Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
as an Ethical Environment
Group-6
Case Facts
Not necessarily
Quality for GPL was not a commitment but an
Obsession
Problem:
Could not bring the message down
Ignored unethical behavior of of senior executives
and employees which can bring problems to firms
as it did in case of GPL
Customers do not view organisation with respect
Reality matters not perception, in
the context of leadership style
Yes, reality matters
Perception is short term but reality prevails
in long term
People apply filters based on their
experience and form perception
Leaders does not get influenced by
perception of others instead tries to
understand it.
Example of RSG
Strong personal ethics of company promoters
automatically gets translated into strong
organizational ethics
RS Gurubhakti-
People oriented, involved everyone in decision making
stressed on quality, every one had the same food
forgave employees who contributed to the rumors
Middle Management
Egoistic
Money minded
Not satisfied with increments
Statement does not hold
Companies with homogeneous ethnic
representations are better and faster in ethical
decision making
Weakness
Flexibility regarding ethics and values
S Rathnam
Strength
Quick decision maker
Strong functional skills
Strong response against rumours
Weakness
Not collaborative; Doesnt keep senior management in
loop
Management as a Profession
To gain public trust and legitimacy, management needs to become a
true profession in much the way medicine and law have.
True professions have codes, and the meaning and consequences
of those codes are taught as part of the formal education.
Why is a code necessary?
To forge an implicit social contract and trust between professional institutions
and society by ensuring that the managers will not only be competent to perform
the tasks entrusted to them, but that they will also conduct themselves with high
standards and great integrity.
To have a universally accepted set of professional values backed by a governing
body with a power to censure managers who deviate from the code.
Challenges
Some believe that enforcing educational standards and a code of ethics is
likely to choke entrepreneurial creativity, which might not be true. If the field
of medicine is any indication, a code may even stimulate creativity.
Lack of requirement to receive formal education to become managers.
Those who possess a management education are no more effective than those who dont.
Business school is simply an opportunity to develop a network of peers and alumni.
Lack of a broad consensus on the aims and social purpose of management.
There are two deeply divided schools of thought.
Management's aim should simply be to maximize shareholder wealth
Management's purpose is to balance the claims of all the firm's stakeholders.
Any code will have to steer a middle course in order to accommodate both
the value-creating impetus of the shareholder value concept and the
accountability inherent in the stakeholder approach.
Benefits
Creates strong emotional connect like pride, when one
acts in a manner that exemplifies the code, and shame
or guilt, when one acts in ways that transgress the code.
Creates a feeling of community and mutual obligation
that members have towards each other and towards the
profession.
Pushes the managers to rise above their own personal
biases, and work for a common value system.
Collaborative Enterprises
A way of working that focuses on Knowledge
Sharing
Traditional Free Agent Collaborative
Industry Model Model Industry Model
Loyalty of Common goals. Self-interest Sense of shared
employees Strong values and purpose
culture.
Organizational Bureaucratic with Modular with Combination of
Structure excellent vertical horizontal vertical and
coordination coordination horizontal
Strengths Economies of Innovative and EOS and
scale flexible innovative
Weaknesses No innovation Organizational Hard to sustain
structure
Organizational efforts required to build a
Collaborative Enterprise
Defining and building a shared purpose
Cultivating an ethic of contribution
Developing processes that enable people to work together
Creating an infrastructure in which collaboration is valued