Salience and code of ethics savannah presentation
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Presentation presented to the Fraud and Forensic Accounting Education Conference in Savannah, GA 2012. Looks at the issue of group identity in the effectiveness of corporate Codes of Ethics
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seven major oil companies in Nigeria. The findings revealed a positive and significant relationship between
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organization. Within an organization, there are established rules, procedures, and processes
developed that define how an organization operates. In addition, there are systems in place
to reward behaviors of those who effectively participate in the organization's operations.
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individuals behave outside the accepted practices of the organization. What develops out of
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traditions. The shared attachment and even the commitment to common beliefs, values, and
traditions make up an organization's culture (Helms & Stern, 2001; Lok & Crawford, 2001).
What Is Organization Culture?
Sheard and Kakabadse (2002) explained organizational culture in terms of solidarity and
sociability. Solidarity, in this case, referred to a group's willingness to pursue and maintain
conformity in shared objectives, processes, and systems. Sociability referred to a group's
sense of belongingness by its members and level of camaraderie.
They also mentioned there might be differences between hierarchies or levels within an
organization's culture. Based on the solidarity and sociability of each, upper management
might differ from the decisions made by middle management and line staff. These differences
might also occur between functional departments and, in larger organizations, between
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norms, and practices exhibited by specific groups or units in an organization." Subcultures
may be readily observed in larger, more bureaucratic organizations or organizations having
well-established departments with employees that have highly specialized or possessing
unique skills.
De Long, D., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. The
Academy of Management Executive, 14(4), 113–127.
Helms, M., & Stern, R. (2001). Exploring the factors that influence employees 'perceptions of
their organization's culture. Journal of Management in Medicine, 15(6), 415–429.
Lok, P., & Crawford, J. (2001). Antecedents of organizational commitment and the mediating
role of job satisfaction. Journal of Managerial Psychology, 16(8), 594–613.
Sheard, A., & Kakabadse, A. (2002). Key roles of the leadership landscape. Journal of
Managerial Psychology, 17(1/2), 129–144.
3-17 Kenneth Brown is the principal owner of Brown Oil, Inc. After quitting his university teaching job,
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f.
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Similar to Salience and code of ethics savannah presentation
Research proposal
This study aims to examine the relationship between an organization's ethical climate and job satisfaction, organizational commitment, and turnover intention among salespeople. The researcher plans to survey salespeople from 20 sales and marketing companies in Islamabad and Rawalpindi. Correlation and regression analysis will be used to analyze the relationships between ethical climate, job satisfaction, organizational commitment, and turnover intention. The researcher hypothesizes that ethical climate will positively relate to job satisfaction and organizational commitment, and negatively relate to turnover intention. Additionally, job satisfaction will positively relate to organizational commitment, and organizational commitment will negatively relate to turnover intention.
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Group Behavior in Organizations
At an organizational level, group behavior is necessary for continued functioning of the
organization. Within an organization, there are established rules, procedures, and processes
developed that define how an organization operates. In addition, there are systems in place
to reward behaviors of those who effectively participate in the organization's operations.
Besides, there are also systems that define consequences that can take place in case
individuals behave outside the accepted practices of the organization. What develops out of
this is an employee's attachment to the organization based on common beliefs, values, and
traditions. The shared attachment and even the commitment to common beliefs, values, and
traditions make up an organization's culture (Helms & Stern, 2001; Lok & Crawford, 2001).
What Is Organization Culture?
Sheard and Kakabadse (2002) explained organizational culture in terms of solidarity and
sociability. Solidarity, in this case, referred to a group's willingness to pursue and maintain
conformity in shared objectives, processes, and systems. Sociability referred to a group's
sense of belongingness by its members and level of camaraderie.
They also mentioned there might be differences between hierarchies or levels within an
organization's culture. Based on the solidarity and sociability of each, upper management
might differ from the decisions made by middle management and line staff. These differences
might also occur between functional departments and, in larger organizations, between
geographically distinct sections of the organization.
What Sheard and Kakabadse wanted to emphasize through this discussion was there might
be distinct subcultures within an organization's culture.
According to De Long and Fahey (2000), "Subcultures consist of distinct sets of values,
norms, and practices exhibited by specific groups or units in an organization." Subcultures
may be readily observed in larger, more bureaucratic organizations or organizations having
well-established departments with employees that have highly specialized or possessing
unique skills.
De Long, D., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. The
Academy of Management Executive, 14(4), 113–127.
Helms, M., & Stern, R. (2001). Exploring the factors that influence employees 'perceptions of
their organization's culture. Journal of Management in Medicine, 15(6), 415–429.
Lok, P., & Crawford, J. (2001). Antecedents of organizational commitment and the mediating
role of job satisfaction. Journal of Managerial Psychology, 16(8), 594–613.
Sheard, A., & Kakabadse, A. (2002). Key roles of the leadership landscape. Journal of
Managerial Psychology, 17(1/2), 129–144.
3-17 Kenneth Brown is the principal owner of Brown Oil, Inc. After quitting his university teaching job,
Ken has been able to increase his annual salary by a factor of over 100. At the present time, Ken is
f.
P38148156
This document summarizes a study that examined the validity and reliability of an organizational commitment scale. The study measured aspects that can form organizational commitment, which includes affective commitment, continuance commitment, and normative commitment. Survey data from 60 employees at a company in Yogyakarta was analyzed. The results found that all aspects and indicators were valid and reliable in reflecting organizational commitment. Normative commitment had the strongest impact while continuance commitment had the weakest. The measurement model was deemed acceptable.
Eric2
This document summarizes research on learning organizations and organizational commitment. It discusses key concepts such as how learning organizations acquire new knowledge and share information to solve problems. It also defines organizational commitment as believing in an organization's values and goals and wanting to continue working there. The document then examines the relationship between learning organization perceptions and organizational commitment. Research has found higher levels of commitment in employees who perceive their workplace as a learning organization. The summarized study aims to compare these factors between faculty at private and public universities.
Business Ethic
This document discusses the history and development of business ethics from ancient Greece to modern times. It defines business ethics as the study of applying moral standards to business decisions and behaviors. The document outlines increasing ethical issues businesses have faced such as scandals, fraud, environmental concerns, and privacy issues. It also discusses the development of ethics programs, codes of conduct, and laws to improve ethical standards and accountability in business over the decades.
After reading the articles and viewing the videos in this weeks r.docx
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.
160209 change management (engels) college tbk
The document discusses planning a cultural change initiative that may occur in week 30 if everyone is on holiday. It discusses managing the planning for the change and doing the cultural change work if the timing allows in week 30. The document also mentions discussing the planning for the change initiative.
Perception of civil servants on performance : An Emperical Analysis of Indone...
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Codes of Ethical Conduct A Bottom-Up ApproachRonald Paul .docx
Codes of Ethical Conduct: A Bottom-Up Approach
Ronald Paul Hill • Justine M. Rapp
Received: 18 January 2013 / Accepted: 12 December 2013 / Published online: 1 January 2014
� Springer Science+Business Media Dordrecht 2013
Abstract Developing and implementing a meaningful
code of conduct by managers or consultants may require a
change in orientation that modifies the way these precepts
are determined. The position advocated herein is for a
different approach to understanding and organizing the
guiding parameters of the firm that requires individual
reflection and empowerment of the entire organization to
advance their shared values. The processes involved are
discussed using four discrete stages that move from the
personal to the work team and to the unit to the full
company, followed by the board of directors’ evaluation.
The hoped-for end product is dynamic, employee-driven,
codes of conduct that recognize the systemic and far-
reaching impact of organizational activities across internal
and external stakeholders. Operational details for and some
issues associated with its implementation are also provided.
Keywords Code of conduct � Employee-driven
approaches � Bottom-up development
Corporation, Be Good! Frederick (2006)
That managers and employees are capable of both ethical
and unethical behaviors due to individual and internal
corporate culture factors cannot be denied (Ashforth and
Anand 2003; Treviño and Weaver 2003; Treviño et al.
2006). Over the last decade, as diverse organizational
stakeholders began exerting more pressure on firms to
eliminate unethical conduct, the field of management has
witnessed a proliferation of research on ethics and ethical
behavior in organizations (Elango et al. 2010; Gopala-
krishnan et al. 2008; O’Fallon and Butterfield 2005; Tre-
viño et al. 2006).
However, recent ethical failures, as well as continuous
ethical challenges that organizations face, have led scholars
to conclude that predicting ethical dilemmas is difficult a
priori: ‘‘It is only, when we look back on our conduct over
the long run that we may find ourselves guilty of moral
laxity’’ (Geva 2006, p. 138). What underlies this particular
situation is the inability of organizational elites to monitor
and implement initiatives within today’s complex business
entities (Martin and Eisenhardt 2010; Uhl-Bien et al.
2007). Accordingly, more dynamic approaches to business
ethics is needed, one that spans ‘‘both the individual and
organizational levels’’ of concern (Gopalakrishnan et al.
2008, p. 757).
As a consequence and in reaction to neoclassical eco-
nomics, managers and their employees are expected to go
beyond dictates imposed by the law and marketplace to
fulfill larger responsibilities (Stark 1993). This expectation
is accomplished through adoption of a stakeholder per-
spective that is infused with empathy for people, groups,
and communities that may be impacted by the actions of
business.
Corporate Culture
This document discusses how corporate culture can be used as a tool for control and effectiveness in organizations. It defines corporate culture as the values, beliefs, and behaviors shared by employees in an organization. The document reviews literature showing that strong, adaptive cultures that encourage employee involvement can enhance organizational responsiveness, commitment, and goal achievement. It recommends that managers share the organizational mission and values with employees to increase involvement and serve as an informal control mechanism. An effective culture can motivate employees and help the organization adapt to changes in the external environment.
Coursework selections
This document discusses the effects of moral responsibility on organizational behavior. It reviews literature on how ethics impact employee actions within organizations. Unethical company cultures can socialize employees to engage in unethical or illegal acts. However, establishing clear ethical guidelines and training can promote positive behaviors. The role of human resource development professionals is to address ethics issues, define responsible actions, and encourage ethical decision-making, though some employees may act ethically despite pressures to conform.
Organizational Social Context
This document provides a summary of a presentation on organizational social context. It includes definitions of key terms and describes the process used to organize over 1,900 terms from 75 authors into a framework with 14 components and 77 criteria. The framework examines situational, scale, interactional, and trust contexts. Details are given on prioritizing one criteria (sharing context) and its indicators and management. Attributes, indicators and potential management strategies are outlined for several organizational scale criteria.
Organization Development
Organization development (OD) aims to improve how organizations function and increase effectiveness through planned interventions using behavioral science knowledge. OD focuses on diagnosing issues, planning and implementing changes, and evaluating results through an iterative process of action research. Some common OD interventions include team building, intergroup relations training, organizational restructuring, and culture change programs.
Corporate culture a tool for control and effectiveness in organizations.
This document discusses how corporate culture can be used as a tool for control and effectiveness in organizations. It defines corporate culture as the predominant system of beliefs, values and norms held by members of an organization. Strong corporate cultures that encourage participation and improvement can enhance organizational effectiveness. By exploring how corporate culture affects control and performance, organizations can develop adaptive cultures that improve competitive advantage. Corporate culture provides employees with shared meanings and reduces the need for close supervision. It motivates employees to internalize organizational goals and values.
Consider two companies United States Steel (X) and Facebook (FB)..docx
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 .
Ch 1 organisational behaviour
Organizations exist to allow people to work together towards shared goals. This increases specialization, use of large-scale technology, managing the external environment, and reducing transaction costs. Organizational behavior is the study of human behavior in organizational settings and how to apply this knowledge to improve organizational effectiveness. It examines how individuals, groups and structure influence behavior. Understanding organizational behavior helps motivate employees and achieve organizational goals. Managing diversity, changing employee expectations, globalization, and technology transformation present challenges that require flexibility from management. Promoting ethical behavior in decision-making and respecting principles is also important.
EJ1248450.pdf
This document presents a conceptual framework for how organizational culture is determined and impacts an organization. It is determined by transformational leadership and organizational communication media. Organizational culture then impacts motivation, organizational commitment, job satisfaction, engagement, job involvement, innovation, organizational citizenship behavior, productivity, and performance within an organization. The framework was developed through a literature review to establish how these factors relate and influence one another.
Leadership & Organization Development JournalEmployee justic.docx
This study examines the relationship between perceptions of organizational justice (distributive, procedural, and interactional justice) and coworker relationships, specifically coworker trust and morale. The researchers hypothesized that all three types of justice perceptions would be positively related to coworker trust and morale. Surveys were distributed to 364 employees across six small companies, with 264 responses collected. The results showed that perceptions of distributive, procedural, and interactional justice were indeed positively related to coworker trust and morale. Fairness in rewards, policies/procedures, and treatment were thus linked to better coworker relationships. The implications are that organizations should focus on enhancing justice to facilitate improved coworker trust and morale.
A Study On Importance Of Ethics In Organizations
This document discusses the importance of ethics in organizations. It notes that while ethics are being neglected by some organizations seeking short-term profits, maintaining ethical practices is important for long-term success and reputation. The study aims to understand gaps between how organizations formulate ethics policies versus how they are implemented. It also seeks to understand how organizations can balance economic demands with ethical conduct. Maintaining transparency, accountability, and a culture that rewards ethical behavior can help organizations achieve this balance.
6.[61 68]impact of organizational culture on coworker support
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
Similar to Salience and code of ethics savannah presentation (20)
Group Behavior in OrganizationsAt an organizational level,.docx
Group Behavior in OrganizationsAt an organizational level,.docx
After reading the articles and viewing the videos in this weeks r.docx
After reading the articles and viewing the videos in this weeks r.docx
Perception of civil servants on performance : An Emperical Analysis of Indone...
Perception of civil servants on performance : An Emperical Analysis of Indone...
Codes of Ethical Conduct A Bottom-Up ApproachRonald Paul .docx
Codes of Ethical Conduct A Bottom-Up ApproachRonald Paul .docx
Corporate culture a tool for control and effectiveness in organizations.
Corporate culture a tool for control and effectiveness in organizations.
Consider two companies United States Steel (X) and Facebook (FB)..docx
Consider two companies United States Steel (X) and Facebook (FB)..docx
Leadership & Organization Development JournalEmployee justic.docx
Leadership & Organization Development JournalEmployee justic.docx
6.[61 68]impact of organizational culture on coworker support
6.[61 68]impact of organizational culture on coworker support
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Salience and code of ethics savannah presentation
- 1. The Role of Salience and Group Identity in the Effectiveness of Codes of Ethics Fraud and Forensic Accounting Education Conference Savannah, GA May 17, 2012 Brett Hunkins Todd Thomas DeVos Graduate School of Management at Northwood University
- 2. Origin of the Idea Anecdotal classroom observations Varied experiences Need for multi-disciplinary study
- 3. Codes of Ethics Research Codes per se Individual beliefs of those bound by code Organizational factors
- 4. Codes of Ethics Per Se
- 5. Critical considerations (Schwartz, 2002; Orlitzky, 2003; Vershoor, 1998) Code content Process of code creation Implementation plan Administration plan
- 6. Code content (Schwartz, 2004) Examples Tone Length Relevance Realis(m)
- 7. Process of Code Creation Employee involvement and engagement
- 8. Implementation Plan Support of senior management Training Reinforcement
- 9. Administration Plan Company abides by the code Violations are reported Anonymous phone lines Violations are communicated Enforcement is consistent
- 10. Codes of Ethics Research Codes per se Individual beliefs of those bound by code Organizational factors
- 12. Individual Engagement Variable interpretation across organization (Hall, Bowen, Ferris, Royle and Fitzgibbons (2007 Subjective experience and felt accountability may stifle codes’ efforts to address individuals uniformly
- 13. Individual Engagement (cont’d) Variation of identification and accountability can help explain different responses to uniform context (Frink and Kilmoski, 1998)
- 14. Individual Engagement (concluded) Behavior is best understood by looking at aspects that directly affect subjective interpretation and experience of personal responsibility (Hall, 2007)
- 15. Group Norms Codes attempt to specify organizational norms, though… Individuals’ moderation of behavior and feeling of accountability influenced by identity and belonging. (e.g. Charness, Rigotti and Rustichini, 2007; Terry 1996).
- 16. Organizational Context Ethical context is defined by relationship of: Corporate ethical values Organizational commitment (individual to organization) Person-Organization fit (employee owns company values and prefers to help the firm)
- 17. Individual Beliefs (summarized) The more congruence between individual self-identity and behaviors exhibited by the organization, the greater commitment and likelihood to behave in alignment with the norms of that organization.
- 18. Codes of Ethics Research Codes per se Individual beliefs of those bound by code Organizational factors
- 20. Ethical Climate Variability of ethical values and behaviors across departments (Victor and Cullen, 1988; Meglino, Ravlin, Adkins, 1989)
- 21. Variability Across Departments Departmental task and stakeholder relationships (Weber, 1995) Organizational structure (e.g. Mintzberg, 1983) Managerial style (e.g. Morgan, 1986) Corporate strategy (e.g. Nystrom, 1990)
- 22. Relevance of individual – organizational match?
- 23. Individual – Department/Division Match? Social identity theory related to self concept, i.e. personal and social identity (Tajfel and Turner, 1985) Organizational identity is a unique type of social identity (Ashforth and Mael, 1996) Members identify with what they perceive the organization represents (Kreiner and Ashforth, 2004)
- 24. Individual – Department/Division Match? (concluded) Identity salience influences role performance (Stryker, 1987) Individuals choose behavior through relative salience in a conflict of group expectations (Verbos, Gerard, Forshey, Harding, Miller, 2007) Behavior guided by most salient identity (Haslam, Postmes, Ellemer, 2003)
- 25. And So . . . . Would Codes of Ethics be strengthened by addition of function-specific codes? If so, would a more salient code further engrain ethics into the organization’s DNA? And if so, would a more salient code develop a greater sense of identity because of a more immediate obligation? And if so, how might Code-related training be modified?
- 26. Empirical design Organizational surveys Individual surveys
- 27. Organizational Surveys Finance-specific codes (SOX) Overall codes Function-specific codes (but not Finance) Which employees bound by either?
- 28. Organizational Surveys YES NO Our organization has a code of ethics for all employees Our organization has a separate, specific code of ethics for Senior Finance Executives If Yes, please briefly describe the levels of the finance function covered by that specific code: Our organization has a separate, specific code of ethics for functions other than Finance If Yes, please briefly describe which functions, and the levels of the function covered by that specific code: Our organization trains employees on the corporate code alone If a separate code exists for functional areas, our organization trains employees on the function-specific code
- 29. Organizations Surveyed Publicly held Private (but SOX-like) Private Not-for-profit
- 30. Preliminary Results No non-finance functional codes No finance-specific codes for non-public entities Private (but SOX-based) entities lack finance-specific code
- 31. Next Steps Continually expanding organizational surveys Develop employee survey Evaluate results Publish
- 32. Questions?
- 33. THANKS!! Brett Hunkins (bhunkins@northwood.edu; 989.837.4486) Todd Thomas (thomasl@northwood.edu; 989.837.4272)