Different organizations operate on particular practices acknowledged and accepted by all that exist within its confines. Certain practices developed and observed by various firms propel the institution towards growth and expansion while others derail such efforts altogether. Organizations operate like social environments where people interact despite their diverse cultures. The success of an institution depends on its organizational culture with most managers adopting ethical practices to appeal to the society where they are established and operate. Therefore, the organizational culture of an institution can only be shaped by the managers and various leaders appointed to drive change in them. Ethical organizational culture sets the moral tone and defines the team's behavior and interaction within the firm.
The hierarchical system of most firms places managers at the apex followed by the rest of the team. The realization of the ethical organizational culture of an institution relies on its leadership. For instance, leaders are construed as ethical officers of the establishments that they head and lead. Leaders in such regard tend to create a good workplace in which employees' behavior and conduct remain beyond reproach. The role model structure is established by the managers who set an example to the rest of the team (Bolman, & Deal, 2017). The administrator would labor to showcase good conduct that would deter junior staff from engaging in compromising acts which can disrepute the firm. Further, ethical leaders build authority and status which makes them credible, acceptable, attractive, and legitimate in the eyes of their colleagues at work.
Ethically, managers should lead change and communicate complicated issues to the rest of the members of the organization. Leaders should develop a culture that appreciates employee's diversity in language, gender, and social status. However, the desire for acceptability by the organizational members should not make leaders shy from communicating expectations ethically. Ethical codes should be developed in streamlining acceptable and expected conduct by the firm's workers. Ethical expectation should also sync with the regulations governing the operations of the ventures. The management should develop a standard criterion for implementing its goals, values, and missions without compromising universal ethical expectations (Craft, 2018). Leaders of new firms must step up and establish ethical expectations for their new entities. Undesirable conducts should be punished while good ones rewarded through set criterion like appraisal performance.
The operations of every venture remain unique to individual firms but mostly differ due to the set of traditions that characterize each. It is critical to note that policies, written rules, and even regulations do not remain the only ones that define organizational culture. However, there exist unwritten codes which stipulate how ventures' operations are conducted. Importantly, the ethical culture of an organization remains perpetual in which the older generation of the firm passes certain critical traits to newly recruited employees. Even though ethical culture should be something acceptable by a larger group of members, certain unique cultures only apply to particular firms (Driskill, 2018). Therefore, the leaders in such ventures where the ethical organizational culture uniquely define the operations of such must invest in serious induction strategies aiming at imparting recruits with expected values, attitude, and skills in keeping with such uniqueness.
Humility concept in ethical climate reverberates with the decision making guidance duty of leaders. While ethical organizational culture is the principle guidance for firms where no clear rules exist, it is the responsibility of leaders to alert the team of the dangers of unconventional practices of shortcuts to success and prosperity. Credible leaders, therefore, creates small firms that construe achievements and success as a collective virtue. Humble firms remain sensitive to the symptoms of ethical challenges and advance tolerance in difficult circumstances. Destructive conducts like incivility, the aggression of any kind, sexual harassment, and discrimination become zero tolerated by ethical organizations where humility climate exists (Helmreich & Merritt, 2017).
Some organizations fail to acknowledge the best ethical standards due to gaps that exist in their procedures. While legal policies remain enforceable, ethical ones cannot be enforced legally. However, leaders should acknowledge the role of justice in the implementation of ethical culture and aspiration of the institution. Moral managers practice reasonable and responsible means of informing the team ethical culture of their establishment. Leaders in the management position should endeavor to uphold employees' dignity and shun injustice perceptions (Rizwan, Zeeshan & Mahmood, 2017). Ethical leaders acknowledge that employees' emotional imbalance or balance determine their work output and the overall performance of the organization. For instance, unfair treatment perception by employees may lead them into withdrawal, absenteeism, job neglect, and even quitting altogether. Dignity for employees should inform the aspiration of an ethical organizational culture for moral leaders (Stucke, 2017).
In conclusion, ethical organizational culture sets moral tone for the leaders that occupy the apex positions in various institutions. The uniqueness of various ventures makes them practice different ethical organizational culture that suits their needs. Leaders hold the ultimate decision in shaping ethical expectations and standards in their jurisdiction. Ethical leaders should uphold the employee's dignity in recognizing their useful role in shaping the success of an institution. Therefore, the creation of a mild climate should inform the background formation of an ethical organizational culture for institutions.
Bolman, L. G., & Deal, T. E. (2017). Reframing Organizations: Artistry, Choice, and Leadership
Craft, J. L. (2018). Common Thread: The Impact of Mission on Ethical Business Culture.
Driskill, G. W. (2018). Organizational Culture in Action
Helmreich, R. L., & Merritt, A. C. (2017). The culture at work in aviation and medicine:
Rizwan, M., Zeeshan, C., & Mahmood, S. (2017). The impact of perceived ethical leadership and organizational culture on job satisfaction with the mediating role of organizational commitment in the private educational sector of Islamabad, Pakistan. Journal of Intercultural Management, 9(1), 75-100.
Stucke, M. (2017). Promoting an Ethical Organizational Culture. Transactions:
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