BMA735 Management Ethics

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BMA735 Management Ethics

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BMA735 Management Ethics

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Course Code: BMA735
University: University Of Tasmania is not sponsored or endorsed by this college or university

Country: Australia

Discuss about the Anzam Pelt Project Voice to Values.

Management ethics are the professional ethics that evaluates the ethical principles as well as moral and ethical problems that arise in the business environments (Goetsch & Davis, 2014 p4). These ethics applies to all the aspects of the firm conduct and are usually relevant to the behaviors of persons and also the entire organization (Frederickson & Ghere, 2013 p18). The ethics originate from the individuals, business statements or the legal system. The management ethics are the modern business standards, the set values and the norms that govern the various actions and behaviors of a person in the business organization (Melé, 2011 p23). The ethical issues range from the interaction of the profit-maximizing behavior with the non-economic concerns. Companies are committed to promoting the non-economic values under the ethics codes and the social responsibility charters. These ethical management issues lead to stories on the business gone badly or to do the right thing. In our case study, the simple moral question is “Should Claire disclose John’s illness since it is a threat to the organization?” Claire has to make various decisions that will determine how to deal with John’s case. These ethical dilemmas occur every day in the leadership and management of organizations. The management ethics are designed to enable the leaders and managers to apply comprehensive systems of management to their various work places about the social responsiveness of the organization. These standards of behavior guide the individual managers in doing their duties.
My moral values that I would voice are responsibility, respect, fairness and honesty.
I would voice these values on this case because these four are the pillars of ethical principles that should be upheld by all the managers and other leaders in each and every business organization. These values are much significant in professionalism and social responsibility to ensure fairness and equality. If I were Clare, I would enact these moral values through involving all the employees in decision making, organizing workshops to educate the bank employees on the importance of these moral values and leading by an example. The company and other employees should respect each other, be responsible for their actions and be fair to others, for instance helping John who has been a wonderful worker and colleague up to the day of his illness. The fact that the truth is still being hidden, this would render it difficult to voice these moral values and to urge the bank management as well as the other workers to accommodate John’s shortcoming since they do not know the cause of his behaviour.
Professional managers and leaders like Claire are not only concerned with the technical and financial expertise but also are sensitive to the moral dimensions of the people they are managing. This requires the capacity to come up with the best moral decisions and judgments and also the voice to enact the critical values in their workplace while ensuring the employee’s wellbeing as well as maintaining the performance of the organization. In their endeavors to support all these, one is faced with various emotional, cultural, institutional, cognitive and political disablers and enablers that influence their ability to voice their moral values.
Claire holds the position of authority which makes her accountable for all the ethical conducts of the persons working at the bank who report to her. The manager has to monitor the behaviors of all the employees in accord with the set expectations of the organization of appropriate behavior and responds appropriately and quickly to reduce the adverse effects of the suspected ethical violations. Since managers are responsible for creating and implementing the changes that are required to the ethical codes and guidelines of their organization, Claire can accommodate John’s shortcomings.
Emotional and Cognitive Enablers and Disablers
John is having a mental problem as he is diagnosed with depression hence needs particular attention due to the vulnerability created by his compromised mental capability to understand the meaning of his diagnosis, treatment and also prognosis (Lynch, Hart & Costa, 2014 p370). The emotional enablers in this scenario are that Claire is concerned with John’s wellbeing. She is compassionate and offers to listen to the problems that John has and tries to solve them (Adkins, 2011 p385). She even allows John to take regular breaks to sleep and also attend the counseling appointments. John is released from the normal teller duties so that he can only deal with specific issues so as not to overwhelm him. Claire is so protective of John since she believes that he has served the organization so well in the past and he deserves respect and help from the organization (May, Chan, Hodges & Avolio, 2003 p250). The emotional disablers are that Claire lies to the colleagues that John is being redeployed for a unique project that is related to international banking which is against the management of ethics. This makes it impossible for Claire to voice the fact that John is sick and in need of help.
Institutional and Political Enablers and Disablers
The institutional and political enablers are that the organization is structured in such a way managers who are closer to the other employees is given mandate and powers to solve the problems of the staff below them (Shin, Sung, Choi & Kim, 2015 p45).  However, the institution is not much concerned with the wellbeing of the employees as we see Claire and John are reluctant on disclosing the illness to the colleagues and also the higher authority. Claire and John fear that the organization will fire John on learning his disease and the shortcomings of his condition despite him being a loyal and hardworking employee for many years. The organization will be going against the management of ethics if they fire John who has been a hardworking employee (Wild & Zhou, 2011 p120). These disablers make it difficult for the duo to tell the authority the truth.
Cultural Enablers and Disablers
There are good business cultural practices that enable and encourages the employees to voice the moral values at the organization (Schein, 2010 Vol. 2 p34). The company culture allows strong relations that encourage the employees to interact at different levels as seen when Simon consults John on the issue of the international student. This shows that John has an opportunity of telling his colleagues about his illness and they could help him and be accommodative. However, the culture of the business may not be that accommodative since John fears that if the fellow employee knows about his illness, they will judge him and maybe avoid him and always question his judgment.  The employees are not much concerned as they are not keen enough to know that the shortcomings of John may be a medical problem but rushes into concussions and contacts the higher authority.
Claire Meeting with John

What is at stake or risk for the key parties, including John and Claire?

John is a danger of losing his job since he might be declared incompetent to hand the various duties assigned to him. This is because of change in behavior, lateness for work, struggling with routine tasks, lack of concentration and impaired decision making, lack of cooperation, anger, and frustrations. Claire risks being getting warnings from the authorities for showing favor and leniency towards John.

What are the major arguments that John might raise against Claire’s advice? What reasons and rationalizations might he raise to justify keeping his illness confidential?

John might state that if his illness becomes known, the other employees might think less of him and label him incompetent and will not seek his advice and opinion on various matters. John will also maintain that if the authorities knew about his illness, they would dismiss him. Therefore, he might insist to keep his illness confidential and claim that he is working on it since he is attending counseling sessions and taking medications and that he expects the situation to change soon.

What are Claire’s most efficient and reasonable responses to John’s reasons and rationalizations?

Claire should assure John that he has been a loyal and hardworking employee and the organization and the other workers will be able to support him and be lenient with him if they about his illness.

How should she approach the topic with John and how should she conduct the meeting and what should she say to him?

Since this is a difficult as well as a sensitive subject on mental illness, Claire should be careful on the words she uses not to upset or depress John further. She should use a friendly tone and try to build a mutual relationship so that John can open up. Claire should explain to John that he should not be ashamed of his illness since anyone can get sick.
Scenario A Questions

What is at stake or risk for the key parties?

John risks losing his job as Charles might see his condition as a limitation on his performance. Claire also risks getting a warning for holding the information on John’s illness that has affected his output at the company

What are the major arguments that Charles might raise against Claire’s arguments? What reasons and rationalizations might he raise to justify manage John out?

Charles may state that John has a severe medical problem and he needs medical attention while not at the company since his performance is poor. He might also add that other stable persons can take up John’s responsibilities.

What are Claire’s most persuasive responses to Charles reasons and rationalizations?

Claire should explain that John has been receiving medications and his condition and performance are improving and that he needs to be given a little longer. She should explain to Charles that John has expertise and experience that is not easy to replace.

What should she say to Charles?

Clare should tell Charles that John has been loyal to the organization for many years hence the organization owes him tolerance and help.
Scenario B Questions

What is at stake or risk for the key parties?

Claire risks being demoted or worse still losing her job for lying. John also might not improve and could also be dismissed.

What are the main arguments that Charles might raise against Claire’s arguments? What reasons and rationalizations might they raise to justify manage John out?

Charles might say that much time has been given to John and continued tolerance to his behavior will affect the bank negatively since his performance is worsening each day.

What are Claire’s most reasonable and persuasive responses to Charles reasons and rationalizations?

Claire should defend John by saying that medications need time to take effect as well as the counseling therapy and that she will supervise John to ensure his illness does not negatively affect the company.

What should she say to Charles?

Clare should tell Charles that the bank owes John tolerance in return for his service to the bank for many years and that illness can befall anyone hence the organization needs to support John
Adkins, C.P., 2011. A pathway for educating moral intuition: Experiential learning within the giving voice to values curriculum. Journal of Business Ethics Education, 8(1), pp.383-391.
Carroll, A. and Buchholtz, A., 2014. Business and society: Ethics, sustainability, and stakeholder management. Nelson Education.
Frederickson, H.G. and Ghere, R.K., 2013. Ethics in public management. ME Sharpe.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Lynch, S., Hart, B. and Costa, C.M., 2014. Giving Voice to Values: An undergraduate nursing curriculum project. Collegian, 21(4), pp.367-373.
May, D.R., Chan, A.Y., Hodges, T.D. and Avolio, B.J., 2003. Developing the moral component of authentic leadership. Organizational dynamics, 32(3), pp.247-260.
Melé, D., 2011. Management ethics: Placing ethics at the core of good management. Palgrave Macmillan.
Moon, J., Gond, J.P., Grubnic, S. and Herzig, C., 2011. Management control for sustainability strategy. CIMA Research Executive Summary Series, 7(12), pp.1-20.
Schein, E.H., 2010. Organizational culture and leadership (Vol. 2). John Wiley & Sons.
Shapiro, J.P. and Stefkovich, J.A., 2016. Ethical leadership and decision making in education: Applying theoretical perspectives to complex dilemmas. Routledge.
Shin, Y., Sung, S.Y., Choi, J.N. and Kim, M.S., 2015. Top management ethical leadership and firm performance: Mediating role of ethical and procedural justice climate. Journal of Business Ethics, 129(1), pp.43-57.
Treviño, L.K., Hartman, L.P. and Brown, M., 2000. Moral person and moral manager: How executives develop a reputation for ethical leadership. California management review, 42(4), pp.128-142.
Wild, N. and Zhou, L., 2011. Ethical procurement strategies for international aid non-government organisations. Supply chain management: an international journal, 16(2), pp.110-127.

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