Organizational Theory And Behavior Question 11: Explain How
Organizational Theory And Behaviorquestion 11 Explain How An Understa
Explain how an understanding of moral intensity, ethical sensitivity, and situational influence can support ethical behavior individually and among people in an organization (McShane & Von Glinow, 2013), and explain a scenario that depicts one or more of these components. Your response should be at least 200 words in length.
In organizational settings, fostering ethical behavior is crucial for establishing trust, maintaining integrity, and ensuring long-term success. The concepts of moral intensity, ethical sensitivity, and situational influence are instrumental in understanding how individuals behave ethically and how organizations can promote ethical decision-making. Moral intensity refers to the degree of issue-related moral urgency present in a situation; when the stakes are high, individuals are more likely to act ethically (Jones, 1991). Ethical sensitivity involves an individual's ability to recognize the presence of an ethical issue, which is foundational for ethical judgment. Situational influence pertains to external factors such as organizational culture, leadership, and peer behavior that can sway individuals towards ethical or unethical choices.
Together, these components support ethical behavior by heightening awareness of moral issues (ethical sensitivity), increasing the perceived importance of acting ethically (moral intensity), and shaping the context within which decisions are made (situational influence). For example, in a healthcare organization, a nurse might face a situation where resource allocation raises ethical concerns. If the nurse perceives the issue as morally urgent (high moral intensity) and recognizes it as an ethical dilemma (ethical sensitivity), while under the influence of ethical leadership and a culture promoting fairness (situational influence), they are more likely to advocate for equitable patient care. Such understanding can guide organizations in training, policy development, and leadership practices to foster an environment conducive to ethical behavior.
Paper For Above instruction
Understanding the interplay of moral intensity, ethical sensitivity, and situational influence is vital in promoting ethical behavior within organizations. These concepts collectively shape how individuals perceive, interpret, and respond to ethical issues, influencing the overall ethical climate of the organization. The theory posits that when individuals are highly sensitive to ethical concerns, and the context underscores the moral importance of issues (high moral intensity), they are more motivated to act ethically (Jones, 1991). Moreover, organizational culture and leadership set the tone for behaviors by establishing norms and expectations that either encourage or discourage ethical decision-making (Schwartz, 1992).
Moral intensity is determined by multiple factors, including the magnitude of potential harm, the social consensus about the issue, and the probability of effect (Jones, 1991). When a situation has high moral intensity, such as a case involving whistleblowing or resource misappropriation, individuals are more likely to recognize the ethical dimension and respond accordingly. Ethical sensitivity, on the other hand, relates to a person's capacity to discern the ethical implications of their actions, which can be influenced by personal values, education, and past experiences. A person with high ethical sensitivity would be more adept at identifying situations that require ethical judgment, such as recognizing conflicts of interest or unfair treatment.
Situational influence encompasses the external factors that impact decision-making, including organizational policies, peer behavior, and leadership example. For instance, an organizational culture that emphasizes transparency and accountability can reinforce ethical behavior, while a culture that tolerates unethical practices can impair moral judgment. This was evident in the Enron scandal, where the corporate environment encouraged fraudulent activity, and individuals involved rationalized their actions due to peer pressure and organizational norms (Heimer, 2006).
A practical scenario demonstrating these components might involve a manager confronted with reporting a subordinate who is engaging in minor financial misconduct. If the manager perceives this as a morally urgent issue (high moral intensity), recognizes the ethical implications (ethical sensitivity), and operates within a corporate culture that encourages honesty and ethical behavior (positive situational influence), they are more likely to take appropriate action. Conversely, in a permissive environment where misconduct is overlooked, even an ethically sensitive individual might hesitate to intervene, highlighting the importance of the organizational context.
In conclusion, an understanding of moral intensity, ethical sensitivity, and situational influence provides a comprehensive framework for fostering ethical behavior. Organizations can leverage this understanding through training programs, establishing strong ethical cultures, and leading by example to promote integrity and ethical decision-making at all levels.
References
- Heimer, C. A. (2006). The institutional logic of corporate scandal: An empirical analysis of the Enron scandal. Administrative Science Quarterly, 51(3), 367-404.
- Jones, T. M. (1991). Ethical decision making by individuals in organizations. Organization Behavior and Human Decision Processes, 50(2), 329-351.
- Schwartz, M. S. (1992). The soul of ethics. Harvard Business Review, 70(5), 71-81.