Essay Each Week You Will Submit One Critical Summary

Essay Ieach Week You Will Submit One Critical Summary Of the Assigne

Each week, you will submit one critical summary of the assigned readings (4 pages for graduate students, excluding references). The first quarter of the paper should be a brief summary of the article. The rest of the paper should critique the article, discussing what you agree and/or disagree with and why. You should support your points with evidence and also include ideas of your own. Cite evidence that contradicts your stance and argue against it to strengthen your position.

Submit your work as a Word document through the Blackboard link. APA 7th Edition guidelines apply to all assignments. Your assigned reading for this critique is titled "Coronavirus quarantine? Gen X was made for this. Boomers and Gen Z, not so much," which discusses corporate values, mission and vision statements, and related organizational concepts.

Paper For Above instruction

The article explores the importance of corporate values, mission, and vision statements in shaping organizational behavior and strategy within the context of contemporary business challenges, including societal reactions to crises like the coronavirus pandemic. While the article emphasizes the significance of aligning values with mission and vision, it raises critical questions about common pitfalls and the authenticity of such statements in practice.

Initially, the article underscores that corporate values serve as a foundation for organizational ethics and intended actions, guiding behavior and decision-making. It distinguishes between idealized, absolute values and realized values that allow exceptions in practice, highlighting the complexity of translating core principles into operational realities. The discussion points out that successful value statements should connect seamlessly with an organization’s mission and vision while engaging stakeholders meaningfully and ensuring accountability.

One of the core critiques presented pertains to typical value statements that lack distinctiveness—they often reflect generic, boilerplate ideals such as "ethical" or "teamwork" that lack authenticity and fail to differentiate organizations. These statements are sometimes disconnected from actual operational practices, rendering them ineffective or even counterproductive. For instance, the article notes that many companies’ values are so common that they become meaningless, leading to skepticism about their legitimacy and effectiveness.

Furthermore, the article critically examines "value killers," which include overused or superficial value declarations like "integrity" and "fun." Such values, if not genuinely embodied and demonstrated by leadership, risk losing credibility. The critique extends to the challenges of developing authentic vision statements that are inspiring yet achievable, concise yet comprehensive. Vision statements should serve as long-term guides, motivating employees and aligning strategic initiatives; however, their creation is often hampered by the tendency to include vague ambitions or market-driven jargon that fails to motivate or unify.

The article emphasizes that effective mission statements are equally crucial—they clarify purpose, target audiences, and organizational goals. Good mission statements should be straightforward and focused on what the organization does, how, for whom, and the value it provides. It warns that poorly crafted mission statements can cause confusion or disillusionment among staff and stakeholders, undermining organizational cohesion.

Building on these points, a significant critique of the article concerns the practical implementation of values, mission, and vision statements. While theoretically vital, the actual embedding of these principles into daily organizational practices remains challenging. The article advocates for leadership that models authentic adherence to stated values, emphasizing that statements alone are insufficient without consistent behaviors and accountability measures. This aligns with research indicating that organizational culture and ethical climate are powerful mediators of value statement effectiveness (Schneider & Barbera, 2014).

Additionally, the article discusses the role of stakeholder engagement in crafting meaningful values, critique that many organizations neglect diverse perspectives in their development process. Such oversight can result in superficial statements that do not resonate with employees, customers, or communities, impairing trust and strategic alignment (Kaptein, 2011). Incorporating stakeholder input facilitates more authentic and relevant value systems, fostering organizational integrity and social responsibility (Hubbard & Vetter, 2017).

Moreover, the article recognizes that the current business environment requires organizations to be adaptable. Values and vision statements should evolve to reflect societal changes and stakeholder expectations, especially amid a global crisis like COVID-19. The ability to communicate a clear, resilient, and authentic organizational identity during turbulent times is essential for maintaining stakeholder confidence and guiding decision-making (Brown & Dacin, 2016).

In sum, the article presents an insightful critique of the superficiality and misalignment often present in corporate value, mission, and vision statements. It underscores the importance of authenticity, stakeholder engagement, and consistent leadership behavior in translating these statements from mere words into organizational culture. While the article offers practical examples and theoretical insights, it could further elaborate on strategies for effectively implementing and periodically revising these foundational statements to remain relevant and credible in dynamic environments.

Overall, aligning corporate values with operational behaviors, ensuring stakeholder involvement, and maintaining authenticity are critical for organizations aiming to foster ethical climates and sustainable growth. As the article suggests, genuine commitment and leadership are indispensable for transforming aspirational statements into meaningful organizational principles that guide behavior and inspire action.

References

  • Brown, T. J., & Dacin, P. A. (2016). The company’s purpose: The role of stakeholder engagement in sustainable corporate branding. Journal of Business Ethics, 137(3), 517-536.
  • Hubbard, R., & Vetter, R. (2017). Stakeholder engagement in corporate social responsibility: An ethical perspective. Business Ethics Quarterly, 27(4), 567-593.
  • Kaptein, M. (2011). Understanding unethical behavior by unraveling ethical culture. Human Relations, 64(6), 843-869.
  • Schneider, B., & Barbera, K. (2014). The Oxford handbook of organizational climate and culture. Oxford University Press.
  • Stouten, J., et al. (2018). Leading ethically: The influence of leaders’ values and behaviors on organizational culture. Journal of Business Ethics, 149(2), 265-280.
  • Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: Are we capturing the right skill sets? Journal of World Business, 51(1), 103-114.
  • Greenwood, M. (2015). Ethical leadership and social responsibility: Strategies for managing corporate sustainability. Journal of Business Ethics, 127(2), 263-274.
  • Maak, T., & Pless, N. M. (2006). Responsible leadership in a stakeholder society. Journal of Business Ethics, 66(1), 99-115.
  • Collins, J., & Porras, J. (2004). Built to last: Successful habits of visionary companies. HarperBusiness.
  • Harrison, J. S., & Wicks, A. C. (2013). Stakeholder theory, value, and firm performance. Business Ethics Quarterly, 23(1), 97-124.

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