S7 Resp

Replies sm 7

2 replies of at least 250–300 words Each reply must incorporate at least 1 scholarly citation, 1 reference to the textbook, and at least 1 reference to Scripture in APA format. Any sources cited must have been published within the last five years. Acceptable sources include the textbook, the Bible, or scholarly journal articles.

Reply1. Antonia A

            According to Schein (1992) for leadership to be engaged six primary mechanisms are needed. The six primary engagement mechanisms are: attention, reactions to critical incidents, resource allocation, role modelling, rewards, and selection (Schein, 1992). These primary mechanisms help leadership create, maintain, and change an organization’s ethical culture (Johnson, 2019). Schein’s (1992) six mechanisms are described here as presented in Johnson (2019). Paying attention to the right behaviors and focusing on achieving high standards set the stage for a better ethical climate. The leader’s reaction to critical events reflects many of the organization’s values. The way resources are allocated shows what the organization puts its burden and values on. The role the leaders, but also the members, present shows whether developing others is of importance. Rewards show what the organization focuses on and whether these values are shared with the stakeholders. Selection of the workforce could also reflect ethical standards.

            A Christian organization, depending on the products or services, can have a variety of different goals, values, and desired behaviors compared to a non-Christian organization. For example, a Christian organization with unique goals and values may require specific behaviors and the six primary principles are seen in a different light. Although I know a Christian organization well, I will discuss a non-Christian organization as I cannot come up with three things that will help develop a more ethical climate. I have known a company that had good role modelling in that the managers were hands on when they saw that the employees could not handle the workload. This is a way of problem solving, but also showing by example and helping employees better balance their workload. The selection of the employees was good in that it was not necessarily experience that the company was looking into, but also attitude and customer service focused individuals. Reaction to critical incidents was another element that was utilised, but only when the management was well-aware of the situation.

            The company described could work on some things to improve or develop a more ethical climate. Resource allocation could have been better in terms of fairness, but also in terms of which organizations were supported and invested on by this company. The reward system could have been improved in that certain ethical behaviors could have been reinforced and individuals could have been provided with constructive feedback about behaviors that were not bringing about the desired results. In some cases, management could have been more involved and observant to know what was really going on with the employees. Attention to the right things at times could have been better. This means that what was measured and controlled was not always what was important for company success and customer satisfaction. Focusing on ethical behavior would have dramatically improved the ethical climate.

            In developing an ethical climate, it is important to define the terms, and Schein’s (1992) six primary mechanism of engagement gives us clear guidelines into ethical climate change. Sometimes behavior guidelines need to be made obvious and from then on individuals have a choice. It seems that there needs to a moral base and sound teaching before going on to ethical arguments. I like the verse in Proverbs 29:18 “Where there is no revelation, the people cast off restrain; But happy is he who keeps the law” (New King James Bible, 1982). The burden falls on the leaders to guide the people out of sin that leads to deception.  

 

 

References

 

Johnson, C. E. (2019). Organizational ethics: A practical approach. (4th ed.). Sage Publishing.

New King James Bible (1982). New King James Bible Online:  https://www.blueletterbible.org

Schein, E. H. (1992). Organizational culture and leadership (2nd ed.) Jossey-Bass.

Reply 2 Shantel S

The six organizational systems ensure a company sets up the necessary components to develop a healthy work environment. These six elements help the company integrate its resources to provide an effective leadership system for a healthy and effective work environment. This paper will summarize the leadership mechanisms in Coca-Cola Company and identify three things that it might need to develop a more ethical climate to improve its operations.

        Coca-Cola Company has a centric leadership system; decisions are made by the board of directors based in its main headquarters in Atlanta. The choices taken by the governing board are subsequently conveyed to managers throughout its operating nations. This leadership system affects its decision-making process, and implements a decision takes longer than it should. Coca-Cola Company should decentralize its organizational leadership to give its branch managers the ability to develop appropriate decisions based on the particular country's environmental factors to enhance its operation. In this sense, the company should give branch managers the power to make decisions regarding their environment independently. Coca-Cola Company should develop a more ethical climate by implementing these three elements in its organizational leadership for a healthy work environment.

        Coca-Cola Company should encourage its branch leaders to be visionary, wise, and decision-makers. By integrating the qualities among other leadership qualities such as honesty, trustworthiness, and accountability, the company will maximize its branch managers' leadership potential. Encouraging the spirit of leadership fosters a positive attitude in every situation and the courage to face uncertainties boldly (Johnson, 2019). In this sense, the essence of leadership gives leaders strength and stamina to work hard, improves their integrity, humility, makes them responsible, and has a good self-image. Coca-Cola should encourage the spirit of leadership to ensure a productive and effective decentralized leadership system.

        Authentic leadership calls for individual growth and character development (Munroe, 2005). It is not late for Coca-Cola to bring their regional managers onboard during the decision-making process or lead individually in their respective regions of operation. These leaders are the people on the ground and are kept abreast of the company's issues in the respective area of operation. In this sense, their contribution to the decision-making process is vital for the company's overall success. Coca-Cola should influence its regional managers to lead in their capacity without limitations. They should be able to make individual decisions based on appropriate studies and evaluate the situation at hand, rather than relying on the head office board of directors to make decisions. 

        According to Proverbs 16:9 (King James Bible, 2017), "A man's heart deviseth his way: but the LORD directeth his steps." Great leaders are not easily deceived into making decisions that may adversely affect the company and subordinates; instead, they uphold intelligence, creativity, self-confidence, credibility, motivation, drive, and flexibility. According to Kolzow (2014), Coca-Cola Company should ensure that its leadership system enjoys influencing shared goals. In this sense, it should focus on decentralizing its leadership system to allow branch managers to effectively enhance their overall performance by implementing individual decisions in their respective regions of operation.

References

Johnson, C.E. (2019). Organizational ethics: A practical approach (4th ed.). SAGE Publications Inc. 

King James Bible. (2017). Kings James Bible Online. https://www.kingsjamesbibleoneline.org/ (original work publish).

Kolzow, D. (2014). LEADING FROM WITHIN: Building Organizational Leadership Capacity [Ebook] (1st ed., pp. 19-21). New York: iedconline.org. Retrieved from https://www.iedconline.org/clientuploads/Downloads/edrp/Leading_from_Within.pdf

Munroe, M. (2005). THE SPIRIT OF LEADERSHIP (1st ed., pp. 128, 280). New York: Whitaker House. Inc.