the top management and briefed to the employees by the managers. The managers in turn need to become role models by practicing in theory and action the organizational values. The commitment in senior management to the culture is of utmost importance with rewards given out to employees who reinforce the organization’s values. However, Organizational Culture is like a double edged sword and can be used in time of need to deflect responsibilities from the higher management. A strong culture within the
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MGT/216 Robert Gabriel July 06, 2010 Ethical Issues in Management Performance evaluations are a very important part of a manager’s functions, which measures an employee’s results to determine if they are in line with group, department, and organizational goals. However like most managements functions hiring, firing etc. ethics can play a role in the decision making process though sometimes harder to recognize. The moral and social issues can affect a manager’s ability to make sound decisions whether
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Functional Areas of Business Michael Greer MGT/521 1/12/15 Natalie Casale “Business” is one word, but business stands for more than just one thing. Business is comprised of several facets and functional areas: law, human resources management, leadership, accounting, finance, economics, research and statistics, operations management, marketing, and strategic planning. Each of these components has a very specific role and level of importance within a given organization. Even though it’s hard
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Introduction In the modern day, it has become increasingly important for Organizations to be morally correct in the way that they conduct their business and corporate activities. Companies with strong ethics programs have found that these efforts can reduce potential costly fines, decrease vulnerability, improve reputation, provide access to capital, favorably influence their bottom line, positively affect their employees' commitment to work and enhance customer loyalty (The importance of being
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“typical” lay practitioner, the point of this paper, supported by evidence provided by Pava (and the other cited resources) might offer a deep and long lasting influence which could possibly change how the reader thinks and acts in matters related to organizational leadership and governance. I was able to make many connections between the Pava text and the Sison (2008) text that helped me better understand how Sison is interpreting Aristotle in today’s complex global business world. I have cited several
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of this discussion; Unethical behavior within organizations. Unethical behavior within organizations has been occurring for centuries and it is what led to their ultimate demise. Unethical behavior is the beginning of the end in some companies and in some of those it results in the ruin of what started out to be a good thing. Some of these companies started out as small prosperous businesses that later grew into large dominate organizations for example; Enron, and of course WorldCom. These
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are inconclusive. The lack of research in the Hong Kong ´ˆ auditing environment motivates this study, particularly following the Enron debacle. The purpose of this paper is to examine the non-audit services (NASs), competition, rank and types of auditors, in respect of the independence problem as it relates to the practices of Hong Kong auditors in the post-Enron environment. Design/methodology/approach – Four independent variables identified from literature gaps are examined, namely NASs, levels
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major components of internal controls is a concept known as Segregations of Duties (SOD). Segregation of Duties is a regulatory requirement that was put into place to aid in the prevention of fraudulent financial behavior and reporting. Its main purpose is to hinder fraudulent behavior of key employees by requiring crucial functions of the business process to be performed by various people. Throughout this text there will be an exploration of the types of business risks
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Ethical Decisions in Leadership OLS26300 Gareth M Terhune Spring 2013 Goals: As a leader, I want to be someone that my peers look up to. I want to be the authority figure that my underlings feel they can talk to and express their thoughts and fears to. I want to be the figure that others aspire to work for and bond with. I want to see the company that I bond with succeed. I want the employees to want to work under me. I want the people that I bring to my company to desire to be like
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Robins & Boldero (2003) propose that dyadic relationships will become more intimate and trusting as the level of consistent commensurability of a person’s actual self, and perceptions of the other’s view of his or her actual self, increases. The implication for the development of authentic leader–member relationships in unconstrained settings is that followers and leaders will be most likely to form trusting and close relationships with persons who see them as they see themselves, i.e.—persons
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