$39.95 Buy and instantly download this paper now
This paper considers the issue of business ethics and specifically whether the leadership or structural approach is capable of delivering higher levels of ethical behavior. The paper takes a look at the pros and cons of both approaches before coming to a conclusion as to the ideal mix of approaches for application within an organisation.
From the Paper:"In the first instance one should consider that the two approaches to achieving higher levels of ethical behaviour in this scenario are quite different. On the one hand, leadership may be seen as the process of one individual or group of individuals trying to inspire certain types of behaviour in others (Handy 1999). As such, this leadership based approach may be described as a "employee pull" based approach in which the leader tries to modify the behaviour of other by inspiring employees to want to increase their personal level of ethical performance.
"On the other hand, the other approach is to consider implementing a series of structural implements including codes of conduct, rules and training and development programs which are designed to "push" employees into behaving in a certain way. As such, these structural based approaches may be see as a "rules based" approach towards ensuring that employees conform to a set of ethical standards, rather than aspiring to archive higher levels of ethical behaviour.
"Recent years have seen an increased emphasis on the importance of leadership in modifying the behaviour of individuals, where in the past motivation was often incorporated into the structure of an organisation, with increased performance resulting in a contingent reward (Northhouse 2004) and less than expected performance levels resulting in some form of negative reinforcement (Ivancevich et al 2011). The modern business environment has seen an increased importance given to the ability of managers to inspire and thus lead their teams to change their individual behaviour through encouraging emulation and the generation of inspiration which are not necessarily linked to extrinsic rewards of punishments."
Sample of Sources Used:
- Adair, J. 1989. The effective communicator. London: The industry society.
- Bratton, J, Gold, J. 2007. Human resource management theory and practise. 4th ed. Basingstoke: Palgrave Macmillan.
- Burnes, B. 2000. Managing change. 3rd ed. Harlow: FT Prentice Hall.
- Handy, C. 1999. Understanding organizations. 4th ed. London: Penguin Books.
- Ivancevich, J, M, Konopaske, R, Matteson, M, T. 2011. Organisational behaviour and management. 9th ed. New York: McGraw Hill.
Cite this Analytical Essay:
Implementing Ethical Behavior in the Organization (2012, January 11) Retrieved April 24, 2014, from http://www.academon.com/analytical-essay/implementing-ethical-behavior-in-the-organization-149897/
"Implementing Ethical Behavior in the Organization" 11 January 2012. Web. 24 April. 2014. <http://www.academon.com/analytical-essay/implementing-ethical-behavior-in-the-organization-149897/>