Selasa, 15 Mac 2011

ABUSING EMPLOYEES



It is probably not uncommon for bosses to fly into a rage at their subordinates, berating them at meetings in front of other employees. Employees may even be threatened with the loss of their jobs for such failures as:

(a) Not agreeing to fudge financial statements;
(b) Refusing sexual advances;
(c) Not trying to get out of jury duty; or
(d) Refusing to commit perjury on behalf of a union or company.

Such instances involve a clear violation of privacy. It is certainly necessary to let an employee know that he is not performing satisfactorily. However, that is not something other employees or managers, who are not in the person direct line of supervision or who will not likely ever supervise that person, have a right to know.

Everyone is entitled to his good public reputation. Finally, using threats to try to force employees to violate the law is a kind of invasion of privacy. It intrudes into the person real of conscience and puts him in legal jeopardy.

For the natural-law or any rights-based moralist, these instances are evidence of employee abuse, of violations of human dignity and respect for persons and, therefore, immoral. It is unlikely that a utilitarian moralist would ever argue that these practices are morally justified and would produce good results on the whole. As for cultural relativism, it is unlikely that societal mores anywhere in the United States would accept this kind of treatment at the workplace.


Ahad, 13 Mac 2011

Managerial Ethics and Organisational Design

Ethical codes are statements about the norms and beliefs of an organisation. These norms and beliefs are generally proposed, discussed and defined by the senior executives in the firm before being published and distributed to all its members.

NORMS
Norms are standards of behaviour; they are the ways in which the senior management of an organisation want staff members to act when confronted with a given situation. An example of a norm in a code of ethics would be:

Employees of the company will not accept personal gifts with a monetary value over RM25 in total from any business friend or associate, and they are expected to pay their full share of the costs of meals or other entertainment that have the value above RM25 per person.

The norms in an ethical code are generally expressed as a series of negative statements, for it is easier to list the things a person should not do than to be precise about the things a person should do.

BELIEFS
Beliefs in an ethical code are standards of thought; they are the ways of thinking in which the senior management of an organisation want employees to adopt. This is not censorship. The
intent is to encourage ways of thinking and patterns of attitudes that will lead towards the desired behaviour. Consequently, beliefs in an ethical code are generally expressed in a positive form. Our first responsibility is to our customer is an example of a positive belief that commonly appears in codes of ethics. Another would be „We wish to be good citizens of every
community in which we operate.

Ahad, 6 Mac 2011

IMPACT OF PLANNING SYSTEMS ON MANAGERIAL BEHAVIOUR

What do the "star", "cash cow", "problem child" and "dog" categories, or for
that matter, above average, average and below average rankings have to
do with unethical managerial behaviour? They are determinants, given the
objectives of the strategic planning models.

a. Think for a minute of the possibility of a business unit being ranked below
average on either industry attractiveness or company strength; what will
happen to that unit? Lack of investment and a "wait and see" attitude on
the part of corporate management are the best we can expect;
disinvestments and eventual sale or dissolution, are the most likely
outcomes.

b. What will happen if a business unit is positioned in the "dog" category? It
will be "harvested" generally through sale or dissolution of assets. The sale
and subsequent merger of a business unit brings a degree of personal
trauma, and the very real chance of dismissal in cost-cutting efforts by the
new owner.

Is it possible to avoid the below average ranking or the cash cow and dog
categories? Yes, simply by increasing quarterly profits as a return on sales or as a
return on the capital employed. In the GE planning matrix:

a. Profitability has a direct influence on the measurement of industry
attractiveness through the input factors of historical margins and
competitive intensity, accounting for 30 percent of the weightings.

b. Profitability has an indirect influence on the measurement of company
strengths through input factors of product quality, brand reput ation,
promotional effectiveness and product efficiency, accounting for 35 percent
of the weightings.

In the BCG planning matrix, high profits are assumed to be the result of high
market share and high market growth. Consequently, the markets served by a
given SBU are segmented and redefined until profit, growth and share figures
are consistent.

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