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In the first part of my assignment I will explain the traditional rational model of a business organisation. Also I will give an example of the code of professional employee responsibility to their employers.

Extracts from this document...

Introduction

CONTENTS * INTRODUCTION........................................................................1 * RATIONAL MODEL.................................................................2 * EMPLOYEE RELATIONS.........................................................5 * AN EXAMPLE OF THE CODE OF PROFESSIONAL RESPONSIBILITY....................................................................7 * AN EXAMPLE OF INDIVIDUAL'S PROBLEM IN ORGANISATION..9 * CONCLUSION.........................................................................13 * BIBLIOGRAPHY........................................................................14 INTRODUCTION When Peter Drucker, a famous management guru, was 13 a teacher asked him what he wanted to be remembered for. Drucker, now over 80 and still a prolific writer, is still trying to answer that question, "Because it pushes you to see as a different person - the person you can become". So it is with ethics and organisational cultures. Developing an organisational ethical culture is a continuous process, not something that reaches competition. In the first part of my assignment I will explain the traditional rational model of a business organisation. Also I will give an example of the code of professional employee responsibility to their employers. In the second part of my assignment I will analyse the ethical problems of individuals within organisations. Balancing employee rights and responsibilities with employer rights and responsibilities is complex. While usually there is not simply one "right answer", by the end of my research on this topics I will try to evaluate which answer are better than others. Ethical behaviour isn't an act but a habit. Just as good health requires cultivating the habits of getting enough sleep and eating wholesome food, Aristotle believed that right action was the result of developing good moral habits. In a business context, this means training and at the deepest level, something we call "corporate culture". Jim Kelly, chairman and CEO of United Parcel Post Service RATIONAL MODEL It is probably fair to say that there is a general obligation for employees to be respectful of the needs and goals of the organisation that employs them, as interpreted by management. A central feature of employee relations is managing through people and regulating the employment relationship. Whether as individuals or members of a group, the actions and decisions of people are governed by a set of underlying rules. ...read more.

Middle

* Represent accurately their education, competencies, certifications and experience to superiors, clients, co-workers and colleagues in the profession. Misrepresentation of one's credentials is usually grounds for dismissal. Exaggeration of one's accomplishment or abilities is equally odious, is unethical and is not to be tolerated. * Service the client or employer at the highest level of professional competence. Using effective information and records management principles and practices, die professional provides service at the highest level of competence. One factor differentiating a professional from other employees of organisations is that a professional is able to separate professional responsibility and judgment from professional feelings and loyalty. This serves the employees or clients best long-term interests. Anything few demeans die practitioner and by extension the profession. * Recognize illegal or unethical situations and inform the client or employer of possible adverse implications. The knowledge and values of information professionals uniquely them to recognize the ingredients of ethically complex issues related to information and records management. The information and records manager pursues a reflective morality, not one limited by custom, tradition or the moral terrain of a specific work environment. The professional has a responsibility to inform the employer that a given decision, action, policy or procedure may have negative implications. The information and records manager may decide to disassociate from a client or employer who continues to pursue such a course. * Avoid personal interest or improper gain at the expense of clients, employers, colleagues or co-workers. Improper or illegal interest or improper gain can take many forms. Information and record managers routinely access information during the course of their work. The information and records manager must be careful never to use or to disclose such information in a manner which will knowingly bring or have the appearance of bringing, gain at the expense of one's employer. Also, conflicts of interest may arise which influence the decision making process. ...read more.

Conclusion

A choice must be made. These sorts of dilemmas are usually more wrenching and subtler than right-versus-wrong moral temptations. In today's society they are also more commonplace. CONCLUSION The new economy is changing the world of work and the people who work in it fundamentally. Although some people think that the new economy has been and gone, others think that it never happened at all. Technology, globalisation, intangibles and the war for talent are all driving the new economy, business models can be seen as groupings of assets and business will need to be accountable to each asset owner in some kind of mutually agreed way. Wither accountability involves a wider ethical dimension that business must grapple with and with this comes a greater risk of ethical conflicts that the can damage an organisation. Avoiding them presents a new management challenge. However, there is evidence that business is facing up to ethical issues. Clearly unethical conduct can damage a firm's reputation and hit its bottom line and the share price. In some cases it can even force a company out of business. Just one legal transgression can cost a company millions of dollars and firms that do not have ethics programmes run the risk of more stringent penalties than those that do. Furthermore, bad publicity can have a profound impact on brand value and business's ability to attract and retain the best people, thus eroding its competitive edge. As a conclusion I can say about ethics that it is not a matter of conformity to a set of abstract, elaborate rules and practices. Instead, it is about the intuitions good people have as they try to find the best answer to the question of what they ought to do. The word "ought" is the centrepiece in the language of ethics. History is all about what was. Journalism is about what is. Futurism is about what will be. Law is about what must be. Ethics is about what ought to be. The future is not known, it is not what older people think about but what younger people do. ...read more.

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