The document discusses framing a code of conduct for two merging companies, UWEAR and PALEDENIM, which currently have no set code. It identifies several issues that should be addressed in the new code, including potential conflicts of interest between employees of the companies. It recommends that Marcia Henry lead developing the code due to her experience, and outlines several topics that should be covered, such as dress codes, ethics, safety, harassment, and whistleblower protections. It stresses the importance of clear communication and compliance procedures to ensure the code's successful implementation.

1. Running head: FRAMING THE CODE OF CONDUCT 1
Framing the Code of Conduct: for UWEAR and PALEDENIM
Dawn M. Gibson-IP5
Leadership and Management- Instructor Jeoffrey Jenkins
Colorado Technical University

2. FRAMING THE CODE OF CONDUCT 2
Abstract
In this case there is a merger between two companies; UWEAR and PALEDENIM. They have
no set code of conduct so one is being created with both in mind. This takes a great deal of
thought and time to make sure and try to have everything included. This paper will describe
some issues, and how to comply with them as communicate this to all sections of both work
places. These will explain how violations can be reported, and the policies in which both
companies choose to add to the code of conduct. Changes will have to be made; some may not
like change, however, when merging the strong but understanding mangers should be head. It
takes a strong person to step forward to report violations as they know they will be treated sorely,
however, one must ask themselves can you look in the mirror knowing to facts and remain
silent? Or would you rather stop the violations before something happens to ruin the companies.
There are times when we may be told it is none of our business but in fact it is ALL our business
that can effects all involved.

3. FRAMING THE CODE OF CONDUCT 3
Framing the code of conduct
Framing a code of conduct can be hard especially when merging two companies, with
management who have separate ideals. There may be mediation needed to help them work
together. They also need a mission statement, name change, and management changes. A name
like Uwear denim, that promises to clean linen like they were brand –new and return them in a
timely way (not the summer, not 2 weeks, but perhaps weekly). This would make their business
soar as many complaints are not returned in a decent amount of time or look just as dirty as they
went in.
The Issues
The first issue as discussed is that UWEAR and PALEDENIM do not have any codes. This
must be done for the benefit of the company, management, and employees. The reason why is
because this is a guideline to how people should conduct themselves (Board, 2015). This should
explain what is expected and penalties for not following them. It should be suggested that Marcia
Henry, HR for PALEDENIM} take the lead as she preplans, stands up for her team, and can be
trusted. She has 20 years experience (3 with PALEDENIM) She has two negatives in which
perhaps Sharon Rees{ HR for UWEAR} could take over communication as she has the more
updated education. She feels there is no need to plan ahead and it is a waste of time, so heading
the company would not be a good position for her. I would recommend that they both receive
more training in the communications areas.
The second issue is that Bill Bateman (CEO of Peninsula Hotel) has gifted Joe Smith, who
works for UWEAR gifts such as a box of cabernet champagne which is very expensive. Bill has
also asked Joe to come on his Yacht, while these may seem innocent enough and friendships
have occurred while making business stuff. Bill and Joe are on the verge of making a business

4. FRAMING THE CODE OF CONDUCT 4
contract. This would be looked upon as poor business tactics unless Bill has also invited
Samantha- CEO from Threads4U as well. This is also just before the contract is to be completed.
This friendship is a conflict of interest and playing favorites.
The Third issue is insider trading which is when Bill told Joe about Samantha’s offer.
This is a direct violation of confidentially and playing favorites. Joe is guilty of not reporting
these violations. It is hard to have friends with the competition or in a company you will be
contracting with, there is no law stating you cannot be friends, however, doing so should be done
wisely and no business information should be discussed. Joe would look guilty as he took the
“bribe” to win the contract from Samantha.
The last two should have a code of conduct stating what will be allowed and the amount
of a gift if any should be accepted. I would include that while negotiations are being worked
through neither party should be seen in neither, each other’s company nor talk about any
business what so ever. If they are caught immediate termination would be done for those parties
involved.
Codes to include later in full detail
These codes should be drafted and included in any final code of ethics.
 Dress codes : what would the company like to see their employees and management dress
up as. Dress shirt, slacks, and tie/ certain colors, how do you expect the workers to wear
their hair, allow beards or musctaches, hats , hair nets, type for shoes, no slip, etc.
 Ethic rules and regulations: What attitudes should employees have, no swearing, no
fighting, who they would report to.

5. FRAMING THE CODE OF CONDUCT 5
 Safety and Health issues; who do you report issues to and contacts should your place
refuse to follow them. The state board of public health and safety section 7. Are the work
places safe, health issues due to chemicals being used?
 Harassment - which workers have this protection, should they stand up to it. People
should not be harassed sexually, verbally or physically it is the worker rights and if the
work place will not address this issue there is a higher place to report it.
 Emergency procedures are very important. It is also very important that all emergency
exits are not blocked or locked. ( a constant battle at my place of work because people
park right in front of the emergency doors. This not only blocks people in case of an
emergency but also all emergency vehicles should there be one.
 Equal opportunities (EOC) by law no one can be discriminated based on sex, race or
disabilities.
 Whistleblower- although some companies may have them to protect them, workers are
protected under this act should they see wrong doing and can report it.
How to comply
These should be very clear the violations and steps of compliances. Each issue that the
company feels is important should be laid out in simple English. These should be
reasonable compliances; everyone should follow including management as they set the
example for the workers (OECD, 2000). Violations can be reported to different sectors.
Most people who report violations would be protected by the workers Act sec 7, Whistle
blowers policy, and so on. It would be best if it was done from the inside depending on
how deep the violations and dangerous to report. You can always look them up on line

6. FRAMING THE CODE OF CONDUCT 6
and there are phone numbers and addresses to contact. If it is environmental the EPA
could be contacted.
Communicating the code of conduct
Communication is very important for a workplace to run smoothly. There should be all
written in a booklet or pamphlet and meetings to discuss certain issues. They should go over all
new policies and also ask for feedback as many time employers do not realize some issues that
workers face. The better the communication and included the workers feel the more positive the
atmosphere. It should be fully understood what is to be expect and penalties that will follow. In
any section of a job there are always new things to learn, everyone should be required to take
them.
In conclusion, if Joe does not wize up he may cause his company to be involved with
illegal practices which would not make his CEO- Tom Tramlin very happy. Reputations make
the company and they do not need any influences. Joe would be wise to let Bill go and just be
friendly but not close mates. This company has a bright future if run correctly and all employees
remain honest and loyal.

7. FRAMING THE CODE OF CONDUCT 7
References
Board, E. (2015). Leadership and ethical decision making. [VitalSource Bookshelf version].
Retrieved from http://legacy.vitalsource.com/books/9781938390708/epubcfi/6/2
OECD. (2000). reducing the risk of Policy Failure: Challenges for regulatory compliances,
PUMA. Retrieved from http://www.oecd.org/gov/regulatory-policy/46466287.pdf