Identify The Major Stakeholders In Your Organization 761436

Identify The Major Stakeholders In Your Organization Or One With Whic

Identify the major stakeholders in your organization (or one with which you are familiar). Analyze the top-management structure, investigate and enumerate the code of ethics (written or not written), and explain the ethical stance of all stakeholders involved in the organization. Identify the relationship among any reward systems and organizational goals and what positive or negative effect there is on employee productivity. Cite concepts and ideas from the unit readings to compliment your work. Format your essay consistent with APA guidelines, and use at least one scholarly source from the CSU Online Library. Your essay should be two pages in length, not including the title page or reference page. All sources used must be referenced; paraphrased and quoted material must have accompanying in-text citations in the proper APA format.

Paper For Above instruction

The identification of key stakeholders within an organization is fundamental to understanding its operational dynamics, ethical climate, and overall success. Stakeholders encompass individuals or groups that influence or are influenced by the organization’s activities, including employees, management, shareholders, customers, suppliers, community members, and regulatory bodies. A comprehensive analysis of these stakeholders, particularly within a specific organizational context, reveals the complex interplay between organizational structure, ethics, and motivation systems that drive productivity and align with organizational goals.

In examining a typical organizational hierarchy, the top-management structure often delineates roles from executive leadership—such as CEOs and board directors—to middle management and frontline supervisors. This structure establishes authority lines, decision-making processes, and accountability mechanisms that shape organizational culture. For instance, in companies like Google, the management hierarchy fosters innovation and ethical conduct through clear channels of communication and responsibility. The influence of top management profoundly impacts stakeholder perceptions and behaviors, especially when coupled with explicit or implicit ethical standards.

The organization’s code of ethics reflects its foundational values and guiding principles. These may be articulated in formal codes, such as corporate social responsibility policies, or embedded implicitly within workplace culture. Ethical conduct among stakeholders—ranging from management to employees—serves as the compass for appropriate behavior amid complex decision-making scenarios. For example, Walmart emphasizes integrity and respect in its Code of Ethics, aiming to promote transparency and fairness. The ethical stance of stakeholders is largely shaped by the organizational commitment to these principles, influencing trust, compliance, and organizational reputation.

Stakeholder ethical positions are also mirrored in their interactions, which often involve balancing organizational interests with social and environmental responsibilities. Executives’ commitment to sustainability exemplifies this alignment, fostering positive perceptions among community and regulatory stakeholders. Conversely, any divergence from ethical standards—such as neglecting labor rights or engaging in corruption—can generate negative consequences, including reputational damage and decreased employee morale.

Reward systems are integral to aligning stakeholder interests with organizational goals. Performance-based incentives, bonuses, recognition programs, and career advancement opportunities serve to motivate employees and reinforce desired behaviors. For instance, companies like Salesforce use goal-driven reward mechanisms to enhance productivity and customer satisfaction. When effectively linked to organizational objectives, reward systems foster a culture of accountability, motivation, and ethical compliance, ultimately boosting employee productivity.

Conversely, misaligned or poorly designed reward systems may incentivize unethical behavior or focus solely on short-term gains, undermining long-term organizational sustainability. For example, excessive emphasis on financial targets might encourage fraudulent reporting or cutthroat competition, compromising ethical standards and organizational integrity. Thus, it is essential that reward systems support not only organizational profitability but also ethical conduct and stakeholder trust.

The relationship between organizational ethics, reward systems, and stakeholder engagement is complex and multifaceted. A well-structured ethics program combined with aligned reward systems fosters a positive organizational climate, promotes ethical decision-making, and enhances employee productivity. This strategic integration ensures that organizational goals are pursued ethically and sustainably, benefiting all stakeholders and securing long-term success.

References

• Crane, A., & Matten, D. (2016). Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press.
• Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2019). Business ethics: Ethical decision making & cases (12th ed.). Cengage Learning.
• Kaptein, M. (2011). Understanding unethical behavior: A stakeholder perspective. Journal of Business Ethics, 102(4), 567-583.
• Moon, J. (2014). Corporate social responsibility: A very short introduction. Oxford University Press.
• Schwartz, M. S. (2017). Ethical management of organizations. Routledge.
• Sen, S., & Bhattacharya, C. B. (2001). Does doing good always lead to doing better? Consumer reactions to corporate social responsibility. Journal of Marketing, 65(4), 1-18.
• Trevino, L. K., & Nelson, K. A. (2017). Managing business ethics: Straight talk about how to do it right. John Wiley & Sons.
• Valentine, S., & Fleischman, G. (2008). Ethics programs, perceived corporate social responsibility, and job satisfaction. Journal of Business Ethics, 77(2), 159-172.
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