shaping culture and ethics of the organization

SHAPING CULTURES AND ETHICS OF THE ORGANIZATION OUTLINE 1

Shaping Cultures and Ethics of the Organization Outline

Author Note

Shaping Culture and Ethics of the Organization Outline

I. Abstract

i. Culture is a set of values that provides employees with a shared mindset and a sense of organizational identity. The four categories of culture are adaptability, achievement, clan, and bureaucracy. Each category of organizational culture has a distinct effect on cultural values, strategy, structure, and the environment. A key part of an organization is organizational ethics. The code of ethics in every organization specifies the core values, ethical guidelines, and best practices to follow for ethical decision-making. The observable aspects of the organizational culture include rites and ceremonies, stories, symbols, organizational structures, power relationships, and control systems. The design of an organization reflects its culture because it guides and informs the actions of all the members within the organization. For an organization to be effective, the right culture must support and reinforce the strategy and structure to be effective in its environment. The appropriate management of culture enhances the ethics of an organization because employees must perceive decisions as ethically consistent with their values. Ethical imperative and responsibility expand beyond the norm and focus on climate sensitivity and respect for gender identity. Businesses that have ethical workplace cultures outperform their competitors and peers in all the categories that matter. Culture influences the degree to which ethics becomes embedded within an organization. Patterns of opportunities, conditions, and cultural elements are specific elements of cultures that help bring of sense of responsibility to society. Strong organizational leadership is essential in building an ethics-grounded organization

II. Introduction

A. Organizational Culture

i. Culture is a set of values that provides employees with a shared mindset and a sense of organizational identity.

ii. “Organizational Culture is a set of learned, shared values and assumptions that influence how members interact with each other, as well as with the environment” (Balaji et al., 2020, p. 2).

iii. The design of an organization reflects its culture because it guides and informs the actions of all the members within the organization.

iv. For an organization to be effective, the right culture must support and reinforce the strategy and structure to be effective in its environment (Daft, 2021).

B. Organizational Ethics

i. The principles that guide the decisions and behavior of individuals in the workplace. It is the code of code that helps promote integrity among the members of the organization

ii. The code of ethics in every organization specifies the core values, ethical guidelines, and best practices to follow for ethical decision-making.

III. Findings

A. Shaping culture and Ethics in an organization

i. “Culture influences the degree to which ethics becomes embedded within an organization” (Martinez et al., 2021).

ii. The appropriate management of culture enhances the ethics of an organization because employees must perceive decisions as ethically consistent with their values (Martinez et al., 2021).

iii. Importance of corporate ethics in a global environment

B. Categories of Culture

i. The four categories of culture are adaptability, achievement, clan, and bureaucracy.

1. Each category of organizational culture has a distinct effect on cultural values, strategy, structure, and the environment (Daft, 2021).

C. Organizational Ethics and Culture

i. Strong organizational leadership is essential in building an ethics-grounded organization (Nelson et al., 2020).

ii. Organizational ethical climate is attributed to knowledge culture and sharing (Gaur & Gupta, 2021).

D. Integration of culture and ethics in an organization

i. Relationship between the ethics and culture in an organization

ii. Team culture focuses on cultural differences, while organizational culture comprises shared assumptions, values, and behaviors

E. Team ethical cultures within an organization

i. Patterns of opportunities, conditions, and cultural elements are specific elements of cultures that help bring of sense of responsibility to society (Martinez et al., 2021)

F. Organizational culture’s impact on employees’ attitudes, performance, and productivity

i. The culture of an organization has an impact on the performance, productivity, and attitudes of the employees

ii. “Organizational culture serves as a swaying mechanism for employee behavior.” (Cherian et al., 2021).

G. Observable aspects of the organizational culture (MARTINEZ IS A GOOD SOURCE)

i. Rites and ceremonies

ii. Stories and Saying

iii. Symbols

iv. Control Systems

v. Power Relationships

vi. Organizational Structures

H. Building an ethical organizational change

i. Ethical imperative and responsibility expand beyond the norm and focus on climate sensitivity and respect for gender identity (Sampson, 2021).

IV. Recommendations and suggestions for further study

A. Importance of integration in business

B. Implementation of cultural and ethical programs

C. Incidents with cultural dimensions within an organization

V. Conclusion

A. Culture helps employees relate to each other and adapt to the organization’s environment.

VI. References

Cabana, G. C., & Muel, K. (2021). Team ethical cultures within an organization: A differentiation perspective on their existence and relevance:  Journal of Business Ethics, 170(4), 761-780. https://doi-org.ezproxy.liberty.edu/10.1007/s10551-019-04376-5

Cherian, J., Gaikar, V., Paul, R., & Pech, R. (2021). Corporate culture and its impact on employees’ attitude, performance, productivity, and behavior: An investigative analysis from selected organizations of the United Arab Emirates (UAE). Journal of Open Innovation, 7(1), 45. https://doi.org/10.3390/joitmc7010045

Daft, R. L. (2021). Organization theory & design (13 ed.). Boston MA: Cengage Learning.

Gaur, N., & Gupta, V. (2021). Exploring the relationship between ethics and knowledge culture: A conceptual framework for successful organizations. Academy of Entrepreneurship Journal, 27, 1-13.

Maesschalck, J., & Paesen, H. (2021). Profiling organizational culture: Using grid-group cultural theory as a lens to take a snapshot of an organization’s culture. SAGE Open, 11(4), 215824402110615. https://doi.org/10.1177/21582440211061564

Mamatha, S.V., & Geetanjali, P. (2020). Founder leaders and organization culture: A comparative study on Indian and American founder leaders based on Schein’s model of organizational culture. Kozhikode Society & Management Review, 9(1), 23–33. https://doi.org/10.1177/2277975219890932

Martínez, C., Skeet, A. G., & Sasia, P. M. (2021;2020). Managing organizational ethics: How ethics become pervasive within organizations. Business Horizons, 64(1), 83-92. https://doi.org/10.1016/j.bushor.2020.09.008

Metwally, D., Ruiz-Palomino, P., Metwally, M., & Gartzia, L. (2019). How ethical leadership shapes employees' readiness to change: The mediating role of an organizational effectiveness culture. Frontiers in Psychology, 10, 2493-2493. https://doi.org/10.3389/fpsyg.2019.02493

Mohindra, R. (2021). Value, values and valued: A tripod for organizational ethics. Journal of Medical Ethics, https://doi.org/10.1136/medethics-2020-106837

Nayak, T. (2021). Changing the organization’s culture.  Journal of Organizational Culture, Communications, and Conflict, 25(4), 1-2. https://go.openathens.net/redirector/liberty.edu?url=https://www-proquest-com.ezproxy.liberty.edu/scholarly-journals/changing-organization-culture/docview/2539314064/se-2

New International Version. (2016). New International Version Bible Online. https://www.biblegateway.com/versions/New-International-Version-NIV-Bible/ (Original work published 1973).

Nelson, W. A., Taylor, E., & Walsh, T. (2020). Building an ethical organizational culture. The Health Care Manager, 39(4), 168-174. https://doi.org/10.1097/HCM.0000000000000304

Pau, C., Martin, M., & Ciurea, J. (2021). Managerial perspective on ethical culture in organizations and institutions . Robotică Şi Management (Reșița), 26(1), 27-30. https://doi.org/10.24193/rm.2021.1.6

Peace, I. O., & Agboola, M. (2021). Customers’ perception of principles of organizational ethics as a determinant of organizational productivity. Academy of Strategic Management Journal, 20(3), 1-11.

Rhodes, C. (2022). The ethics of organizational ethics. Organization Studies, 17084062210820. https://doi.org/10.1177/01708406221082055

Roque, A., Moreira, J. M., Dias Figueiredo, J., Albuquerque, R., & Gonçalves, H. (2020). Ethics beyond leadership: Can ethics survive bad leadership ? Journal of Global Responsibility, 11(3), 275-294. https://doi.org/10.1108/JGR-06-2019-0065

Sampson, S. (2021). Good people doing bad things: Compliance regimes in organisations. Journal of Legal Anthropology, 5(1), 110-134. https://doi.org/10.3167/jla.2021.050105

Schwepker, C. H., Valentine, S. R., Giacalone, R. A., & Promislo, M. (2020;2021). Good barrels yield healthy apples: Organizational ethics as a mechanism for mitigating work-related stress and promoting employee well-being. Journal of Business Ethics, 174(1), 143-159. https://doi.org/10.1007/s10551-020-04562-w

Introduction

The two critically essential functions of organizational culture are to integrate members and help the organization—culture help employees relate to each other and adapt to the organization’s environment. A strong corporate culture is a criterion for a firm to excel in its environment. An organization’s culture also guides employee decision-making in the absence of written rules or policies (Daft, 2021, p. 447)

Organizational culture exists at two levels, the visible and the invisible.

Findings

Main headings

Subheadings

Recommendations and suggestions for further study

Conclusion

References