Corporate Social Responsibility Report

“Maintaining an ethical culture may be impossible if CEO’s and other top officers do not support an ethical culture” (Ferrell, Fraedrich & Ferrell, 2015, Pg232). An employee can choose to refuse participation in the illegal and unethical acts and follow their own values (Ferrell, Fraedrich & Ferrell, 2015). Furthermore, An employee can choose to report the wrongdoing either internally or externally which is defined as becoming the whistleblower of an organization. As an Executive of Fraud Complaint Management, Eileen Foster chose to follow her on values and uphold the code of ethics at Countrywide Financial. As a result of her whistleblower activity, Ms. Foster was terminated from her duties in September 2008 (GAP, 2012).

A person who uncovered any kind of details or facts that is unlawful, illicit, criminal, dishonest or incorrect within any corporation is known as whistleblower. A whistleblower has two options to bring information or accusation to surface by internally or externally. Internally, a whistleblower can lead his/her statement to awareness of other people within the accused corporation. Externally, a whistle-blower can also contact a third party outside of the corporation such as media.

Unethical behavior is saughtout by employers. Yet, many of the violations go unreported. This is due to the problems that arise from reporting incidents. often the problem is that the misconduct is being comited by someone who is higher up than the person that is withnessing th ebehavior. Therefore, the person feels like if they report they could get in troubvle or be penelised by that person for outing them. The reality is that these problems should be reported but the way companies are set up it is not truly possible. the best idea if a company wants to have thier employes speak up about wrong doings is setting up a silent witness hotline and ofering rewards if the information is valuble. For the time being it will not be a reality that all

sanctions collected. In the year following the implementation of the incentive provisions, a whistleblower fund of $452 million dollars was put in place. The possibility of qualifying for a significant whistleblowing award has been incentivizing some employees to bypass internal reporting controls in favor of reporting directly to the SEC. Corporate attorneys have to deal with employees that choose to bypass internal reporting and compliance and must also adapt with the changing landscape of whistleblower law to make sure they are protecting the company without violating employee rights.

Describe the key characteristics of a whistleblower, and briefly summarize one (1) researched instance of whistleblowing in one (1) publicly traded company within the last 12 months. Include the details of the issue that the whistleblower reported and the effect of the whistleblower’s actions on both the whistleblower himself and the company.

It is within the scope of regulations and legislative compliance. All the staffs should be paid according to the industrial award systems according to their employment status such as full time, part time, casual and contractors.

The future research will examine a specific change topic in order to better understand the process of organizational change as a whole. Therefore, this research will explore the images of managing change concept as presented in Palmer & Dunford (2009). According to this source, the change concept is the "image or mental model of what they think is achievable," (Palmer & Dunford 2009 p 9). This essentially helps create a clear direction for the change that is to come. Therefore, the change concept is then a tool to conceive how to create and implement the change needed within the organization itself. There are several main images as outlined by Palmer & Dunford (2009). The two primary images this research will focus on is controlling and shaping the change at hand. These images help focus on how managers can determine when and why change is necessary, but also how this change will impact the overall health of the organization.

On the other hand companies are pressured from governments ,competitors, and employees to address the environmental, social, and issues such as climate change, obesity and human rights (Bonini, Timothy & Mirvis, 2009).

Paradigm, a health information start-up, is a joint venture formed in the second quarter of 2012 by two Fortune 200 companies for the purpose consolidating diverse technology portfolios and improving health informatics solution offerings to hospitals and health care providers. As a start-up, Paradigm is still in the process of building a company culture understanding its social responsibility role within affected communities.

Collection of information for this project included books, journals, videos, interviews and performance observation with organization administrators and employees.

Companies are often faced with ethical challenges, one of which is whistleblowing. Whistleblowing is when someone in the company reports the wrongdoing of another person. Two issues to address, whether the employee should blow the whistle and what the company should do to deal with the whistleblowing case. (Leech 2008) Some companies feel that whistleblowing is acceptable while some do not. Number of unethical activities can be reduced and solved in a short span of time when someone blows the whistle, allowing the management to know of the issue and take appropriate actions to avoid any unnecessary damage. On the other hand, some believed that whistleblowing can cause misunderstanding due to insufficient evidence and the company’s reputation may be affected if people from the external environment gets to know about their company’s problems.

The issue of managing organizational change is important within management theory and practice. A number of cases have shown that attempts to 'manage ' organizational change had frequently failed. Therefore the objective of this paper is to find why does the failure almost occur in an organisation? Additionally, this papers objective is to provide discussion and find reply on the following questions:

The Influence of Culture on Human Resource Management Processes and Practices. Dianna Stone and Eugene Stone-Romero, eds. New York: Psychology Press, 2008. 340 pp. $38.25, paper. Although national and international workforces have become increasingly culturally diverse, human resource systems and processes often lag in adapting to multiculturalism in ways that will reduce the cultural bias of existing human resource systems and enhance organizational effectiveness. Nearly 15 years ago Sharon Lobel and I developed a framework for our edited book, Managing Diversity, on the human resource implications of managing the growing diversity of the workforce (Kossek and Lobel, 1996). Although some changes have been made to account flexibly for

The word "Change" is generally defined as the act or instance of making or becoming different. However, our current interest lies with change happening on the scale of an organization. Different characterizations have been proposed over the years for organizational change, due to the fact that a clear definition was needed to distinguish it from the simple study of organizations. Such a definition would indicate that organizational change is a shift from a present state of organization to a future state over a given period of time (Beckhard and Harris, 1987). It would also include the size and magnitude of change that occurred (Dunphy and Stace, 1990) and also whether the change has taken place through a single radical metamorphosis or

Change Management (CM) refers to any approach to individuals transition, teams and organizations that use methods to redirect the use of resources, business processes, budgetary allocations, or other operating modes that reform significantly one company or organization. Organizational change management considers the entire organization and what needs to change. principles and practices of organizational change management include CM as a tool for change focused exclusively on the individual. CM focuses on how individuals and teams are affected by an organizational transition. It deals with many different disciplines, from the social and behavioral sciences to information technology and business solutions. In a context of project