Identifying Issues of Ethics and Employee Fear/Uncertainty 8 pages + at least 10 new peer-reviewed journal articles as references


In this assignment, you will build upon your response to the Required Assignment (RA) in Module 4. You will continue your case study of your chosen organization.

Scenario: Now that you have defined the problem, use behavioral theory constructs to explore how organizational teams might affect the change effort.


  • Discuss factors of diversity including various types of diversity likely to be encountered in the organization.
  • Identify actual ethical perspectives/approaches within the organization. (Note: Do not identify that something is simply ethical or unethical.)
  • Explain how factors such as offshoring and outsourcing may lead to employee fears and uncertainty.
  • Discuss how all the previous three items (i.e., diversity, ethics, and offshoring/outsourcing) may lead to conflict individually and in teams. Include the specific types of conflict that may be present. How might even individual conflict affect a team’s performance? Is there a systemic component to this consideration, and if so, how?
  • Recommend a manner to minimize, or perhaps alleviate, such fears and uncertainty.

Write an 8–10-page, well-argued case paper in Word format. Be sure to include a summary section. Note: The title page, references, and appendices are notincluded in the page count.

Apply APA standards to citation of sources. The course book, the trade journal(s) noting the problem, as well as peer-reviewed journal articles are to be used to support your position and theoretical constructs. General Internet sources will not be accepted as references. Click here to download the APA Guide. Use this guide to format your assignment.

Write your responses in a clear, concise, and organized manner; demonstrate ethical scholarship in accurate representation and attribution of sources; display accurate spelling, grammar, and punctuation per APA (6th edition) standards.


My Module 4. case study of a chosen organization was :

Jordan Airmotive company case study to lead to the positive change

It is an Aircraft engine repair and maintenance facility. The airplane engines that JA serves or fix are currently starting to be out of world business such as RB12, JT8D and other older engines .The basic planned change is how to provide repair and overhaul maintenance of newer airplane engine types and models. According to the  Jordan Airmotive website, JA was concerned to give its support to the Royal Jordanian Airline. After Royal Jordanian Airline has updated its B707, B727, B747 airplanes, during that time JA must change otherwise they will be out of business,  and not just because of its important customer moved to change but also all aviation industry as well. JA can use these important strategies to move successfully:


1-JA workers must believe that change is necessary and  leader must open clear communication about potential threats / opportunities for growing the business, so that can help motivate an urgent need for change. 2- Leading change should be drawn from different departments and levels of the organization. 3- Create a vision for change and must be clear, brief and easily understood by staff. This vision is built on the reasons for change and the future of the organization. 4- Communicate the vision to help keeping the vision be alive, and allows team members to more frequently respond to all questions and concerns. Leading by example is important in communicating the vision. 5- Remove obstacles Identifying structures and processes that are blocking change, as well as staff members who are resisting change, helps management address obstacles. 6- Create short-term wins without sharing some early successes during this process, change leaders run the risk of critics hurting progress. 7- Setting and achieving short-term goals and targets, therefore, is critical. However build on the change A quick win is not enough evidence to claim success - management must continue to set goals and build on the change over a longer period of time, analyzing what is working well and what can be improved. 8- Secure the change in corporate culture If, not implanted in corporate culture, management runs the risk of change values being forgotten. Ongoing success stories about the benefits of this change can be highlighted regularly, 'change coalition' team members should be remembered for the role they played in effecting positive change, and future staff must be recruited and trained under the new values and visions.

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