The Ethical Implications Of Cultural Abuse Of Leaders And Manager Power

LEADERSHIP AND ORGANIZATIONAL CULTURE 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.

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

Ethical Leadership in Organisations 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.

Business Ethics Across Culture Article Review Matthew Todd XMGT/216 June 2, 2012 Mike Ishmael Business Ethics Across Culture Article Review 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

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

Industrial-Organization Psychology Concepts 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

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.

“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.

Legal Implications of Culture, Workforce Diversity and Diversity Management in a Global Environment Lindiwe Musekiwa Walden University Introduction 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.

17: Getting Things Done in Organizations 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,

Culture, Power & Politics 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.

We have to protect all employers and employees from any kind of discrimination or harassment in order to create a suitable working environment for all. But this is not enough, just as we have to fight discrimination, we also have to treat and cure it. Workers have to be aware of the negative effects of discrimination in the work environment, as it affects the performance of the company. There should be a program to reduce the incidence of discrimination. For example, companies should develop an employment strategy to promote workplace diversity among employees who represent different cultures, religions, colors, and race. Also, employers must provide mandatory training programs to their employees to ensure that they understand that unfair employment practices are unacceptable and unlawful actions. Nevertheless, leaders are role models to their subordinates, so they have to show behavior that indicates disapproval of discriminatory treatment. Discrimination can be in any parts of employment relationships. For instance, at sourcing level it is easy to eliminate certain applicants based on ethnicity or race because in the application this information is

Leaders and Organizational Culture 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.

Results Analysis 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)

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).