According To Zwilling 2013, Many People Seem To Have 196234

According To Zwilling 2013many People Seem To Have the Sense That E

According to Zwilling (2013), many people believe that ethics in business are declining, but most business professionals and entrepreneurs feel they cannot influence this trend. They often do not realize that avoiding action makes them part of the problem. Zwilling outlines five solutions to ethical problems in business. The task is to select one of these solutions and describe how it could be applied from a managerial perspective, potentially within your current workplace.

Paper For Above instruction

In today’s complex and rapidly evolving business environment, ethical dilemmas are commonplace, and the importance of effectively addressing these issues cannot be overstated. Zwilling (2013) emphasizes that while many individuals perceive a downward trend in business ethics, the solution lies not in resignation but in proactive measures. Among the five solutions Zwilling discusses—prevention, education, enforcement, culture, and individual responsibility—I will focus on the cultivation of an ethical culture within organizations, exploring how this approach can be applied from a managerial perspective.

Understanding Ethical Culture

An organizational ethical culture encompasses shared values, beliefs, norms, and practices that shape employee behavior and decision-making. It acts as the internal compass guiding employees toward ethically responsible actions. A strong ethical culture can serve as a preventative mechanism by embedding ethical considerations into daily routines and long-term strategic planning. Managers play a crucial role in establishing, nurturing, and maintaining this culture through consistent policies, open communication, and exemplary behavior.

Application in a Managerial Context

Applying an ethical culture in the workplace involves several practical steps. First, managers must clearly articulate the organization’s core values related to integrity, transparency, and respect. This begins with the development and dissemination of a comprehensive code of ethics, which should be accessible and understandable for all employees. Regular training and discussions about ethical issues reinforce these values and prepare employees to navigate complex situations.

Leadership by example is fundamental; managers must model ethical behavior consistently, demonstrating commitment through their actions. For instance, they should openly acknowledge ethical dilemmas and engage employees in dialogues about how to address them appropriately. When unethical behavior occurs, prompt and consistent enforcement of policies signals that ethical standards are non-negotiable, fostering trust and accountability.

Creating channels for ethical concerns to be voiced without fear of retaliation—such as anonymous reporting systems—encourages transparency and empowers employees to act ethically. Additionally, recognizing and rewarding ethical behavior reinforces the importance of integrity within the organizational culture.

Within my current workplace, these principles can be implemented by establishing regular ethics training sessions, developing a transparent grievance system, and ensuring leadership visibly upholds ethical standards. For example, a manager might schedule monthly meetings focused on ethical issues, encouraging open discussion about moral challenges faced by staff, which not only educates but also demonstrates unwavering commitment to ethical practices.

Furthermore, embedding ethics into performance evaluations can reinforce its importance. When employees are assessed partly based on their ethical conduct, it reinforces that integrity is valued at all levels of the organization. This holistic approach—combining clear policies, ongoing education, leadership example, and accountability—can cultivate a resilient ethical culture that addresses problematic behaviors before they escalate into crises.

Benefits and Challenges

The advantages of fostering an ethical culture include increased employee trust, improved reputation, and reduced risks related to misconduct. However, challenges such as ingrained negative behaviors or conflicting interests may impede efforts. Navigating these challenges requires persistence, genuine commitment from top management, and a willingness to confront uncomfortable truths.

Overall, applying Zwilling’s solution of cultivating an ethical culture at the managerial level involves intentionally shaping the organizational environment to prioritize integrity and responsibility. This proactive stance not only helps prevent unethical incidents but also empowers employees to act ethically, ultimately contributing to a more sustainable and respected business.

Conclusion

In conclusion, fostering an ethical culture is a powerful solution to address ethical challenges in business. From a managerial perspective, this entails clear communication of values, leadership by example, systemic support for ethical behavior, and ongoing education. Implementing these practices within my workplace can promote a more ethically responsible organization, demonstrating that individual and collective efforts can indeed influence the broader business landscape positively.

References

  • Zwilling, M. (2013). Business ethics: The importance of a strong ethical culture. Journal of Business Ethics, 118(2), 359-369.
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  • Valentine, S., & Fleischman, G. (2008). Ethics programs, perceived corporate social responsibility, and employee misconduct. Journal of Business Ethics, 77(2), 159-172.
  • Resnik, D. B. (2011). What is ethics in research & why is it important? National Institute of Environmental Health Sciences.
  • Schwartz, M. S. (2004). The powerful influence of corporate culture on ethics. Business Ethics Quarterly, 14(4), 475-490.
  • Treviño, L. K., & Nelson, K. A. (2017). Managing business ethics: Straight talk about how to do it right. John Wiley & Sons.
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  • Scherer, A. G., & Palazzo, G. (2011). The new political role of business in a globalized world: A Review of a New perspective on corporate social responsibility. Business & Society, 50(2), 189-223.
  • Silvestri, M., & Cardone, G. (2019). Building an ethical corporate culture: Strategies and best practices. Journal of Business Ethics, 154(3), 623-638.

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