The document discusses ethical decision making and leadership in project management. It presents a 5-step ethical decision making framework (EDMF) created by PMI to guide project managers facing ethical dilemmas:
1. Assessment - Gather facts about the dilemma and ensure it aligns with laws, codes of ethics, and cultural values.
2. Alternatives - Consider alternative choices and weigh pros and cons.
3. Analysis - Identify a candidate decision and evaluate its potential impacts.
4. Application - Apply ethical principles like beneficence and justice to the candidate decision.
5. Action - Make a decision you're willing to publicly stand by and then take action.
The EDM
Implementing communities of practice in a matrix organizationAndrew Muras, PMP
Presented at ASEM's (American Society of Engineering Management) annual conference in October 2014. It's based on work done at Pearl Harbor Naval Shipyards.
Organizational basis for behavior, Contributing disciplines to the OB field, Why managers require knowledge of OB, Need for a contingency approach to the study of OB,Emerging challenges and opportunities for OB,The organization as a system, System approach to organizational behavior, Managerial functions, The organization and people,OB, Calicut university organizational behavior module 1,organizational behavior, importance of OB,Strength of Contingency Approach, system approach, functions of a manager, functions of management
Implementing communities of practice in a matrix organizationAndrew Muras, PMP
Presented at ASEM's (American Society of Engineering Management) annual conference in October 2014. It's based on work done at Pearl Harbor Naval Shipyards.
Organizational basis for behavior, Contributing disciplines to the OB field, Why managers require knowledge of OB, Need for a contingency approach to the study of OB,Emerging challenges and opportunities for OB,The organization as a system, System approach to organizational behavior, Managerial functions, The organization and people,OB, Calicut university organizational behavior module 1,organizational behavior, importance of OB,Strength of Contingency Approach, system approach, functions of a manager, functions of management
Gender Differences on Organizational Commitment: Empirical Evidence from Empl...AJSSMTJournal
Organizational commitment is considered as a crucial factor that has a direct impact on
organizational outcomes. A systematic empirical study was carried out to address the existing contextual gap
and intellectual curiosity on gender differences in organizational commitment on apparel industry workers of Sri
Lanka. The main objective of the study was to investigate whether there is a significant difference among male
and female employees in terms of the level of organizational commitment in the apparel industry of Sri Lanka.
This is an analytical nature study and unit of analysis is individual employees. The survey method was utilized,
and 100 employees responded to the author developed questionnaire using random sampling technique. The
instrument used to measure organizational commitment was adopted by Allen and Meyers’ standard
questionnaire which consists of a multi-component model include; affective commitment, continuance
commitment, and normative commitment. Reliability and validity of the instruments used were assured. The
empirical findings revealed that there is no significant difference between male and female employees in terms
of organizational commitment in the apparel industry of Sri Lanka.
Group #2 Report on "Organizational Behavior" for PA3 - Management in Organizations, College of Public Administration - Tarlac State University. Authored by Omar Navarro Dimarucot
Leadership, Ethics, and Communications: Foundations of a Sustainable Organiza...Bryan Hill
Links between effective organizational leadership, ethics, integrity, and communications. Impact of ethics on organizational communications; strategy; culture; human resources; organizational development and change; organizational and personal reputation; and impact on other organizational aspects. Organizational ethics policies and global ethics declarations. Scriptures from Judeo-Christian, Muslim, and Buddhist religions foundational to leadership, ethics, and communication principles.
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study was to investigate the relationship
between leadership style and followers performance in the
bottle water companies in port Harcourt. In this study, we
have two variables leadership style as the independent
variable and followers performances as the dependent
variable, the methodology adopted were descriptive
research design to collect both primary and secondary data.
The population of this study consists of 100 (one hundred)
employees in the selected bottle water companies in Port
Harcourt. The instrument used for data collection was a
questionnaire in four point likert scale. 100 copies of
questionnaire were distributed to employees of selected
bottle water companies in Port Harcourt which 90 was
retrieved for the analysis. From the above it was discovered
that leadership styles have a positive impact on the
followers, but each have to be used strategically in different
environment in other to maximize employees performance.
It was recommended that organizations should empower
and motivate employees since this will ensure total loyalty
and increase their retention and productivity to the
organization.
trends in OB,conscience mngmt,ict &its influenceSuryadev Maity
TRENDS IN ORGANISATIONAL BEHAVIOUR
CONSCIOUS
CONSCIENCE MANAGEMENT
ICT & ITS INFLUENCE ON BEHAVIOURAL DIMENSIONS
GEN NEXT ORIENTATION
RELATIONSHIP ORIENTATION FOR IMPROVED PRODUCTIVITY & LACK OF FORMAL AUTHORITY
The Effect of a High-Commitment Work System on Improve Organization Citizensh...AJSSMTJournal
This study aimed at identifying High commitment work system(HCWS) in improving Organization
citizenship behavior (Altruism, conscientiousness, sportsmanship) in the zain telecom company The authors
employed a predictive-descriptive approach to identify the level of hcws at zain . Male and female employees
at zain (No.378) participated in the study. A questionnaire prepared to measure the role of HCWS in improving
OCB was implemented. Means, standard deviations, multiple linear regression and 1-Way ANOVA analyses
were used to examine the data. HCWS from the perspective of zain telecom company employees scored a high
level at overall test. OCB level from the perspective of the employees at zain telecomcompany and its
dimensions scored high. The predictive model of HCWS and OCB from employee’s perspective was statistically
significant. Based on these results, the authors recommend zain telecom company to take more interest in
improving its HCWS.
Organisational Behaviour: Meaning – Elements – Need and importance – Approaches – Models – Levels - Global scenario – Socio, cultural, political and economic differences and their influence on International Organisational behaviour – Future of Organisational behaviour.
Gender Differences on Organizational Commitment: Empirical Evidence from Empl...AJSSMTJournal
Organizational commitment is considered as a crucial factor that has a direct impact on
organizational outcomes. A systematic empirical study was carried out to address the existing contextual gap
and intellectual curiosity on gender differences in organizational commitment on apparel industry workers of Sri
Lanka. The main objective of the study was to investigate whether there is a significant difference among male
and female employees in terms of the level of organizational commitment in the apparel industry of Sri Lanka.
This is an analytical nature study and unit of analysis is individual employees. The survey method was utilized,
and 100 employees responded to the author developed questionnaire using random sampling technique. The
instrument used to measure organizational commitment was adopted by Allen and Meyers’ standard
questionnaire which consists of a multi-component model include; affective commitment, continuance
commitment, and normative commitment. Reliability and validity of the instruments used were assured. The
empirical findings revealed that there is no significant difference between male and female employees in terms
of organizational commitment in the apparel industry of Sri Lanka.
Group #2 Report on "Organizational Behavior" for PA3 - Management in Organizations, College of Public Administration - Tarlac State University. Authored by Omar Navarro Dimarucot
Leadership, Ethics, and Communications: Foundations of a Sustainable Organiza...Bryan Hill
Links between effective organizational leadership, ethics, integrity, and communications. Impact of ethics on organizational communications; strategy; culture; human resources; organizational development and change; organizational and personal reputation; and impact on other organizational aspects. Organizational ethics policies and global ethics declarations. Scriptures from Judeo-Christian, Muslim, and Buddhist religions foundational to leadership, ethics, and communication principles.
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study was to investigate the relationship
between leadership style and followers performance in the
bottle water companies in port Harcourt. In this study, we
have two variables leadership style as the independent
variable and followers performances as the dependent
variable, the methodology adopted were descriptive
research design to collect both primary and secondary data.
The population of this study consists of 100 (one hundred)
employees in the selected bottle water companies in Port
Harcourt. The instrument used for data collection was a
questionnaire in four point likert scale. 100 copies of
questionnaire were distributed to employees of selected
bottle water companies in Port Harcourt which 90 was
retrieved for the analysis. From the above it was discovered
that leadership styles have a positive impact on the
followers, but each have to be used strategically in different
environment in other to maximize employees performance.
It was recommended that organizations should empower
and motivate employees since this will ensure total loyalty
and increase their retention and productivity to the
organization.
trends in OB,conscience mngmt,ict &its influenceSuryadev Maity
TRENDS IN ORGANISATIONAL BEHAVIOUR
CONSCIOUS
CONSCIENCE MANAGEMENT
ICT & ITS INFLUENCE ON BEHAVIOURAL DIMENSIONS
GEN NEXT ORIENTATION
RELATIONSHIP ORIENTATION FOR IMPROVED PRODUCTIVITY & LACK OF FORMAL AUTHORITY
The Effect of a High-Commitment Work System on Improve Organization Citizensh...AJSSMTJournal
This study aimed at identifying High commitment work system(HCWS) in improving Organization
citizenship behavior (Altruism, conscientiousness, sportsmanship) in the zain telecom company The authors
employed a predictive-descriptive approach to identify the level of hcws at zain . Male and female employees
at zain (No.378) participated in the study. A questionnaire prepared to measure the role of HCWS in improving
OCB was implemented. Means, standard deviations, multiple linear regression and 1-Way ANOVA analyses
were used to examine the data. HCWS from the perspective of zain telecom company employees scored a high
level at overall test. OCB level from the perspective of the employees at zain telecomcompany and its
dimensions scored high. The predictive model of HCWS and OCB from employee’s perspective was statistically
significant. Based on these results, the authors recommend zain telecom company to take more interest in
improving its HCWS.
Organisational Behaviour: Meaning – Elements – Need and importance – Approaches – Models – Levels - Global scenario – Socio, cultural, political and economic differences and their influence on International Organisational behaviour – Future of Organisational behaviour.
PrintCurrent Debate in Learning Theory Scoring Guide.docxsleeperharwell
PrintCurrent Debate in Learning Theory Scoring Guide
Current Debate in Learning Theory Scoring Guide Grading Rubric
Criteria
Non-performance
Basic
Proficient
Distinguished
Explain how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy.
Does not explain how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy.
Explains how the evolution of learning theories and neuroscience over time, but not how it has shaped a selected learning controversy.
Explains how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy.
Explains how the evolution of learning theories and neuroscience over time has shaped a selected learning controversy. Draws from multiple perspectives and evidence-based research to support explanation.
Evaluate multiple perspectives on the selected learning controversy.
Does not identify multiple perspectives on the selected learning controversy.
Identifies but does not analyze multiple perspectives on the selected learning controversy.
Analyzes multiple perspectives on the selected learning controversy.
Evaluates multiple perspectives on the selected learning controversy.
Assess the implications of this learning controversy on your area of specialization.
Does not assess the implications of this learning controversy on an area of specialization.
Assesses the implications of this learning controversy but does not associate with area of specialization.
Assesses the implications of this learning controversy on one's own area of specialization.
Assesses the implications of this learning controversy on one's own area of specialization. Discusses best practices for staying informed with current research in field.
Write clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; format paper, citations, and references using APA style.
Does not write clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; does not format paper, citations, and references correctly using APA style.
Uses sentence structure that is mostly clear, with a few minor spelling or grammatical errors but fails to attribute quotes and citations in a few places, or allows some inconsistencies in APA style.
Writes clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; formats paper, citations, and references using APA style.
Writes clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics; uses relevant evidence to support a central idea; f.
Consider two companies United States Steel (X) and Facebook (FB)..docxaidaclewer
Consider two companies: United States Steel (X) and Facebook (FB).
Look at the profiles (financial statements for 2016) of each on yahoo finance and discuss the followings (you need to calculate these values yourself and show details of your calculations):
1. How many outstanding shares does the company have?
2. What is the market value of the company?
3. What is the book value of the company?
4. Does the company pay dividends?
5. What is the beta for the company? Compare it with the beta of market.
6. Retrieve their annual closing prices for the last 6 years.
7. Calculate annual rate of return of each stock for the last 5 years.
8. Estimate annual expected rate of return and standard deviation of annual rate of return of each stock.
9. How do you find the risk free rate? (consider the market risk premium to be 8%)
10. Using CAPM calculate the expected return on the equity for the company.
11. What is the Weighted average cost of capital (WACC) for the company?
12. What is the leverage (total debt/equity ratio) for the company?
Calculate and analyze your result, conclude your opinions.
APA Format, references, minimum 5 pages.
(To get the required rate of return on debt, divide the interest expense by total debt)
(To get the total debt, add the short term debt to long term debt)
Dwight
assuming Risk
Leaders face ethical decision all the time. It is an inherent responsibility of all leaders. The best solution for PPI is to continue with the inspections from outside agencies. My philosophy on leadership and decision-making has always been to simplify decisions as much as possible. Almost all decisions come down to assuming risk! You will either assume risk in one area or another. The question the leader must answer, is, where does he/she want to assume that risk. Determining where to assume risk comes down to taking a holistic view of the issue and comparing it against organizational goals and needs (Thiel, Bagdasarov, Harkrider, Johnson, & Mumford, 2012). In the case of PPI, the organization’s leadership created a culture of safety and efficiency. Which likely was rooted in the organization’s values and mission statement. Therefore, the organization could not comprise the very values it represented out of fear that an employee would use previously discovered discrepancies against them. In fact, there is an argument that the level of trust that the organization built has garnered a mutual respect between employee and employer. Which may prevent any such liabilities of PPI. In the end, PPI has to decide where to assume the risk. Does the organization want to assume risk in the daily operations of the plant, and risk employee safety, organizational output, and efficacy? Does the organization want to risk employees using the inspections by outside agencies against them? As a leader who is very familiar with these kinds of ethical decisions, PPI needs to assume risk where the employees might use the inspections against them in a .
Please respond to the discussion questions listed below- You.docxleahlegrand
Please respond to the discussion questions listed below:
- You can ask technical questions or respond generally to the overall experience. Be objective, clear, and concise. Always use constructive language, even in criticism, to work toward the goal of positive progress. All comments should be posted to the appropriate topic in this
Discussion #1
My current organization’s leadership consists of a Principal, six Assistant Principals, a Student Activities Coordinator, and a School Improvement Specialist. This team is known as our Administration Team. Everything and all final decisions are up to the Principal before they are passed on to the Principal’s supervisor, which is the Director of High Schools and then the overall Superintendent of the school district. Our Principal is a democratic, ethical leader who relies on the Administration team for support, ideas, and structure. A democratic leader, as discussed in our text, is a leader that provides rewards when necessary and sticks to the least discipline of the employees (Argosy, 2018). This allows leadership to focus on the objectives while the district deals with any disciplinary action against any employee. The leadership of this organization is grounded in ethical decisions and remembering that education and safety are most important.
When thinking of effective change leadership in my organization, the two features that allow the organization to progress through changes and lead effectively through change are communication and collaboration. As effective leaders of change focus on what the change is and why it is important, communication is imperative because leaders must continuously communicate with all individuals involved to connect everyone to the purpose and urgency for the change (Smith, 2008). The other important feature of effective change leadership is collaboration. School districts like the one I work with are built on collaboration. Many people work together daily to make things happen for the greater vision of the organization. Change leadership or change, in general, cannot happen without effective collaboration in the capacity of every wanting the same outcome to be positive and beneficial (Anderson & Anderson, 2010).
Effective change leadership also requires ethics to play a huge role. Ethical decisions by leadership are crucial in and through change. Imagine a leader who has personal interests in personal gain. This will cause all decisions to be bias and unethical. An effective leader must follow the ethics of the organization and have the interest of the organization in mind always. A dishonest and untrustworthy leader cannot lead effective change leadership. Thinking positively, I recommend that my organization continually stand on the ethical principles of alignment and integrity. Alignment will allow everyone to be directed toward the same goals and direction while strategically inspiring and engaging each other (Nolen & Putten, 2007). Integrity will als ...
Leadership involves developing and communicating a vision for the future, motivating people and securing their engagement to the task they are expected to do.
Running Head FOUR-FRAME MODEL 1FOUR-FRAME MODEL7Fou.docxcowinhelen
Running Head: FOUR-FRAME MODEL
1
FOUR-FRAME MODEL
7
Four Frame Model
Rubin Wilkins
Module 5 Assignment 2
Argosy University Los Angeles
Professor: Dale Mancini
February 15, 2017
Four-frame Model
Introduction
Bolman and Deal synthesized the foregoing leadership theory into four contemporary cognitive perspectives which they further organized into frames to assist leaders in the decision-making process in relation to each individual situation. It was their understanding that the use of such frames would assist leaders in analyzing respective events in a different manner and perspective. In essence, they provide ‘windows’ that enhance the leaders’ to have a broader understanding of the challenges being faced by the organization and solutions that are potentially available. This insightful piece therefore proceeds to help in understanding the frames.
The Four-Frame Model of leadership is a creation stemming from the meshing of various organizational theories to form a wide-encompassing one. These consolidated theories include; the trait theory, power and influence theory, situational and contingency theory, and the behavioral theory (Bateman, 2007). They have been developed over a span of many years. The multiple perspectives emanating from the various theoretical underpinnings are the ones termed as frames by the two theorists; through which an organization is viewed by the leaders and other related persons. These ‘windows’ further operate to bring an organization into focus and subsequently serve as filters which offer the leaders order and assist them in making decisions. Furthermore, the frames comprise of the structural frame, human resource frame, political frame and the symbolic frame. Each individual frame represents a perspective
accompanied by its own assumptions and attributes.
The structural frame is used in viewing the world from an orderly point of view furnished with a multiplicity of rules and procedures. The human resource frame then comes in to assume that goals are best achieved through the meeting of organization members’ needs and fully appreciating the workforce as fundamental part of the organization. The political frame appertains to the conflicts, alliances and bartering of respective parties to properly use and allocate the scares resources owned by and charged to the organization. Finally, symbolic frame relates to the issues of culture, symbols and rituals of an organization as opposed to the established rules and procedures.
Theme among articles
Song, Kim and Kolb (2009) set out to research on the effect of learning an organization’s culture and the established linkage between interpersonal trust and the general commitment to an organization. The sample used in this study was primarily obtained from various employees working to conglomerate entities of Korea. Resultantly, it was established that learning an organization’s culture worked as a mediating factor in the explanation of associations betwe ...
After reading the articles and viewing the videos in this weeks r.docxnettletondevon
After reading the articles and viewing the videos in this week's resources, prepare a paper in which you address the following: Demonstrate your understanding of decision-making.
· Evaluate the role that personal ethics plays in making decisions.
· Analyze the decision-making techniques that can be applied in different types of organizations.
· Select an organization where unethical decision-making resulted in negative consequences.
· Using two decision-making techniques, compare and contrast how using the techniques may have resulted in a positive consequence.
Support your paper with minimum of three (3) scholarly resources. In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included.
Length: 5-7 pages not including title and reference pages.
Your paper should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. Be sure to adhere to Northcentral University's Academic Integrity Policy.
Article
Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking
Chase E. Thiel • Zhanna Bagdasarov • Lauren Harkrider • James F. Johnson • Michael D. Mumford
Published online: 4 April 2012 Springer Science+Business Media B.V. 2012
Abstract Organizational leaders face environmental challenges and pressures that put them under ethical risk. Navigating this ethical risk is demanding given the dynamics of contemporary organizations. Traditional models of ethical decision-making (EDM) are an inadequate framework for understanding how leaders respond to ethical dilemmas under conditions of uncertainty and equivocality. Sensemaking models more accurately illustrate leader EDM and account for individual, social, and environmental constraints. Using the sensemaking approach as a foundation, previous EDM models are revised and extended to comprise a conceptual model of leader EDM. Moreover, the underlying factors in the model are highlighted—constraints and strategies. Four trainable, compensatory strategies (emotion regulation, self-reflection, forecasting, and information integration) are proposed and described that aid leaders in navigating ethical dilemmas in organizations. Empirical examinations demonstrate that tactical application of the strategies may aid leaders in making sense of complex and ambiguous ethical dilemmas and promote ethical behavior. Compensatory tactics such as these should be central to organizational ethics initiatives at the leader level.
Keywords Cognitive strategies Ethical behavior Ethical decision-making Leadership Sensemaking
Corporate and financial misconduct amidst the recent world financial crises, such as the predatory subprime lending practices of Ameriquest, Goldman Sachs, and IndyMac Bank, have left few wondering whether ethics in leadership should be of greater focus mov.
Journal of Management Policy and Practice Vol. 18(1) 2017 87 .docxAASTHA76
Journal of Management Policy and Practice Vol. 18(1) 2017 87
Toward a Grounded Theory: A Qualitative
Study of Vision Statement Development
Shelley A. Kirkpatrick
Visiontelligence, LLC and The MITRE Corporation
Considerable research demonstrates the significant, positive impact of vision statements on
organizational, team, and individual performance. However, little research exists on developing effective
vision statements. Moving toward a grounded theory of vision statement development, 30 interviews were
conducted with organizational leaders to identify and describe the approaches they used to develop their
vision statements. Five categories of approaches were identified as a typology: 1) Uncommunicated, 2)
Unstated yet Implemented, 3) Formally Stated, 4) Refined, and 5) Re-examined. Representative quotes
from the leaders are presented to support and describe each category. Suggestions for future research,
along with study limitations, are discussed.
INTRODUCTION
The concept of an organizational vision statement is pervasive in entrepreneurship and leadership
theories, especially transformational leadership theories. A vision is a leader�s statement of a desired,
long-term future state for an organization (Burns, 1978; House, 1977). Vision is a key component in
transformational and charismatic leadership theory (Bass, 1985; Conger & Kanungo, 1987; House, 1977),
as it provides meaning and context to employees about the purpose of the organization. In the
entrepreneurship and business strategy literatures, the importance of an organization�s vision statement
and its effects on organization-level performance also has been emphasized in theoretical discussions
(e.g.. Bird, 1989; Filion, 1991; Isenberg, 1987; Maccoby, 1981; Mendall & Gerguoy, 1984; Timmons,
Smollen, & Dingee, 1990).
Additionally, a vision statement is a prominent concept in performance improvement, talent
management, and change management models and frameworks. The International Society for
Performance Improvement�s human performance technology model (www.ispi.org) states that the
performance improvement process begins by identifying the vision, mission, values, goals, and strategy
that the organization wants to achieve. Without an awareness and understanding of these contextual
elements that define an organization�s desired future state, it is impossible for an organization to specify
and measure how it wants to improve.
Human capital management expert Josh Bersin emphasizes alignment between the organization�s
strategy and its talent strategy (Bersin, 2010). The Human Capital Institute also specifies alignment
between the business strategy and human capital strategy (www.hci.org). Further, change management
models, such as the Six Box Model and the 7S Model, also recommend ensuring alignment between
various aspects of the organization and its vision, mission, and values.
88 Journal of Management Policy and Practice Vo.
This assignment analyzes leadership philosophy in regards to the literary leadership materials, also based on my personal reflection of leadership. From the adage leaders are born and not structured, Leadership to me is the realization of having the ability which can influence thoughts, ideas and actions of others so that they can achieve sets of preset goals, tasks, duties and responsibilities. This I believe can be injected in any organizational setup, thus I agree that leadership is a very essential facet in contributing achievements of success to individuals (Ambler, 2005). While the adage maybe accurate for charismatic leaders, I also agree with scholars in this field articulate that positive gens combined with building skills will persuade people to become leaders that are effective.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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1. 2013, Project Management Institute Page 1
Originally published as part of 2013 PMI Global Congress Proceedings – Istanbul, Turkey
The Leader’s Choice – Five Steps To Ethical Decision Making
Ethics Member Advisory Group – Project Management Institute
Abstract
Making ethical decisions when confronted with a dilemma is a key to success along the project leadership
journey. Using a framework to guide those decisions can be crucial to advancing project leadership competence.
This paper describes the strong connection between ethical decision-making and project leadership success,
depicts the role that an ethical decision-making model can play, and presents the new five-step PMI Ethical
Decision-Making Framework (EDMF) created by the Ethics Member Advisory Group (Ethics MAG) and released
PMI-wide. A realistic ethical dilemma is explored using the EDMF. A summary is included of the benchmarking of
other organizations indicating that PMI is at the front of the ethical decision-making trend.
Introduction
The Problem
Project management is, for the most part, an activity undertaken with others. While we may refer to these
others as team members, stakeholders, or coworkers, we, as project managers, depend on them for the success of our
projects. And the projects we are frequently trying to succeed at managing involve having these others do, or not do,
just what is needed in an environment where we have far less authority then responsibility. This limitation of
authority that characterizes the project manager’s role propels the most successful project managers to demonstrate
leadership (Juli, 2011, p. 11). Consequently, leadership is a key to unlocking the solution to motivating with limited
authority; it is the currency that is spent achieving project success. And central to leadership is trust (Covey, 2006, p.
3); without trust, there are no followers. Fortunately, the speed of trust building in relationships can be
accelerated through ethical behavior (Hosmer, 1985, p. 329).
This logical progression, which is depicted in Exhibit 1, draws a direct link between ethical behavior,
leadership, and project success. The exhibit highlights the central role that ethical behavior plays in building the trust
needed by project managers with limited authority to motivate team members and others to achieve project success.
Background
Recognizing the important role ethics plays in project success, PMI formed the Code Implementation
Advisory Committee (CIAC) with the chartered purpose to advance ethical behavior by members and
credential holders. This group of volunteers, under the oversight of the PMI Vice President and General Council
and with reporting responsibility to the PMI Board of Directors, revised the previous Code of Professional Conduct
and released the existing PMI Code of Ethics and Professional Conduct; since its release in 2006, all PMI members
and credential holders have agreed to adhere to this code.
Ethical
Behavior
Building
Trust
Effective
Leadership
Project
Success
Exhibit 1 – Ethical Importance
2. 2013, Project Management Institute Page 2
Originally published as part of 2013 PMI Global Congress Proceedings – Istanbul, Turkey
Building on the broad dissemination of the code, the Ethics MAG (formerly CIAC) undertook the
development of the EDMF. This development, which lasted 11 months and involved over 600 hours of labor, was
conducted in accordance with a project plan with tasks to baseline existing ethical decision-making models, develop
requirements for a PMI ethical decision-making model, develop and test the EDMF, develop and conduct EDMF
awareness and training, and release EDMF PMI-wide. Formal project management methods and documentation
were used to carryout the project plan. Feedback regarding the EDMF was solicited and acted upon throughout
the entire project; including a survey conducted of 474 PMI members where virtually all respondents (98.9%) felt
that the EDMF circulation draft they were presented with was clear and understandable, virtually all of the
respondents (97.4%) felt that the EDMF would be a good “hands-on” companion for the code, and virtually all of
the respondents (95.4%) felt that the EDMF would help to raise ethical awareness.
During the effort to baseline ethical decision-making models, twenty-nine organizations were examined.
Findings from that baselining effort revealed that professional organizations tended to create EDMF’s to address the
ethical challenges of their practitioners, and corporations tended to create EDMFs for decision-making to benefit the
organization itself. EDMFs were more likely to be found in organizations related to health care and less likely to be
found in professional organizations; this information suggests that PMI as a professional organization, in creating
an EDMF, falls at a leading edge in the industry. EDMF’s that encouraged users to “think before acting” were
found to have received more favorable reviews then EDMFs that attempted to prescribe specific actions for
predefined situations. Similarly, EDMFs that favored simplicity, brevity, and ease of use were more favorably
received then those that attempted precision and completeness.
Leadership and Ethics
Leadership Connected To Ethics
Although ethics and leadership are intuitively perceived as strongly connected, the concept of ethical
leadership has been redefined recently in its strong relation with the concept of followership (Brown, Treviño, &
Harrison, 2005, p. 120).
Ethical Leadership is the demonstration of normatively appropriate conduct through personal actions and
interpersonal relationships, and the promotion of such conduct to followers through two-way
communication, reinforcement, and decision-making.
Ken Johnson has focused on this connection to identify four tightly interrelated components ((Johnson,
2003, p. 1) of ethical leadership:
Purpose - the ethical leader inquires reasons and acts with organization purposes firmly in mind.
Knowledge - the ethical leader has knowledge to inquire, judge and act prudently.
Authority - the ethical leader has the power to ask questions, make decisions and act, but also recognize
that all those involved and affected must have the authority to contribute what they have towards shared
purposes.
Trust - the ethical leader inspires, and its beneficiary of, trust throughout the organization and its
environment.
All four of these elements are critical in an environment, such as project management, where authority is
limited by the temporary nature of the project and by the all-to-common matrix relationship between the project
manager and project team members.
Leadership Requires Trust
The Leadership Challenge (Kouzes, 2008, p. 32), which continues to be a bestseller after four editions and
twenty years in print, is the gold standard for research-based leadership, and is the premier resource on becoming a
leader. The text informs us that leadership requires trust:
3. 2013, Project Management Institute Page 3
Originally published as part of 2013 PMI Global Congress Proceedings – Istanbul, Turkey
It’s clear that if people anywhere are to willingly follow someone - whether it be into battle or into the
boardroom, the front office or the front lines - they first want to assure themselves that the person is worthy
of their trust.
The establishment of a direct linkage between leadership and trust is based on the extensive studies of
the characteristics of admired leaders conducted by the authors in; the characteristic “honest” scored first in each
study (Kouzes, 2008, p. 25). Honesty and trust are considered synonymously shared characteristics by the authors;
over time, leaders and their followers tend to adopt similar and complementary characteristics. This trust-based view
of leadership dovetails nicely with the four components of ethical leadership identified above (Johnson, 2003, p.1)
as well as with his characterization “without trust, knowledge, and purpose, people are afraid to exercise their
authority.” In a recent study conducted by the UV University Amstedam (Akker, Heres, Lasthuizen, and Six, 2009,
p. 1) the authors explored the expectations of followers. They found that the “more a leader the acts in a way that
followers feel is the appropriate ethical leader behavior, the more a leader will be trusted.”
Trust Requires Ethics
Trust, however important, can only be established if the conditions are just right. And those conditions
must remain; they can not be a one-time occurance. Those conditions require, above all, openly ethical behavior
by the leader (Kouzes, 2008, p. 15):
Exemplary leaders know that if they want to gain commitment and achieve the highest standards, they must
be models of the behavior they expect of others. Leaders model the way.
Although it could be argued that an organization might develop its own ethical fabric without direction, it is
the leader’s responsibility to lead the organization in this regard (Bennis, 1985, p. 186):
The leader is responsible for the set of ethics or norms that govern the behavior of the people in the
organization. Leaders set the moral tone.
And the models of behavior and the moral tone that is required to establish trust enable organizations to do
business more effectively and at lower costs (Fukuyama, 1996, p. 27).
Ethics Codes and Frameworks
Wise leaders understand that a shared and credible statement of the organization’s ethical standards must
complement a shared recognition of the leader’s ethical beliefs. Usually the organization’s ethical expectations of
itself and of its members are stated in its code of ethics and professional conduct (PMI Code of Ethics and
Professional Conduct, 2006). If the leader speaks and models the ethics code and expects those around him or her to
model the shared values within, managers and employees who are put on notice that the codes are an important part
of the organizational culture, will be encouraged to follow suit.
It is not uncommon for ethical challenges to arise that can not be easily addressed with a simple or
quick intrepretation of an ethics code. Time-consuming complex dilemmas are a frequent part of the leader’s
decision-making portfolio; careful resolutions take time and effort. Leading-edge organizations have condensed the
critical elements of their codes into a sequenced “ethical decision-making model” or “framework” that guides the
decision-maker through a series of steps that direct him or her to making the best choice possible. The practical
ethical decision-making framework is carefully tied to the values and codes of the organization, uses language
familiar to members of the organization, and can be illustrated with examples of situations commonly encountered
by the organization’s members.
Although no code or EDMF can resolve definitively most specific ethical dilemmas, a good code and
EDMF can help to clarify the situation, eliminate poor choices, and illuminate better possibilities. No tool builds a
cathedral, nor does it repair an automobile, or clear a blocked artery. The tool, in this case a code coupled with an
EDMF, is only as useful as the skill of the person wielding it. Leaders need to develop ethical decision-making
skills; codes and decision-making frameworks help leaders do that.
4. 2013, Project Management Institute Page 4
Originally published as part of 2013 PMI Global Congress Proceedings – Istanbul, Turkey
The PMI Ethical Decision-Making Framework (EDMF)
Concept
The underlying concept for the EDMF is that well-intentioned project managers, when confronted with an
ethical dilemma, can benefit from applying critical thinking to the situation; the EDMF is intended to aid in that
critical thinking. As project managers, many of us have an appreciation for the benefits of applying a structured
thought process to our projects; this practice is entirely consistent with the process related aspects of project
management itself. The EDMF exists at the intersection of critical thinking and structured process; it offers a
structured step-by-step process to guide the critical thinking associated with addressing an ethical dilemma.
Since the EDMF is intended to be used as a guide for critical thinking throughout the entire ethical
decision-making process, it is represented as a sequence of steps with sub-questions to stimulate the user; it begins
with the recognition and assessment of the issue and ends with a decision and action. Critical to the successful use of
the EDMF is the recognition that the answers to the questions raised by the EDMF are the responsibility of the
user; the EDMF does not presume to offer those answers. Note that the EDMF can also be used effectively at the
end of a decision-making process, when a decision is about to be made, to reflectively look back to see if the
important steps have been taken and if the important considerations have been made.
Although the EDMF is presented as a logical linear sequence of steps, it is understood that the EDMF users
will likely find it useful to loop back-and-forth between steps. Since the EDMF is not prescriptive and does not
include every possible step or question useful for making an ethical decision, users are encouraged to be stimulated
by EDMF to challenge themselves with additional steps and questions. Whereas compliance with the PMI Code
of Ethics and Professional Conduct is mandatory for all PMI members and credential holders, the EDMF is entirely
optional. Users are encouraged to use the EDMF, along with other ethics related resources of their own choosing, to
help them act in accordance with the PMI Code of Ethics and Professional Conduct.
Critical Thinking
Critical thinking is at the heart of the successful use of the EDMF. As such, it helps to frame problems,
clarify goals, examine assumptions and options, discern hidden values, evaluate evidence, and assess conclusions.
“Critical” in this context connotes the importance or centrality of the thinking to an issue, question or problem of
concern; it does not suggest disapproval or negative judgment. “Thinking” in this context honors the sequence of
thought before action where the actions that are taken have been informed by the preceding thoughts. Critical
thinking is proactive. One definition that has resulted from considerable research (Ennis, 2003, p. 295) is an
excellent fit in the context of ethics “reasonable reflective thinking focused on deciding what to believe or do.” This
definition is consistent with the philosophy, originating over 2,500 years ago in Buddha’s teachings, that people are
responsible for their own actions.
Critical thinkers tend to share some common skills (Facione, 2011, p. 5), including observation,
interpretation, analysis, evaluation, and explanation. Critical thinkers tend to follow a process that includes:
Recognize the problem
Recognize optimal solutions that represent a balance of factors
Gather pertinent information and recognize assumptions
Interpret and evaluate information
Draw and test conclusions
Evaluate consequences
Using EDMF
The EDMF contains five steps (PMI Ethical Decision-Making Framework, 2012). Facts about the ethical
dilemma are gathered prior to using the EDMF. Applying this framework involves assessing the gathered facts about
the dilemma, considering alternative choices, identifying and analyzing the candidate decision, applying ethical
5. 2013, Project Management Institute Page 5
Originally published as part of 2013 PMI Global Congress Proceedings – Istanbul, Turkey
principles to the candidate decision, and making the decision. Exhibit 2 contains the five EDMF steps. Each of the
five steps is supplemented with a series of sub-questions as listed in Exhibit 3.
Assessment
Make sure you have all the facts about the ethical dilemma
Alterna ves
Consider your choices
Analysis
Iden fy your candidate decision and test its validity
Applica on
Apply ethical principles to your candidate decision
Ac on
Make a decision
Exhibit 2 – PMI EDMF Steps
6. 2013, Project Management Institute Page 6
Originally published as part of 2013 PMI Global Congress Proceedings – Istanbul, Turkey
1. Assessment: Make sure you have all the facts about the ethical dilemma and ask these
questions:
Does it abide by the law?
Does it align with the PMI Code of Ethics and Professional Conduct?
Does it agree with your employer’s and client’s code of ethics and conduct?
Does it align with your ethical values and those of the surrounding culture?
If it does not abide by the law, seek legal council. If the answers to the above questions provide substantial
facts to make a case, go to the next step. If you are not sure, you may need to gather more facts or
ask a trusted person for advice.
2. Alternatives: Consider your choices by asking the following questions:
Have you listed possible alternative choices?
Have you considered pros and cons for each possible choice?
If the answers to the above questions result in a viable solution, go to the next step to analyze your
candidate decision. If not, you may need to gather more facts and complete your research.
3. Analysis: Identify your candidate decision and test its validity with these questions:
Will your candidate decision have a positive impact or prevent harm to project managers, PMI
staff or volunteers, clients, your employer’s organization, other stakeholders, the environment, or
future generations?
Does your candidate decision take cultural differences into account?
Looking back, will this decision seem like a good idea a year from now?
Are you free from external influence to make this decision?
Are you in a calm and unstressed state of mind?
If the possible impacts are acceptable, proceed to check your decision against ethical principles in the
next step. If not, consider taking time to test another candidate decision, review your options and/or
your case.
4. Application: Apply ethical principles to your candidate decision by asking these questions:
Would your choice result in the greatest good?
Would your choice treat others as you would like to be treated?
Would your choice be fair and beneficial to all concerned?
If these or other traditional philosophical questions evoke doubts or seem to create a new dilemma, you
might need to reconsider your decision, review the facts, the options and the implications.
If the answer is “Yes” and your candidate decision seems consistent with other ethical principles, move to
the next step to decide and take action.
5. Action: Make a decision after considering these questions:
Are you willing to accept responsibility for your decision?
Could you make your decision public and feel good about it?
Are you ready to act?
If you are comfortable with your decision, take action. If not, retrace these steps to discover a better
solution.
Exhibit 3 – PMI EDMF
Subquestions
7. 2013, Project Management Institute Page 7
Originally published as part of 2013 PMI Global Congress Proceedings – Istanbul, Turkey
Exhibit 4 contains a fictional ethical dilemma that can be used as the basis for applying the EDMF. This
particular fictional ethical dilemma has been used at PMI Leadership Institute Meetings in workshops with
component leaders interested in ethics. These leaders found that this fictional ethical dilemma provided a realistic
situation with sufficient complexity to allow for a serious discussion about ethical decision-making; they also found
it lent itself well to increasing their appreciation for and understanding of the EDMF. In this dilemma we see that a
project manager has concerns about the observed behavior of his boss in a small company who is also a fellow
volunteer at the local PMI chapter; the project manager is specifically concerned about actions he, or others, should
take to address the situation. The dilemma is silent about whether the project manager’s boss is using the chapter
information for her company’s benefit or vice versa, or both. The ethical dilemma for the project manager includes
the questions: what are the project manager’s responsibilities as an employee, what are the project manager’s
responsibilities as a PMI chapter volunteer, what are the project manager’s responsibilities to bring the issue to the
attention of the company and/or the PMI chapter, what are the consequences of raising or not raising the issue, and
how can the project manager lead himself and others by building levels of trust?
Assessment: Make sure you have all the
facts about the dilemma. This first step
includes a question that relates to much of the
dilemma “Does it align with your ethical
values and those of the surrounding culture?”
The source of Andy’s uneasiness with the
dilemma may be his own ethical values; for
some people, this belief is reason enough to
proceed with caution. Interestingly, the
situation may not represent much of a
dilemma for Sarah; perhaps her ethical values
are different, or perhaps she is not yet
undertaken the necessary amount of
introspection to evaluate the situation. This
step also includes a question, “Does it align
with the PMI Code of Ethics and Professional
Conduct?” A mandatory standard in that
document requires that unethical or illegal
conduct be reported. Andy may be weighing
how best to do just that.
Alternatives: Consider your choices. This
second step asks, “Have you listed possible
alternative choices?” and “Have you
considered pros and cons for each possible
choice? One of Andy’s choices is to do
nothing. While doing nothing over the long
term may not resolve the dilemma, doing
nothing over a short term may allow for
continued collection of information and
continued assessment of the dilemma. Some
situations do resolve themselves favorably.
However, in this situation, the dilemma
appears to center on events that have already
occurred in the past. That being the case,
doing nothing fails to address the question
about Sarah’s previous use of the information.
Given that Andy’s future employment seems
dependent on decisions by Sarah, he may be
reluctant to be the one to raise the issue. Andy
may be more comfortable having someone else
raise the issue with Sarah or to raise the issue
with chapter leadership.
Andy works in a temporary job
as a project manager in a small training
and consulting company that is run by
his boss, Sarah. Since business is
growing fast, due in part to Sarah’s
effective use of potential client lists, Andy
is increasingly hopeful that his job will
become permanent.
Andy and Sarah each have a
PMP® certification and serve as
volunteers at the local Project
Management Institute chapter. Sarah’s
volunteer role at the chapter includes
responsibility for membership where she
has used her communication and
marketing skills to help increase the
chapter membership significantly.
After only ten months of
volunteering at the PMI chapter, Sarah
reports that her growing business
workload precludes her from continuing
in her volunteer role. She withdraws from
her volunteer role with the
recommendation for Andy to take over
her role; the chapter leadership accepts
her recommendation.
In his new volunteer role Andy
discovers that the chapter’s membership
list is strikingly similar to the potential
client lists that Sarah had been using at
work. Andy suspects that the chapter
and work lists might be related – or the
same.
Exhibit 4 – Ethical
Dilemma
8. 2013, Project Management Institute Page 8
Originally published as part of 2013 PMI Global Congress Proceedings – Istanbul, Turkey
Analysis: Identify your candidate decision and test its validity. This third step calls for a
considerable amount of critical thinking in response to questions including “Will your candidate
decision have a positive impact...?” and “Are you free from external influence…?” and “Looking back,
will this decision seem like a good idea a year from now?” Andy certainly seems to be in a situation
where he is not free from external influence; consequently, he may benefit from visualizing the
situation as involving someone other than himself. Furthermore, Andy may benefit from visualizing
from a point in time well in the future after the situation has already happened with the resulting
consequences. These types of visualizations, involving “removing” oneself from the situation, can bring
some independent clarity, and they can help shift the perspective from short-term self-interest to that of
long-term greater good.
Application: Apply ethical principles to your candidate decision. This fourth step draws upon
several of the dominant ethical theories. Utilitarianism, put forward by Aristotle and others, addresses
the question, “Would your choice result in the greatest good?” The “golden rule” ethical theory, which
is sometimes referred to as the ethics of reciprocity, is represented by the question, “Would your choice
treat others as you would like to be treated? This theory appears prominently in many religions in the
form of “do unto others as you would have them do unto you.” As Andy considers his candidate
decision in terms of greatest good, he may be reminded that others in Sarah’s company and others in his
PMI chapter may be affected by the actions he takes or does not take.
Action: Make a decision. This fifth step includes the challenging questions. “Are you willing to
accept responsibility for your decision?” and “Could you make your decision public and feel good
about it?” These questions call for consequential evaluation, not just of the decision itself, but also of
the resulting impact of the decision. This resulting impact, which could be emotional, social, and
professional, could extend well beyond those directly involved in the dilemma. Andy’s future could
very well be shaped by his decision.
Exhibit 5 contains another fictional ethical dilemma that can be used as the basis for applying the EDMF.
This particular fictional ethical dilemma has been used at PMI Global Congresses in presentations with project
managers interested in ethics. These project managers found that this fictional ethical dilemma provided a realistic
situation with sufficient complexity to allow for a serious discussion about ethical decision-making; they also found
it lent itself well to increasing their appreciation for and understanding of the EDMF. In this dilemma we see that
two consultants, who are working to satisfy a client, are actively supporting other clients, and are also active in a
professional Community of Practice (CoP); they are concerned about the overlap and separation between these
activities. The ethical dilemma for the consultants involves a client who appears insensitive to the propriety of
information the consultants may have received from other clients or the CoP; it includes the questions: how can
professionals make use of their experience without jeopardizing confidentiality, how can professional expertise be
distinguished from proprietary information, and what consequences can be expected when actions that align with
ethical standards appear to conflict with client needs?
Assessment: Make sure you have all the facts about the dilemma. This first step includes a question
that relates to much of the dilemma “Does it agree with your employer’s and client’s code of ethics and
conduct?” The source of Sarah and Andy’s uneasiness with the dilemma may be the relationship
between the code of ethics and conduct for their respective clients and CoP. Perhaps these differ in
ways that cause the interests of one party to conflict with the interests of another party; if so, this is
reason enough to proceed with caution. Interestingly, the situation may not represent much of a
dilemma for the new client; perhaps their ethical values are different, or perhaps they have not yet
undertaken the necessary amount of introspection to evaluate the situation.
9. 2013, Project Management Institute Page 9
Originally published as part of 2013 PMI Global Congress Proceedings – Istanbul, Turkey
Alternatives: Consider your choices. This second step asks, “Have you listed possible alternative
choices?” and “Have you considered pros and cons for each possible choice? One of Sarah and Andy’s
choices is to do nothing. While doing nothing over the long term may not resolve the dilemma, doing
nothing over a short term may allow for continued collection of information and continued assessment
of the dilemma. Some situations do resolve themselves favorably. However, in this situation, the
dilemma appears to center on events that are just occurring. That being the case, doing nothing fails to
address the question about the new client’s interest in what may be proprietary information. Given that
Sarah and Andy’s future consulting with the new client seems dependent on decisions now being made,
they may be reluctant to raise the issue. Sarah and Andy may be more comfortable having someone
else, such as a CoP member, raise the issue with the new client. This dilemma may require nothing
more than having neutral third party share information with the new client.
Analysis: Identify your candidate decision
and test its validity. This third step calls for a
considerable amount of critical thinking in
response to questions including “Will your
candidate decision have a positive impact...?”
and “Are you free from external influence…?”
and “Looking back, will this decision seem
like a good idea a year from now?” Sarah and
Andy certainly seem to be in a situation where
they are not free from external influence; that
is part of the dilemma. Consequently, they
may benefit from visualizing the situation as
involving someone other than themselves.
Furthermore, Sarah Andy may benefit from
visualizing from a point in time well in the
future after the situation has already happened
with the resulting consequences. These types
of visualizations, involving “removing”
oneself from the situation, can bring some
independent clarity, and they can help shift the
perspective from short-term self-interest to
that of long-term greater good.
Application: Apply ethical principles to
your candidate decision. This fourth step
draws upon several of the dominant ethical
theories. Utilitarianism, put forward by
Aristotle and others, addresses the question,
“Would your choice result in the greatest
good?” The “golden rule” ethical theory,
which is sometimes referred to as the ethics of
reciprocity, is represented by the question,
“Would your choice treat others as you would
like to be treated? This theory appears prominently in many religions in the form of “do unto others as
you would have them do unto you.” As Sarah and Andy consider their candidate decision in terms of
greatest good, they may be reminded that their other clients and the CoP may be affected by the actions
they do or don’t take.
Action: Make a decision. This fifth step includes the challenging questions. “Are you willing to
accept responsibility for your decision?” and “Could you make your decision public and feel good
about it?” These questions call for consequential evaluation, not just of the decision itself, but also of
the resulting impact of the decision. This resulting impact, which could be emotional, social, and
professional, could extend well beyond those directly involved in the dilemma. Sarah and Andy’s future
consulting business could very well be shaped by his decision.
Exhibit 5 – Ethical
Dilemma
Sarah and Andy are consultants
specialized in the development of
business models for start-ups in the IT
industry.
Part of the process to develop a
business model is the analysis of
competitors. Andy and Sarah noticed
that a new client was very keen to know
about a specific competitor, which had
been one of their clients last year. Sarah
and Andy tried to be as neutral as
possible about former clients but the new
client alleged that he was buying their
expertise and therefore had the right to
get as much knowledge as they had.
Sarah is also PMP and member
of the Consulting Community of Practice,
but she was not sure how to use this
CoP or other resources that PMI offers.
Sarah and Andy would like to
draw upon their professional experience
to help their client while proper treating
information that may be proprietary.
10. 2013, Project Management Institute Page 10
Originally published as part of 2013 PMI Global Congress Proceedings – Istanbul, Turkey
Information and Follow-Up
Within PMI
PMI continues to promote and support ethical decision-making with a number of resources that members
and credential holders can refer to for guidance:
PMI Ethical Decision-Making Framework (EDMF): Official copy of the EDMF:
http://www.pmi.org/About-Us/Ethics/~/media/PDF/Ethics/Ethical Decision Making Framework -
FINAL.ashx
PMI Code of Ethics and Professional Conduct (Code): Official copy of the Code:
http://www.pmi.org/en/About-Us/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx
PMI Ethics Resources: Includes ethics-related articles: http://www.pmi.org/About-Us/Ethics/Ethics-
Resources.aspx
PMI Ethics Community of Practice (Ethics CoP): Worldwide network for learning and sharing
ethics best practices: http://ethics.vc.pmi.org
PMI Ethics Complaints: Process to file an official ethics complaint: http://www.pmi.org/About-
Us/Ethics/Ethics-Complaints.aspx
PMI Ethics Member Advisory Group (Ethics MAG): Volunteers responsible for the Code, for the
EDMF, and for helping to advance ethical behavior within PMI: ethics.mag@pmi.org
Outside of PMI
Other organizations have made resources available that can be useful to those individuals interested in
advancing their ethical practices:
Institute for Global Ethics: Nonprofit organization dedicated to promoting ethical action in a global
context: http://www.globalethics.org
Society for Business Ethics: International organization of scholars and others interested in business
ethics: http://www.societyforbusinessethics.org
Center for Applied Ethics: Interdisciplinary academic center to advance the research agenda of
applied ethics: http://www.ethics.ubc.ca/index.php
European Business Ethics Network: Cross-national network dedicated to the promotion of business
ethics, broadly defined, in academia, business, public sector and civil society: http://www.eben-net.org
Hong Kong Ethics Development Centre: Working to counter corruption and bribery:
http://www.icac.org.hk/hkedc/
Conclusion
Ethical decision-making is key to building the levels of trust necessary for project leaders with
limited authority to motivate followers to achieve project success. The PMI EDMF contains five steps with
multiple sub-questions that can be used as a guide for critical thinking throughout the entire ethical decision-making
process.
The annual membership survey conducted by PMI contains several ethics-related; the responses for 2011
revealed that 83% of PMI members and credential holders were aware of the PMI Code of Ethics and Professional
Conduct and 30% have looked at the code to help resolve an ethical or professional conduct issue questions
(Scarborough, 2012). That survey also revealed that 60% of PMI members had viewed the ethics page on the PMI
website looking for ethics-related resources. Trending of the ethics-related survey questions during the preceding six
years shows a pattern of increased ethics awareness. This trend of increasing ethics awareness, when examined in
light of the EDMF circulation draft survey results where virtually all responded most favorably, is suggestive of a
time in the PMI organization where structured ethical decision-making increasingly will be performed as
part of an important linkage to leadership and project success.
11. 2013, Project Management Institute Page 11
Originally published as part of 2013 PMI Global Congress Proceedings – Istanbul, Turkey
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