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Bus 520: Leadership And Organizational Behavior - Strayer University 2010 How Personal Can Ethics Get

Bus 520: Leadership And Organizational Behavior - Strayer University 2010 How Personal Can Ethics Get

Komlan Ezunkpe

Dr. Alan R. Tillquist, Professor

BUS 520: Leadership and Organizational Behavior


Winter 2010


This paper is about a case study, “How Private Can Ethics Get.” It tries to discuss five concerns related to ethics, stressors, dilemmas, and corporate culture. Very first, it discusses ethical concepts and dilemmas. Second, it discusses what the writer of this paper would do and why in the same circumstances related in this case. Third, it discusses different types of stressors. Fourth, it discusses managers’ ethics in handling enterprise and employees. Lastly, it discusses numerous aspects of corporate culture that contribute to ethical dilemmas.

The ethical concepts and dilemmas that Valerie was facing were not only about proper or wrong, but her choice would impact her job security, interpersonal relations at work, immigration status which includes her stay in the country, career development which includes education advancement, promotion, and economic conditions.

Though I contemplate myself as a robust ethical person, I would do the exact same factor Valerie has carried out. Sixteen years ago, I came to school in the U.S. with a student visa from a developing country. It was a three-year master’s degree. In my second year, I was authorized by the U.S. Department of Immigration and Citizenship to pursue my practical training in a neighboring company. Soon after completing my practical coaching in nine months, the business sought to employ me as full-time worker and applied for my perform permit, which was granted to me for 1 year. Right after six months, the company paid their lawyer to support me acquire my green card, which was also granted to me. I worked for the business two years and six months. When I completed my degree, the business paid the remaining of my tuition, 00, which I owed the University I have attended. I enrolled in a PhD program and explored the possibilities with the company to get some extra assist. Reading the story of Valerie reminds me the circumstances in which I was when I initial arrived in the U.S., I identify myself with Valerie. I would do the same thing she has carried out simply because of my immigration status, the aid I got from the company and the one I am going to get, my family here and back home, my career, and my future. I will put my decision to go public on hold. Right now, in my existing position, I will not hesitate to speak to the person I have to speak to if there is an incident such as this one Valerie is facing. In summary, our ethical decisions are sometimes influenced by our positions in the social or professional structure.

Valerie did not have a U.S. green card she was operating on a particular visa which depends on the business she is operating implying her economic scenario. She will jeopardize her job and her remain in the country by blowing the whistle. Moreover, she will lose her relationships at perform, career development including education advancement and promotion. She has been accepted in a master’s program in a notorious University and her tuition will be paid conditionally by the business she works for. It is “Fight-or-Flight Response” and she chose to flee. Hellriegel and Slocum (2009, p.190) anxiety four elements that influence anxiety: perception, past knowledge, social support, and individual reaction to tension. In terms of perception, Valerie was stressed by the incident because of her background and interpretation of the facts. In contrast, somebody else would not perceive the scenario the same way she perceived it. In terms of expertise, I believe Valerie did not expertise this kind of incident in the past and was not trained sufficient to manage such an incident. Past encounter might aid her to be less stressful. In terms of social support, her boyfriend’s guidance to maintain the info to herself for the time getting was the first social support she has received. Beside her boyfriend’s support, I believed there will be a few folks on her side if her decision backlashes. Finally, in terms of individual differences, Hellriegel and Slocum (2009, p. 191) present four characteristics which appear to describe the emotional temperament of Valerie she is reactive, nervous, and self-doubting.

Hellriegel, &amp Slocum, (2009, p.520), present the case exactly where Waters disregarded excellent management and leadership principles. “Waters was a continuous example of how not to be ethical in handling enterprise and workers. Instead of becoming a leader who would help activate ethics mindfulness in other people, he was the polar opposite.

Rather of joining his team in creating up not only specialist but also friendly relationships with his workers, Waters preferred to appear for only on goal—to enrich himself. He did not care about relationships with other fragrance organizations either (Hellriegel &amp Slocum 2009).

Corporate culture is clear outlines of suitable behaviors for members or workers of an organization. These outlines of behaviors include the beliefs and standards which the company desires to communicate to the public (Kelly &amp McGowen 2009). For that reason, the ethical environment of a corporate is the shared set of understandings about what behavior is acceptable or not. These understandings set the tone for decision creating in the business. Some of the ethical aspects that could be emphasized in various organizations are individual self-interest, business profit, operating efficiency, individual friendships, team interests, social responsibility, individual morality, rules and normal procedures, laws and professional codes (Hunt, 1991). Some of these elements contributed to Waters’s action, such as personal self-interest.  Corporate culture is a tremendous challenge because standards for what constitutes ethical behavior lie in a "grey zone" exactly where clear-cut proper-versus wrong answers may not usually exist. As a result, sometimes, unethical behavior is forced on organizations by the environment in which it exists. For example, if you were a sales representative for an American business abroad and your foreign competitors used bribes to get business, what would you do? In the United States such behavior is illegal, yet it is perfectly acceptable in other countries.

Hellriegel (2009) argues that even though ethical troubles in organizations continue to seriously concern society, organizations, and individuals, the prospective impact that organizational culture can have on ethical behavior has not truly been explored. The challenge of ethical behavior ought to be met by organizations if they are genuinely concerned about survival and competitiveness. An efficient organizational culture must encourage ethical behavior due to the fact an organization cannot operate if its prevailing culture and values are not congruent with those of society. This is just as true as the observation that, in the end, an organization can not survive unless it produces goods and services that society desires and wants. Organizations have to ensure that their workers know how to deal with ethical issues in their everyday perform lives. As a result, Schneider &amp Reitsch, (1991) state that when the ethical climate is clear and positive, everybody will know what is expected of them when inevitable ethical dilemmas happen. This can give employees the confidence to be on the lookout for unethical behavior and act with the understanding that what they are doing is considered right and will be supported by top management and the whole organization.


Hellriegel, D., &amp Slocum, J W, Jr. (2009). BUS520: Organizational 2010 custom edition (12th ed.). Mason, OH: South-Western Centrage Studying.

Hunt, J. G. (1991). Toward A Leadership Paradigm Change. Newbury Park, CA: Sage.

Kelly M., &amp McGowen J., (2009). Business. Ohio: Cengage Understanding.

Schneider, J. B., &amp Reitsch, J., (1991) 'Managing Climates and Cultures: A Futures Perspective', in J. Hage, ed., Future of Organizations. Lexington, MA: Lexington Books.

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