Ethical Dilemmas Of The Workplace

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Ethical Dilemmas in the Workplace
As a manager, you are the role model for staff. You set the standards, adhere to guidelines, and exemplify what you expect staff to model. By doing so, you are establishing and sustaining an organizational culture of ethics and integrity, which is the backbone of all successful endeavors. However, even the best structured organizations face ethical dilemmas in the workplace. It is how management recognizes and addresses these occurrences that will either set them and their team up for success or for failure. One of the biggest hurtles management can overcome is to be aware of their surroundings because when management fails to notice and act, it is an “ethical failure” (Bazerman & Sezer, 2016, para. 5).
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Clark (2017) points out that studies have shown that employees from the baby boomer generation believe that the younger generations lack good work ethics and are slackers, thus inhibiting opportunities for collaboration within the team. Management must be mindfully aware of the potential for conflicts when setting up teams of diverse ages and delegating responsibilities accordingly to ensure more inclusion and possibly eliminate conflicts from occurring in the first place (LaMontagne, 2016).
Bullying and other negative behaviors can also cause substantial problems. Employees can be made to feel inferior to another coworker or even you as the manager. They may be ridiculed, teased, or withstand having their work continually criticized, causing them to feel isolated and insignificant (Wilson & Nagy, 2017). According to Wilson and Nagy (2017), employees who are bullied tend to take more sick leave, may suffer from depression, feel insecure, and can experience long-lasting, negative health effects. To prevent this from occurring, management must continuously be cognizant of how they communicate internally and externally, as well as how staff relates with one another. By not doing so, the organization could lose dedicated, hard-working employees, as well as stake holders and clients. In addition, Clark (2017) suggests that “understanding of the relationship between bullying and personality dynamics enables organizations to integrate these findings into policies and procedures

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