Chapter 6 Organizational Culture and Ethical Decision Making

Chapter 6 Organizational Culture and Ethical Decision Making

Organizational Structure & Business Ethics in centralized organizations, decision -making authority is concentrated in the hands of top level managers & little authority is delegated to lower levels in decentralized organizations, decision making authority is delegated as far down the chain of command as possible each structure has a unique

Centralized Organizations. . . stress formal rules, policies & procedures supported with systematic control systems codes of ethics may specify the techniques for decision makers tend to be very bureaucratic the division of labor is well defined

Ethical Issues That May Arise in Centralized Organizations. . . blame-shifting or ‘scape-goating’transferring blame for ones’ actions to others specialization limits the ability of the individual to understand how their actions affect the overall organization because of minimal upward communication, top level managers may not be aware of problems

Decentralized Organizations. . . have few formal rules, and coordination and control are usually informal and personal are adaptable and are very aware of external change managers can react quickly to changes in the external and internal environment

Ethical Issues That May Arise in Decentralized Organizations. . . difficulty in responding quickly to changes in policy & procedures established by top management employees have extensive decision making authority

The Role of Corporate Culture in Ethical Decision Making culture gives members of an organization meaning & provides them with rules for behaving within the organization a company’s history & unwritten rules are a part of its culture some cultures are so strong they dictate the character of the entire organization to outsider

Organizational Culture. . . may be explicit statements of values, beliefs, and customs coming from upper management in the form of memos, codes, handbooks, manuals, forms & ceremonies may be expressed informally through direct & indirect comments that convey management’s wishes: dress codes, promotions, legends, extracurricular activities

Ethics as a Component of Corporate Culture. . . top management provides the blueprint of what a corporate culture should be organizational ethical decisions have a strong impact on corporate culture a failure to monitor & manage corporate culture may lead to questionable behavior rewards & punishment need to be

Two Basic Dimensions Determine an Organization’s Culture. . . concern for people-the organizations’ efforts to care for its employees well being concern for performance-the organizations’ efforts to focus on output and employee productivity

Four Different Cultures Can Emerge apathetic-shows minimal concern for people or performance caring-exhibits high concern for people, but minimal concern for performance exacting-shows little concern for people, but high concern for performance integrative-high concern for

Role of Leadership a leader must respect followers and provide a standard of ethical conduct leadership style influences how employees act leadership influence affects ethical behavior managers can use rewards & punishment to encourage employees in behaviors that support the organization’s goals

Reward & Punishment Dimensions performance contingent reward behavior -positive reinforcement for good behavior contingent punishment behaviornegative reinforcement for poor behavior noncontingent reward behaviorpositive reinforcement regardless of behavior

Role of Motivation offers incentives to encourage employees to work toward organizational objectives career stage, organization size, and geographic location influence needs an individual’s hierarchy of needs may influence motivation & ethical behavior

The Role of Power exerting power is one way to influence ethical behavior reward power coercive power legitimate power expert power referent power

Group Influences formal groups-committees, work groups, teams, quality circles informal groups-‘grapevine’ group norms-standards of behavior acceptable in the group, define acceptable behavior, fosters conformity, may conflict with the organizational culture, & sanctions may be necessary to bring a nonconforming group into line with organizational expectations