The Ethical Implications Of Cultural Abuse Of Leaders And Manager Power

The first article I would like to elaborate on would be one about business ethics in Singapore. This country has the reputation of being very strict in nature and sometimes unforgiving in the consequences that they often give to people. Over time they have loosened their grip on social matters but still seem to be strict in their manners of business. They follow through with business transactions and promote all around good ethics in business as a normal practice. This article explained the results of a survey that was completed in January 2010, by companies that were members of the Singapore

“Us and Them” by Jerry Muller discusses the pervasive, historical, and growing significance of ethnic nationalism in politics; “Is Ethnic Conflict Inevitable?” contains two responses to Muller’s article by James Habyarimana et. al. and Richard Rosecrance et. al. Muller and his critics reach radically different conclusions the role of ethnic nationalism. Such differences can be explained by their assumptions of ethnic identity formation. The three’s disparities on ethnic conflict result from different theories of identity, namely: Muller to primordialism, Habyarimana to constructivism, and Rosecrance to a rational instrumentalism.

Social scientists and organizational psychologist have given additional acknowledgment to the influence of social and cultural issues in organizational system (Carter, 2000, p. 2). This clearly indicates that how these issues affect many fields of society and how important is their resolution. Many key global events of the last decade have captured attention on issues of nationalism and cultural diversities. As Hallinan and Jackson says, “Within the context of the post 9/11 era a complex and arguably contradictory and paradoxical set of conditions, practices and policies have emerged in relation to how we see, represent, understand and acknowledge the diversity of ‘Others’” (2008). In this paper, I have discussed issue of racism which our

Leadership is defined in many ways, but what it is in common in each definition is the emphasis on influence over other’s thoughts, feelings, behaviors, and attitudes. According to Spector (2012), power is “the extent to which one person can influence another to do something” (p. 321). This means that that power is what inspires subordinates to follow an employer. There are five sources of power. Expert power is given when there is a perception that the person has knowledge or expertise in an area. Referent

Organizations, the world over, are embracing innovation in order to stay competitive by putting into action organizational management that includes, among others, culture, workforce diversity, and diversity management (Marsella, 2009). Although not much has been written about the interconnection of managing diversity (cultural, and workforce included) and organizational competitiveness (Cox & Blake, 1991), the contemporary way of conducting business calls for a large globally diverse workforce from various cultures, backdrops, beliefs, and ethnicities (Mazur, 2010). However, there are challenges associated with organizational management pertaining to culture, diversity workforce, and diversity management that conflict, or are at odd with national employment laws, as well as international labor law. This article deliberates over legal considerations while taking pertinent organizational managerial practices on culture, workforce diversity, and diversity management.

In addition to power established because of organizational hierarchy or role, power is also established based on the level of influence or status one holds in an organization (Anichich, Fast, Halevy, Galinsky, 2016). “Status is the outcome of an evaluation of attributes that produce differences in respect and prominence” (Ketner et al, 2003 p. 266) They co-exists but are not co-dependent on each other. It’s possible to have status without power and power without status (Ketner et al, 2003). Whether one’s control comes through status or positional power, lauding control or significant influence over another inevitably leads to conflict.

Today’s workplace in consistent with several diverse backgrounds, which include different aspects of a working relationships within an organization, including age, nationality, education, sexual orientation, socioeconomic status, and religion. Although the companies include the diverse backgrounds, upon entering employment, each individual brings their own set of values, goals, and perception of acceptable behaviors (Lankard, 1991). In respect to the organization, these multicultural individuals are asked to work together in obtaining the corporations goals and policies. However, in the workplace, several ethical dilemmas may arise, which is not limited to, downsizing employees, salaries, successful employing organization, these dilemmas are additional stress to a diverse working population. Resolving ethical dilemmas requires critical discussion, analyzing, problem solving, and decision-making (Lankard, 1991). Resolution cannot be completed with one or two individuals; this process needs to include all stakeholders, current, and future for legal and ethical purposes. Stakeholder’s views must be expressed and reviewed because it

According to the author, most of the foreign visitors who came to America believe in gender bias that woman are not capable of holding a position of authority and responsibility in an organization. While In American culture, Americans are train to believe in gender equality, most people from different culture have been trained to believe that women are inferior to hold a certain position a business organization. The author further explains some points as also being misconceptions opinion that most foreigners believe. He noted that in American culture, while American believe that people of any position are capable of making decision, most visitors from different cultures have the view that people holding high positions, like the boss, the supervisory or the chief executive, have the power to make decision in an organization, subordinates only just follow instructions authority. These visitors prefer to deal directly with the higher-ups than the subordinates. Another point is whereas in American culture there are rules for people in organization to follow, most of the foreign visitors have the opinion that as it is in their culture they can negotiate with organization leaders, so they believe the same thing goes on in America culture. In addition, American business or organization give employment to people who are capable of doing the job but not on basis of personal connections as it is believe in most culture. Aside the above points of misconception believes is that in

In this paper I will discuss the effects and responsibilities leaders have on an organizational culture. I believe leaders have an enormous effect on the well-being of an organizational culture. Leaders must take an active role within their organization's culture. Whether positive or negative, in an organization, things tend to follow suit "down hill." A leader has the power and influence to maintain, create, or repair an organizational culture. However, this can prove to be a delicate and challenging task.

Sociologists view power as a system of stratification that is based its ability to direct another person’s behavior, honor and prestige, which most of the times leads to patterns of social inequality. From this perspective, inequality means who gets what, how they get whatever they need, and why they need it in the first place (Diez, 2013). Power can either lead to social equality or inequality. In order to explain this in detail, the author of this paper explains two incidences, the first one in which the author was in power and the second one in which the author was a perpetrator of discrimination.

All in all, the results displayed by the analysis of each study correspond to the overall effort of the posed research. For example, supported results aligned with study hypotheses, but signified that certain mechanisms underlie the criterion for each of the tested variables on different levels according to Ashkanasy, Falkus, and Callan (2000). Whereas, Beeri et al., (2013)

As far back as history can be told mankind has struggled between balancing culture, power and politics. Many wars have been fought and many people have placed their lives on the line in order to stand up for what they believe in. The combinations of culture, power and politics have spilled over into the workplace. In today’s business environment individuals have much more to worry about than just completing their assigned tasks. Organizational culture, power and office politics influence day to day operations as well as govern the atmosphere within the organization. The amount of impact that power and politics have in the workplace, directly reflect the organization’s culture formally as well as informally.

In today’s dynamic business environment leadership must understand the value and importance of their organizations’ culture. While it may never be formally defined, leadership must have a vision of their intended culture and a plan for creating and maintaining it. This vision will serve as the potter’s clay that determines everything from the dress code to the organizational structure. This paper examines two methods organizations can choose to create and maintain a healthy culture.

However, there are very few studies that underline the importance and the effects of nepotism, favoritism and cronyism on those outcomes mentioned above at the organizational level. The present study also provided some suggestions and managerial implications for owners, politicians, managers, and employees in northern Cyprus where the banking industry constitutes an essential part of the economy. This study was, therefore, useful and innovative in the approach taken. Nepotism, Favoritism aNd CroNyism The term nepotism is derived from the Latin word for grandson or nephew. It is related to the English word nephew, which comes from Latin via Old French, (http://www.dictionary.com). Webster’s Third New International Dictionary (Merriam-Webster, 2000) defines nepotism as favoritism shown to nephews and other relatives, by giving them positions because of their relationship rather than their competencies. Most of the literature suggests that large firms are more likely to hire relatives as employees than are smaller firms. However, some researchers believe that nepotism is dominant in smaller firms in less developed countries (Hayajenh, Maghraki, & Al-Dabbagh, 1994; Williams & Laker, 2005).

Ethical leadership is leadership that is involved in leading in a manner that respects the rights and dignity of others. As leaders are by nature in a position of social power, ethical leadership focuses on how leaders use their social power in the decisions they make, actions they engage in and ways they influence others. Leaders who are ethical demonstrate a level of integrity that is important for stimulating a sense of leader trustworthiness, which is important for followers to accept the vision of the leader.