Essays on Management Ethics Looks at How Managers May Support the Creation of Better Ethical Cultures Case Study

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The paper 'Management Ethics Looks at How Managers May Support the Creation of Better Ethical Cultures' is a great example of a Management Case Study. Management ethics is the area of business ethics that deals with how managers may support the creation of better ethical cultures. The paper discusses the formal and informal means available to a manager for the management of ethical behavior within an organization and towards external stakeholders. It cites examples of ethical scenarios from a broad range of organizations and studies the ethical organizational culture of Virgin Atlantic, an airline company in the UK, to illustrate these means. Introduction Owners, employees, stockholders, and the public are the primary stakeholders in any organization.

Management ethics requires that these stakeholders be treated in the utmost ethical manner. A company’ s success is not limited to profit-making. Good ethics comprises an integral part of organizational success. Good ethics not only requires that employees, whether domestic or foreign, be treated well by the management but also that the company is mindful of the environment in which it operates. Any organization must adhere to ethical interaction within its internal environment as well as with its external environment.

A manager’ s career success in the long-term is determined to a very great extent by their ethical behavior (Bowie, 2005). In addition to the individual ethical behavior of the manager, management ethics requires prudent organizational ethics during the reign of any successful manager. It is, therefore, incumbent on any manager to cultivate better ethical cultures within their organization. The manager must define the codes of conduct and codes of ethics of the organization they lead. He must also ensure that the organization cultivates and keeps a culture of corporate social responsibility among other functions that will create an ethical organizational culture (Bowie, 2005).

The paper discusses the means available to a manager in achieving the quest to manage ethical behavior within the organization and with external stakeholders. It will draw examples from Virgin Atlantic, a British airline company with operations all over the world. Codes of ethics and conduct have been matters of concern in the recent past mainly because of increased interest by the public regarding how organizations undertake business.

The two issues represent the way in which organizations undertake self-regulation. They establish an image of good behavior to the public and give employees direction. On one hand, the decision-making function of the management is governed by the code of ethics. On the other hand, codes of conduct govern actions. For example, Virgin Atlantic code of ethics stipulates that the company is committed to protecting the environment. Any employee of Virgin Atlantic faced with several options for performing a given task would be expected to select the one that protects the environment most (Brenner, 2012). Codes of conduct stipulate the standards of interaction, especially within the organization.

Virgin Atlantic codes of conduct prohibit racial intimidation, sexual harassment, and viewing inappropriate material on the company’ s computers among other behavior. The ultimate aim of the two documents is to provide a narrow range of employee behavior acceptable by other stakeholders. Whereas the organization’ s board of directors draws the two documents, the manager carries the responsibility for implementing and actualizing them (Brenner, 2012).

References

Bowie, N.E., 2005. Management ethics.

Brenner, S.N., 2012. Ethics programs and their dimensions. J. Bus. Ethics 11, 391–399.

Carroll, A., Buchholtz, A., 2014. Business and society: Ethics, sustainability, and stakeholder management. Cengage Learning.

Chakraborty, S.K., 2005. Ethics in management: Vedantic perspectives.

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Jones, T.M., 2005. Instrumental stakeholder theory: A synthesis of ethics and economics. Acad. Manage. Rev. 20, 404–437.

O’Fallon, M.J., Butterfield, K.D., 2005. A review of the empirical ethical decision-making literature: 1996–2003. J. Bus. Ethics 59, 375–413.

Schermerhorn, J.R., 2011. Managing organizational behavior. John Wiley & Sons.

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