The paper "Drawbacks and Benefits of Whistle Blowing for the Organisation" is a great example of a management assignment. In order to establish a successful change into this company and raise morale and working relationships among the employees, a change system should be implemented in order to initiate and guide the restructuring process. The eventual turnabout of such a company largely depends on the efforts and input if the top management, which would then be assimilated and adopted by the junior management and other employees of the company (Dubrinet al, 2006, p146). The senior management needs to come up with a clear guideline that determines how activities are carried out with specific roles of every staff member.
This is best done through an ethical code of conduct. The guideline will determine the person to do the task and the way to do it. This will ensure that the duties and responsibilities are well understood and thereby eliminating any chance of duplication of tasks or purchases being procured by incompetent staff. Such a guideline will be used to determine who recommends the purchases, how purchases are done and who will be involved in ensuring that the products that are purchased are suitable for the company.
When this is put in place, there will be no cases where the conduct of certain members of staff is in question (Mathieu, 2008, p580). There is a need to promote a working relationship and improve efficiency in the company. As a result, of the ongoing problems, a complete overhaul of every department should be carried out in order to get an opportunity to set things anew. This can be done best by changing administrative structures and redefining the job description of every employee so that a feeling and attitude of change is developed.
This would involve shuffling of employees and reassigning duties so that even the long-serving employees will have a feeling of newness in the company. This will encourage fresh ideas, new talents, competency and improved consultation levels in the company (Gregory & Chris, 2009, p43). Discuss the ethics of the new manager’ s behaviour. The ethical behaviour of the manager is unbecoming. The new manager accepts gratuities from potential suppliers and those applying for tender.
This in contradiction with the policy on hospitality and business gifts, which gives a guideline on how gifts or outstanding offers should be treated by the management or other employees so as to avoid a situation where they will be used to influence decision making and awarding of tenders. In contrast to this, the manager accepts a holiday offer from one of the companies that were tendering for the supply of the raw materials. This was an unfortunate move especially at a time when his credibility was at stake, and he needed to prove it. The manager is also involved in the procurement of expensive equipment for the company without consulting any of the supervisory staff.
This happens despite the fact that he has no technical knowledge of the functioning and suitability of the equipment. As a result, the company incurs some enormous costs in buying more equipment that would adapt it to the existing technology. Such a move is quite questionable because it raises questions as to why there were no other staff members involved.
It implies that the process of acquisition of the equipment was not transparent at all. Probably, there were incentives from the selling company to the manager so that he could buy from them (Dubrin et al, 2006, p146).
Dubrin, A.J., Dalglish, C. & Miller, P. (2006). Leadership. Milton, Qld: Jon Wiley & Australia, Ltd.
Gregory, L. & Chris, N. (2009). The Impact of Moral Reasoning and Retaliation on Whistle- Blowing: New Zealand Evidence. Journal of Business Ethics, vol. 89(1) p37-57
Mathieu, B. (2008). Whistle Blowing and Morality. Journal of Business Ethics, vol. 81(3), p579-585
Thomas, C, Mary, V. & Richard, W. (2008). Whistle Blowing for Profit: An Ethical Analysis of the Federal False Claims Act. Journal of Business Ethics, vol. 77(3), p361-376