chapter 7 organizational relationships and conflicts in ethical decision making
TRANSCRIPT
Chapter 7
Organizational Relationships and Conflicts in Ethical Decision Making
Key Influences on Ethical Behavior
society
corporate culture
peers & coworkers
strength of the individual’s personal values
opportunity
exposure to others that behave (un)ethically– informal relationships– formal relationships
Responsibility of the Corporation as a Moral Agent
chartered as citizens of a state and nation, therefore, they have all the right s & responsibilities of individuals
responsible to society for its decisions
business ethics & social responsibility are assigned to the organization as an entity
must require compliance with ethical policies representing the interests of all stakeholders
Variation in Employee Conduct
10%-will take advantage of situations to further their own personal interests
40%-will go along with the work group on most matters
40%-will try to follow company policies & rules & have a strong grasp of the corporate culture
10%-maintain formal standards that focus on rights, duties & rules
Socialization...
the process through which a person learns the values & behavior patterns considered appropriate by an organization or group
has a significant influence on ethical behavior
ethical conflict arises when the values & norms of the individual conflict with those taught through socialization
Role-Set...
the total of all role relationships in which an individual is involved because of his or her position in an organization– role sets may help predict ethical behavior– persons in the same department are socialized
similarly and share the same specialization & knowledge base
– members of an organization have more in common with one another than with members of other organizations
Differential Association...refers to the idea that people learn ethical or unethical behavior while interacting with others who are part of their role-sets or other intimate personal groups– if interaction is with those who behave unethically, parallel
behavior may be expected– superiors have strong influence on the ethics of their
subordinates– differential association with peers & opportunity are better
predictors of unethical behavior than is the person’s own ethical belief system
Whistle Blowing...
when unethical or illegal behavior occurs in the organization and individual interpersonal conflict occurs
exposing an employer’s wrongdoing to outsiders such as the media or government regulatory agencies
provides an in-house mechanism for employees or voice concerns– usually anonymous
Organizational Pressure & Ethical Decision Making
success in organizations is determined through the achievement of organizational goals
internal organizational pressure stemming from role-set relationships & differential association is a major predictor of unethical behavior
top management & superiors play crucial roles in developing the environment that influences ethical behavior
Opportunity Creates Ethical Dilemmas
opportunity is a set of conditions that limit unfavorable behavior or reward favorable behavior– rewards may be internal (self-worth, enjoyment)– rewards may be external (raises, promotion)
a person who behaves unethically & is rewarded is likely to continue the behavior; punishment is a more suitable deterrent
Opportunity also comes from Knowledge
a person with information, expertise or competitive knowledge has the opportunity to exploit this knowledge
long term employment with one company leads to gatekeeping-socializing newer employees regarding culture, tradition, rules, unwritten traditions, etc.
trainers & mentors influence new employees behavior
Conflict Resolution...
occurs when it is not clear which goals or values take precedence-those of the organization or a group within the organization– personal-organizational conflict– personal-societal conflict– organizational-societal
Improving Ethical Behavior
ethical behavior depends on:– the embedded organizational value system
(corporate culture)– significant others– personal value preferences