavior of individuals within work groups, including an analysis of the nature of groups, the development of structures between and within groups and the process of implementing change. The definitions indicate that the principal issues addressed by organizational behavior are: - • Individual behavior and performance at work; • The nature and working of people in groups; • The nature of social structures and organization design at work; • The processes involved in adapting behavior to meet changing conditions. There is close relationship between organizational behavior and management theory and practice. Some writers suggest that organizational behavior and management are synonymous, but this is something of an over-simplification because there are many broader facts to management. Key Words: organizational behavior, external environment, individual behavior, sociological approach, organizational culture. Journal of Comprehensive Research, Volume 8, Page 14 Organisational Behavior INTRODUCTION ...
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...Chapter 5: Culture and history The Chapter 2, 3 and 4 have considered the important influences of the environment, internal capabilities and stakeholder expectations on the development of an organization’s strategic. However, it is danger that mangers only take into account relatively recent phenomena without understanding how those phenomena have come about or how the past influences current and future strategy. Many well-established organizations such as Mitsui Group are strongly influenced by their historical legacies that have become embedded in their cultures (JSW, 2008). The business environment cannot be understood without considering how it has developed over time. The capabilities of an organization, especially those that provide organizations with competitive advantage may have historical roots and hove built up over time in ways unique to that organization. Therefore, such capabilities may become part of the culture of an organization which is difficult for other organizations to copy. However, they may also be difficult to change. So understanding the historical and cultural base of such capabilities also informs the challenges of strategic change. The powers and influence of different stakeholders are also likely to have historical origins that are important to understand. Thus, this chapter will explain the importance of history and culture in relation to strategy development in section 5.1 and 5.2; then followed by section 5.3 to address the challenges...
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...Key to Improving Job Performance Vacherrie Toles Troy University Abstract This paper explores factors that affect job performance and the concept of improving job performance. Specifically, it examines how various factors are related to job performance and how to enhance those factors. Job performance is a critical subject that has been assessed for many years as it determines an organization’s overall success. The articles discussed in this paper demonstrate that there is an apparent need for an extensive review of factors affecting job performance. It further emphasizes the need for employers to understand and consider those factors that affect job performance when making strategic decisions. Employers can significantly improve job performance by understanding how to enhance and improve the contributing factors. Keywords: job performance, how to improve job performance, importance of job performance, what affects job performance The Key to Improving Job Performance Job performance is a critical subject that has been assessed for many years. Job performance is based on how well one performs their job. An organization’s overall success is dependent upon the performance of its employees. Thus, it is imperative that employers understand and consider those factors that affect job performance and how. This will allow employers to implement strategies that will improve job performance. The following factors have been known to affect job performance: job satisfaction...
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...1. Define organizational culture and discuss its three layers. Organizational culture represents the shared assumptions that a group holds. It influences employees' perceptions and behavior at work. The three layers of organizational culture include observable artifacts, espoused values, and basic assumptions. Artifacts are the physical manifestations of an organization's culture. Espoused values represent the explicitly stated values and norms that are preferred by an organization. Basic underlying assumptions are unobservable and represent the core of organizational culture. 2. Discuss the difference between espoused and enacted values. Espoused values represent the explicitly stated values and norms that are preferred by an organization. Enacted values, in contrast, reflect the values and norms that actually are exhibited or converted into employee behavior. Employees become cynical when management espouses one set of values and norms and then behaves in an inconsistent fashion. Chapter Scan Corporate cultures provide identifying characteristics and values for organizational members to appreciate and learn. Cultures are distinguished by artifacts, values, and basic assumptions. The socialization process is the entry stage in an organization that provides clues about its culture. Cultures are difficult to change, yet change is necessary in some instances for survival. Organizations need an adaptive culture in order to respond effectively to the...
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...Prabesh Timilsina, HBD3173.E1, Exercise5 5.1 Study the Learning from Experience Case on p. 445. What is the significance of the organizational design of the company? The basis for any successful organization is for people to work together and understand how their behaviors support the organization’s strategy. Yet, talented people in even the best managed organizations are sometimes left trying to understand how their own activities contribute to their organization’s success. An organization’s design is crucial in clarifying the roles of the leaders and employees who hold the organization together. Organization design is the process of selecting a structure for the tasks, responsibilities, and authority relationships within an organization. An organization’s design influences communication patterns among individuals and teams and determines which person or department has the political power to get things done. The structure of an organization influences the behavior of employees. Therefore, an organization’s design plays a critical role in the success of an organization. Every organization’s design decision solves one set of problems but creates others. Organization design decisions often involve the diagnosis of multiple factors, including an organization’s culture, power and political behaviors, and job design. Organization design represents the outcomes of a decision-making process that includes environmental factors, strategic choices, and technological factors. Specifically...
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...Table of Content 1.0 Executive Summary 2.0 Introduction 3.0 Mission Statement 4.0 Core Values 5.0 Corporate Values 6.0 Corporate Culture 7.0 Corporate Culture Affect Managers 8.0 Levels of Culture 9.0 Assessing Organisational Culture 9.1 Innovation and Risk-taking 9.2 Attention to Details 9.3 Outcome Orientation 9.4 People Orientation 9.5 Team Orientation 9.6 Aggressiveness 9.7 Stability 10.0 Cultural Web 11.0 Right Culture and right values 12.0 Disadvantage of an Organisation with the Wrong Culture and Wrong Values 13.0 “Right Culture with the Right Values will always produce the best organizational performance” 14.0 Conclusion References 1.0 Executive Summary In this business report, Singapore International Airlines (“SIA”) is the company has been chosen to be the topic for discussion. There will be a few factors that will be discussed. Examples like different culture changes an organization’s competitiveness in the market. We will also be evaluating various objective and methods on how an organization can improve, develop and influence to build a stronger management process. The objective of this report is to analyse and explain how SIA, a Singapore company changes its culture to suit a dynamic changing environment and became a successful company with its corporate values and cultures. 2.0 Introduction Singapore Airlines’ history can be traced back to 1st May 1947. That was when a Malayan Airways Limited Airspeed Consul flew from Singapore...
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