bus 1 week 4

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10 C

h a p t e r

WEEK 4

(BUS 1)

Prof. Restie Torres

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Corporate Culture: Impact

a! Implicatio

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W"at is Corporate Culture##

• Beliefs a! $e"a%iors t"at!etermie "o& a compa's

emplo'ees a! maaemetiteract a! "a!le outsi!e$usiess trasactios.

• T"e culture s"apes t"e people &"oare mem$ers of t"e orai*atio.

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• + ,rms culture ca $e itssustaining value

• &"ic" o-ers it !irectio a!sta$ilit' !uri c"allei

times.• Ca $e a costrait also

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• Culture is implie! !e%elopsoraicall' o%er time from t"ecumulati%e traits of t"e people t"e

compa' "ires.

• It is re/ecte! i its !ress co!e$usiess "ours o0ce setupemplo'ee $ee,ts "iri !ecisiotreatmet of cliets cliet

satisfactio a! e%er' ot"er aspect

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o& corporate culture impactset"ical !ecisio ma2i

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Corporate Culture

• + s"ape! of patter of $eliefse3pectatios a! meais t"ati/uece a! ui!es t"e t"i2i

a! $e"a%iors of t"e mem$ers oft"at orai*atio.

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o& it i/uece et"ical !ecisio ma2i #

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• ecisio ma2i i t"e ,rm isi/uece! limite! a! s"ape! a!i some cases %irtuall' !etermie!

$' t"e corporate culture of t"e ,rm.I!i%i!uals ca $e "i!ere! or"elpe! i ma2i t"e ri"t or t"e

&ro !ecisio $' t"e e3pectatios%alues a! structure of t"eorai*atio o &"ic" t"e' &or2.

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• I situatio &"ere t"e la& &"ere t"ela& is a icomplete ui!e foret"ical !ecisio ma2i t"e

$usiess culture is li2el' to $e t"e!etermii factor i t"e !ecisio.Et"ical $usiesses must ,! &a's to

ecourae to s"ape a! to allo&et"icall' resposi$le !ecisios.

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10 C

h a p t e r

C u l t u r e

& E t h i c s

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W"at is Culture#

• 6alues orms ui!i $eliefs a!u!ersta!is t"at are s"are! $'mem$ers of a orai*atio

• 7rai*atioal culture e3ists at t&o

le%els – 7$ser%a$le s'm$ols

– U!erl'i %alues

©2013 Cengage Learning. All Rights Reserved. May not be scanned, coied or d!licated, or osted to a !blicly accessible "ebsite, in "hole or in art.

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8e%els of Corporate Culture


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19

ro a ap %e cu uresofte icorporate t"e

follo&i %alues:1. T"e &"ole is more importat t"a

t"e parts

. E;ualit' a! trust are primar'%alues

5. T"e culture ecouraes ris2 ta2ic"ae a! impro%emet


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Costructi%e 6ersus


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1?

Ethics

– Et"ics refer to t"e co!e of moralpriciples a! %alues t"at o%er t"e$e"a%iors of a perso or roup &it"respect to &"at is ri"t or &ro


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1@

Sources of I!i%i!ual Et"icalPriciples a! +ctios

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Common Workplace Ethics

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Puctualit'

Resposi$ilit'

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Iterit' A 8o'alt'

22

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Team&or2

23

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24

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Professioalism

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Performace fee!$ac2 sessios s"oul! $e

correcti%e i ature.

26

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oo! Be"a%ior s"oul!

$e ac2o&le!e!.

27

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Role mo!el

• Seiors $e"a%i i a morall' upri"t maer &illset a e3ample for emplo'ees to follo&.

28

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T"e E-ects of

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1. 8ac2 of oral 8ea!ers"ip

• W"e maaers are uet"ical emplo'ees&ill emulate t"e $a! $e"a%ior.

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. 'percompetiti%eess

• If a compa's culture re&ar!s emplo'ees&"o pursue persoal a!%atae rat"er

t"a focus o cotri$uti to t"e

performace of t"e etire teamemplo'ees mi"t o%erstep et"ical$ou!aries to et a"ea!.

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5. Poor isciplie

• + la3 corporate culture ma2es it eas' foruet"ical $e"a%ior to prosper.

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4. 8ac2 of iscussio

• Corporate cultures t"at !iscourae "oest!iscussio allo& uet"ical $e"a%ior to

sprea! uimpe!e!.

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Compliace Base! Culture

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Culture of a orai*atio caeerall' $e c"aracteri*e! as eit"er

Compliace=$ase! Culture or Rules=$ase!

Et"ical= $ase! Culture or %alues=$ase!

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Rule $ase!

rule itself is t"e ultimate $asis of!ecisios

i%ites lealistic orietatio &"ereo$e!iece to t"e letter of t"e la& is t"e

o$Decti%e

t"ere is a miimalist attitu!e

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6alues $ase!

!omiate! $' core et"ical $eliefs a!co%ictios &"ic" u!erlie eac" rule or

polic'

rules a! policies are iterprete! a!

applie! i relatio to tra!itioal et"ical%alues suc" as "oest' respectfairess a! resposi$ilit'

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• Rules Base! %s. 6alue=$ase!

;uite eou" t"at

emplo'ees 2o& a! follo&t"e rules

if its leal its et"ical

la&ful $ut a&ful

emplo'ees are e3pecte! to2o& a! follo& rules a!policies

t"e' are e3pecte! to ma2eoo! fait" e-ort to "oor t"e

spirit of t"e rules

%alues a$out &"at is ri"ta! oo!

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C"aracteristics associate! &it"compliace=$ase! prorams:

• e%elopmet a! commuicatio of clearpolicies a! ui!elies to esurecompliace

• E!ucatio to esure a&areess of rules

• aaemet !irectio a! super%isio

• oitori of emplo'ee $e"a%ior

• Sactios for o=compliace

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6alues=$ase! prorams are

eerall' associate! &it":

• e%elopmet of "i"er sta!ar!s of

$e"a%ior t"rou" s"are! %alues

• Ecouraemet of !ialoue to iterprets"are! %alues

• Ea$li resposi$le co!uct $' pro%i!i

support for emplo'eesF et"ical aspiratios

• aaerial resposi$ilit' for implemetatio

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Bot" compliace a! %alues=$ase! proramsare associate! &it" t"e follo&i outcomes:

• Re!uce! uet"ical $e"a%ior

• Et"ical a!%ice see2i

• +&areess of et"ical issues

• Perceptios of $etter !ecisio=ma2i

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W"ic" culture !o 'ou t"i2 is most li2el' to &i t"elo'alt' a! trust of emplo'ees a! customers#

W"ic" culture !o 'ou t"i2 is less li2el' to su-er a reputatio=!amai resource=!raii sca!al#

• Establishing a sustainable, high performance values-basedculture requires sincere commitment based on the

conviction that it is worthwhile, not because it will producebetter results and higher morale (which it will) but becauseit is simply the better way to be.

• An organiation that truly wants to be good will bee!cellent.

• "ood ethics is not simply a ris#-management strategy(though it is an e$ective one), it is the only foundation thatcan sustain a good life or a great company.

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VA!E"#$A"E%C!&!'E

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e,itio of Busiess Et"ical 6alues

• Busiess et"ical %alues %ar' $' compa'a! are !e,e! larel' $' t"e $e"a%iorsa! %alues t"at o%er a $usiess

e%iromet. I eeral $usiess et"ical%alues are a set of ui!i priciples t"atecourae i!i%i!uals i a orai*atio toma2e !ecisios $ase! o t"e compa's

state! $eliefs a! attitu!es to&ar!$usiess practices &it"i its i!ustr'

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Corporate Culture

Compaies t"at !e,e 2e' elemets ofa corporate culture commuicate t"eircore %alues $eliefs a! preferre!

approac"es to "a!li commo a!ucommo $usiess situatios.Emplo'ees &it" a ,rm rasp o a

compa's %alues &ill ma2e t"e mostappropriate c"oices &"e faci a$usiess !ilemma.

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Co%e'i Compa' Culture

aaers !e,e et"ical $usiess $e"a%ior it"eir &or2places $' e3plaii to emplo'ees"o& $e"a%ior a! actio a-ects t"e $usiesso%erall missio. + e3ample is !emostratit"e li2 $et&ee respectful &or2placerelatios"ips a! lo& turo%er or leiet retur

policies a! icrease! customer satisfactiosur%e's. T"is approac" "elps emplo'eesu!ersta! t"e li2 $et&ee et"ical $usiess$e"a%ior a! corporate success.

C ti Et"i l

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Creati a Et"icalWor2place

W"ile t"ere are ma' s"a!es of ra' i$usiess !ealis compaies ca!e,e et"ical $usiess %alues $'

outlii clear e3amples of ri"t a!&ro $e"a%ior as it applies to t"em.

T"is ca $e ac"ie%e! $' role=pla'i

scearios suc" as customeriteractios emplo'ee !isputes oreotiatios &it" %e!ors a!

cotractors.

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Gair Treatmet

+ $usiess ca !e,e et"ical $e"a%ior $'outlii &"at it cosi!ers fair a! Dusttreatmet of emplo'ees a! customers. T"isiclu!es oo!&ill amo co&or2ers a! to&ar!customers a &illiess to i%e $ac2 to t"ecommuit' a! t"e self=cotrol to a%oi!

situatios &"ere uet"ical $e"a%ior coul!occur. W"e emplo'ees u!ersta! "o& acompa' !e,es $usiess et"ical %alues t"e'$ecome more li2el' to compl' &it" corporatepolicies a! maaemet !ecisios.

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+cti &it" Iterit'

+ compa' t"at !e,es $usiesset"ical %alues as a core elemet of acorporate culture ecouraes

emplo'ees to perform t"eir Do$resposi$ilities accor!il'. T"is oftei%ol%es !oi &"ats ri"t for t"e

$usiess &it"out rear! to persoaloutcomes or ulterior moti%es.

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eali &it" Uet"ical Busiess

6alues

a' poor persoal a! professioal !ecisiosare $ase! o a ratioali*atio of t"e et"icsi%ol%e!. Gor e3ample a perso &"o em$e**lesfrom "is compa' ma' full' u!ersta! t"e$e"a%ior &as uet"ical $ut "e Dusti,es it $'sa'i "e &as u!er=pai! so t"e compa' ot&"at it !eser%e!. Trul' !e,i $usiess et"ical%alues i a &or2place e%iromet i%ol%es

follo&i e3amples of et"ical $e"a%ior a! fairtreatmet starti from maaemet a!tric2li !o&.

T"e E%olutio of Compliace

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T"e E%olutio of CompliaceProrams Ito 6alues=Base! Prorams

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T"a2 Hou

bus 1 week 4

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