Prior To Beginning Your Discussion Response, Reading Managem

Prior To Beginning Your Discussion Response Readmanaging For Organiza

Prior to beginning your discussion response, read Managing for organizational integrity . In the article, Paine (1994) described scenarios of various organizations. Choose one of the ethics topics: integrity as a governing ethic, emphasizing core values, building shared aspirations, or defining right action. Summarize the information shared in the article for your chosen topic. Describe how the ethics topic could be incorporated into your organization or an organization that you are familiar with. Your response must be a minimum of 300 words.

Paper For Above instruction

In her seminal article "Managing for Organizational Integrity," Joanne B. Ciulla synthesizes the complex dimensions of organizational ethics, emphasizing how core principles fundamentally shape organizational behavior. Among the various themes she discusses, integrity as a governing ethic stands out as vital for fostering trust, accountability, and ethical consistency within organizations. Integrity, as depicted by Paine (1994), entails aligning organizational actions with espoused values and maintaining moral coherence even in challenging circumstances. Paine illustrates that organizations committed to integrity develop robust ethical cultures that support transparent decision-making, ethical leadership, and a commitment to doing the right thing, regardless of external pressures or internal temptations.

Paine emphasizes that integrity is not merely about adherence to rules but involves a proactive cultivation of moral virtues that guide behavior. She highlights several organizational scenarios where a focus on integrity prevents ethical lapses and reduces misconduct. This involves establishing clear codes of conduct, fostering open channels for ethical dialogue, and embedding integrity into everyday practices. When integrity functions as a governing ethic, it becomes the backbone of organizational identity, influencing strategic choices, stakeholder interactions, and crisis management. Paine argues that organizations embracing integrity as a core value build reputations for trustworthiness, which can serve as a competitive advantage in today's increasingly scrutinized marketplace.

Implementing the ethic of integrity into an organization requires deliberate strategies. At my organization, a healthcare provider, promoting integrity involves consistent training programs that reinforce ethical standards, transparent reporting mechanisms for ethical concerns, and leadership exemplifying moral behavior. For example, senior managers openly addressing ethical dilemmas and demonstrating accountability foster a culture where ethical considerations are prioritized in decision-making. Furthermore, integrating integrity into organizational policies ensures accountability at all levels, aligning operational practices with ethical standards. This approach not only enhances organizational reputation but also improves employee morale and patient trust, which are critical in healthcare settings.

To effectively incorporate integrity as a governing ethic, organizations must embed it into their mission statements, corporate governance, and daily routines. Leaders play a crucial role in exemplifying ethical behavior and reinforcing the importance of integrity. Regular ethical audits, stakeholder engagement, and ethical training support this cultural shift, ensuring that integrity becomes a lived reality rather than a mere slogan. As Paine suggests, organizations that commit to integrity from the top down create sustainable ethical environments that promote long-term success and societal trust.

In conclusion, Paine's discussion of integrity as a governing ethic underscores its significance in cultivating a trustworthy and morally coherent organization. By proactively embedding integrity into their core practices and cultural norms, organizations can navigate complex ethical landscapes and achieve sustainable success. This ethic fosters accountability, transparency, and moral resilience, essential qualities for organizations striving to operate ethically in a dynamic and often challenging environment.

References

Paine, L. S. (1994). Managing for organizational integrity. Harvard Business Review, 72(2), 106-117.

Ciulla, J. B. (2004). Ethics and leadership effectiveness. In J. B. Ciulla (Ed.), The ethics of leadership (pp. 15-31). Praeger.

Blanchard, K., & Peale, N. (2004). The leadership luck factor: A new perspective on choosing, developing, and keeping good leaders. Thomas Nelson.

Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.

Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporation: Concepts, ethic, and implications. Academy of Management Review, 20(1), 65-91.

Schwartz, M. S. (2017). Ethical leadership. Business Horizons, 60(1), 3-8.

Treviño, L. K., & Nelson, K. A. (2017). Managing business ethics: Straight talk about how to do it right. Wiley.

Werhane, P. H. (2017). Moral imagination and the role of moral imagination in corporate ethical decision-making. Business & Society, 56(2), 235-250.

Valentine, S., & Barnett, T. (2003). Ethics codes and corporate reputation. Journal of Business Ethics, 43(2), 111-123.

Kidder, R. M. (2005). Moral courage: Bringing our values to life. Jossey-Bass.