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Describe the fundamental duties of a manager (you can use the Phase 4 resources on the four functions of management). An ethical dilemma is one where there is no clear right or wrong options, just consequences to decisions. Managers are often faced with ethical dilemmas on a daily basis. Understanding how to make ethical decisions is an important skill for all managers.

Consider the following: As a manager, you have inside information on a job opening. Your friend is a candidate for this job. All candidates get a brief summary of the job description and requirements. Because you work for the company, your friend asks you for additional information to help out with the interview process. You know that you have more information that could help your friend get the job, but this information is not being shared with the other candidates.

Use the Project Management Institute (PMI) guidelines for ethical decision making in your Phase 4 resources, and show how you came up with a final decision (document each of the five steps to show how you made your final decision). Read the first section of the article Strategy in the Global Environment in the Phase 4 resources. Briefly describe why you think it is important for managers to understand the global environment. Select one of the tools from the following website Basic Tools for Process Improvement and describe how this tool is used in the workplace for process improvement. Please submit your assignment.

Click on Student Expectations to view the expectations for this assignment. For assistance with your assignment, please use your text, Web resources, and all course materials.

Paper For Above instruction

The role of a manager is multifaceted, comprising several fundamental duties that are essential for organizational success. Traditionally, these duties are categorized into four broad functions: planning, organizing, leading, and controlling (Koontz & O'Donnell, 1976). Planning involves setting goals and establishing strategies to achieve organizational objectives. Organizing entails allocating resources and assigning tasks effectively. Leading focuses on motivating employees and maintaining a productive organizational culture. Controlling measures performance and ensures that organizational goals are met. These four functions are interconnected, forming the core responsibilities that define managerial work (Robbins & Coulter, 2018).

Ethical dilemmas present significant challenges for managers, especially when decisions involve conflicting interests or uncertain consequences (Trevino & Nelson, 2016). An ethical dilemma occurs when there is no obvious right or wrong choice, and the decision-maker must consider the ramifications of their actions. In the scenario where a manager possesses privileged information about a job opening and is asked to share additional insights with a friend applying for the position, they face a classic ethical dilemma (PMI, 2017). The decision involves weighing loyalty to the friend against professional integrity and fairness in hiring practices.

Applying the PMI's ethical decision-making framework, which involves five systematic steps—state the ethical dilemma, gather all relevant facts, identify ethical issues, explore options, and act by choosing the best course—the manager can reach a principled decision. Initially, the dilemma is recognized: sharing confidential information could give the friend an unfair advantage, violating company policy and ethical standards. Next, the manager collects facts, noting that the information is confidential and not meant for external sharing. The ethical issues include honesty, fairness, and loyalty. Options include sharing the information, refusing to share, or disclosing the dilemma to a supervisor. After evaluating these options, the manager may decide that upholding confidentiality and fairness is paramount, leading to the conclusion that they should not share the information, thus maintaining ethical integrity and trust.

Understanding the global environment is vital for managers because it influences organizational strategies, operations, and competitiveness (Czinkota et al., 2020). Global factors such as international market trends, cultural differences, economic shifts, and geopolitical stability impact decision-making. Managers who comprehend these elements can better anticipate risks, capitalize on opportunities, and adapt their strategies accordingly. For example, a multinational company's success depends heavily on understanding local cultural norms and legal frameworks, which vary across countries. As the global environment becomes increasingly interconnected, managers must develop global awareness to sustain growth and innovation (Cavusgil et al., 2020).

One useful process improvement tool is the Pareto Analysis, based on the Pareto Principle (80/20 rule). This tool aids in identifying the most significant causes contributing to problems in a process. In practice, organizations collect data on issues affecting performance, rank these issues by frequency or impact, and focus on the top contributors that will generate the highest benefit once addressed (George, 2018). For example, a manufacturing firm may find that 80% of defects originate from 20% of causes, directing quality improvement efforts efficiently. This targeted approach streamlines problem-solving, reduces waste, and enhances productivity, making Pareto Analysis an essential tool for continuous process improvement (Juran & Godfrey, 1999).

In conclusion, managers must fulfill key duties related to planning, organizing, leading, and controlling, all while navigating complex ethical dilemmas with integrity. A solid understanding of the global environment enhances strategic agility, and employment of tools like Pareto Analysis enables effective process improvements. Together, these skills foster organizational resilience and sustainable growth in an increasingly competitive and interconnected world.

References

• Cavusgil, S. T., Knight, G., Riesenberger, J. R., Rammal, H. G., & Rose, E. L. (2020). International Business. Pearson.
• George, M. L. (2018). The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide for Nearly 100 Tools for Improving Quality and Speed. McGraw-Hill.
• Juran, J. M., & Godfrey, A. B. (1999). Juran's Quality Handbook. McGraw-Hill.
• Koontz, H., & O'Donnell, C. (1976). Principles of Management. McGraw-Hill.
• Robbins, S. P., & Coulter, M. (2018). Management. Pearson.
• PMI. (2017). Code of Ethics and Professional Conduct. Project Management Institute.
• Trevino, L. K., & Nelson, K. A. (2016). Managing Business Ethics: Straight Talk about How to Do It Right. Wiley.
• Czinkota, M. R., Ronkainen, I. A., & Moffett, M. H. (2020). International Business. Cengage Learning.
• George, M. L. (2018). The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide for Nearly 100 Tools for Improving Quality and Speed. McGraw-Hill.
• Juran, J. M., & Godfrey, A. B. (1999). Juran's Quality Handbook. McGraw-Hill.