2-25 MICHELLE
LITERATURE REVIEW PART 2
FOUR PAGES
Introducing Morality in an Environment where Micromanagement
A Closer Look at the Neo-Liberal Petri Dish: Welfare Reform in British
Columbia and Ontario
by Little, Margaret; Marks, Lynne
Canadian Review of Social Policy/Revue Canadienne de Politique Sociale, 01/2006, Issue 57
Neo-liberal governments across Canada have radically transformed the welfare state. The BC Liberals,
under Gordon Campbell, and the Ontario Conservatives,...
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Neo-liberal governments across Canada have radically transformed the welfare state. The BC Liberals,
under Gordon Campbell, and the Ontario Conservatives, under Mike Harris, have both played leadership
roles in dramatically altering welfare policy. Both neo-liberal governments were elected to solve the
"problems" of welfare but they went about achieving this goal in distinctive ways. This article explores four
aspects of welfare reform in these two provinces: the focus on workfare in Ontario and its absence in
British Columbia; British Columbia's far more stringent requirements for gaining access to welfare; British
Columbia's imposition of time limits on receiving welfare; and, finally, Ontario's particular focus on
welfare fraud and "spouse-in-the-house" rules. In order to appreciate the differences in neo-liberal welfare
reform, the authors argue that it is vital to explore historical developments, both in the nature of welfare
provision, and more generally, within evolving provincial cultures. It is hoped that this article will serve as
a starting place for us to reconsider the many variations within neo-liberal governance.
INSTILLING ETHICAL LEADERSHIP
by Viv Oates; Tim Dalmau
Accountancy SA, 06/2013
Today, the scope of leaders and the impact of their decisions are so much more expansive and influential
than 100 or even 25 years ago. Everything is...
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Today, the scope of leaders and the impact of their decisions are so much more expansive and influential
than 100 or even 25 years ago. Everything is inter-connected: a poor decision made in one part of the world
can seriously impact upon the lives of people in another. Ethics can be defined as the body of knowledge
that deals with the study of universal principles that determine right from wrong. Ethics concerns itself with
the moral principles that govern behaviour. Ethical leadership is about doing what is right for the long-term
benefit of all stakeholders. It is about balancing the organisation's short-term goals and longer-term
aspirations in a way that achieves a positive result for all those who could be affected by the organisation
and the decisions of its leader. An organisation is much more than an economic unit of value. It is an
integral part of the broader societal fabric within which it operates. It should understand the role it plays in
the overall advancement of humanity.
Managers and ministers: instilling Christian free enterprise in the postwar
workplace
by Fones-Wolf, Elizabeth; Fones-Wolf, Ken
Business History Review, 03/2015, Volume 89, Issue 1
... Elizabeth Fones-Wolf and Ken Fones-Wolf Managers and Ministers: Instilling Christian Free
Enterprise in the Postwar Workplace This article examines the early...
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This article examines the early industrial chaplain movement. In the midst of a postwar religious revival,
companies, primarily in the South, hired Protestant ministers to care for their workers' spiritual needs.
Many were motivated by both religious convictions and the desire to build a productive, loyal workforce.
The opposition of unions and liberal Protestantism slowed the movement's growth, although over the last
three decades thousands of employers have rediscovered the benefits of faith-based workplace programs.
This article illuminates important postwar trends such as the persistence of paternalism and the importance
of religion in managerial strategies.
Instilling Ethical Behavior in Organizations: A Survey of Canadian
Companies
by R. Murray Lindsay; Linda M. Lindsay; V. Bruce Irvine
Journal of Business Ethics, 04/1996, Volume 15, Issue 4
An organization's management control system can play an important role in influencing ethical behavior
among employees...
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An organization's management control system can play an important role in influencing ethical behavior
among employees. A theoretical framework of control is developed by linking various ethics related control
mechanisms reported in the literature to the primary components of a management control system. In
addition, the findings of a survey of the Financial Post's Top 1,000 Canadian industrial and service
companies are reported. The survey investigated organizations' use of ethical codes of conduct,
whistleblowing systems, ethics committees, judiciary boards, employee training in ethics, and ethics
focused corporate governance and reward systems. The findings indicate that ethics- related control
mechanisms, particularly codes of conduct, are being used by a good number of organizations. However,
closer analysis of the data suggests that many companies may only be paying lip service to the importance
of promoting ethical behavior.
Heterologous and Homologous Perspectives on the Relation Between
Morality and Organization: Illustration of Implications for Studying the
Rise of Private Military and...
by Shadnam, Masoud
Journal of Management Inquiry, 01/2014, Volume 23, Issue 1
Organization studies of morality have paid scant attention to theorizing the relation between morality and
organization before engaging in empirical work, which has resulted in inconsistent...
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Organization studies of morality have paid scant attention to theorizing the relation between morality and
organization before engaging in empirical work, which has resulted in inconsistent and incompatible
theories implicitly entailed in different empirical studies. In this article, I distinguish between two
theoretical perspectives regarding this relation--heterologous and homologous--based on whether morality
and organization are viewed as distinct and independent from one another or orders of intertwined
constitution. I discuss the implications of taking each perspective for research question and design, and
show how the choice of theoretical perspective leads to starkly different conclusions about a single
phenomenon. I also illustrate these arguments in the case of studying the recent rise of private military and
security industry. To conclude, I highlight the theoretical and methodological contributions of the
distinction between heterologous and homologous perspectives and discuss future avenues that it opens for
organization research on morality.
Racial Habitus, Moral Conflict, and White Moral Hegemony Within
Interracial Evangelical Organizations
by Perry, Samuel L
Qualitative Sociology, 03/2012, Volume 35, Issue 1
... organizations, may be analyzed. Drawing upon qualitative data from a study of fundraising experiences
within interracial evangelical organizations, I demonstrate, first, that racial conflicts within these
organizations are best...
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Re-conceptualizing habitus as a complex of inculcated moral dispositions that--particularly within the
racialized social system of the United States--are racially-constituted, this article proposes a framework
through which racial conflict and structural/cultural domination within interracial religious organizations,
and perhaps other volunteer organizations, may be analyzed. Drawing upon qualitative data from a study of
fundraising experiences within interracial evangelical organizations, I demonstrate, first, that racial
conflicts within these organizations are best framed as disputes over moral standards arising out of
divergent, racially-constituted, moral dispositions, and second, that these conflicts are worked out via the
institutionalization and instilment of white cultural norms, ultimately resulting in the hegemony of white
moral standards within the organizations.
Intra‐firm transfer of best practices in moral reasoning: a conceptual
framework
by Kulkarni, Subodh; Ramamoorthy, Nagarajan
Business Ethics: A European Review, 01/2014, Volume 23, Issue 1
In this paper, we develop a conceptual framework of the intra‐firm transfer of best practices in moral
reasoning by integrating three streams of literature...
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In this paper, we develop a conceptual framework of the intra‐firm transfer of best practices in moral
reasoning by integrating three streams of literature: internal knowledge transfer in strategic management,
moral reasoning and epistemology in philosophy and business ethics, and leader–member exchange in
human resource management. We propose that characteristics of moral reasoning (nature of moral
knowledge, tacitness of moral reasoning and causal ambiguity), source characteristics (moral development
of leaders), target characteristics (integrity capacity and moral development of subordinates), leader–
member exchange and internal ethical climate influence the transfer of best practices in moral reasoning.
Morals in business organizations: an approach based on strategic value
and strength for business management/La moral en las organizaciones
empresariales: un enfoque...
by Pablo Ruiz Palomino; Alexis J Bañón Gomis; Carmen Ruiz Amaya
Cuadernos de Gestión, 01/2011, Volume 11
.... Moreover, its importance is also evident according to the worldwide increase of organizations and/or
institutions that have implemented ethics systems...
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In the last decades, the topic of business ethics has attracted great interest at the academic and professional
levels. Nowadays business ethics is being increasingly implemented as a necessary discipline in
universities' study plans on business management. Moreover, its importance is also evident according to the
worldwide increase of organizations and/or institutions that have implemented ethics systems. However,
some approaches thoroughly do not consider the importance and the need of an ethical behaviour and are
still guiding the actions and the way of thinking of many academics and professionals led to consider that
the only responsibility of business is limited just to profit maximization. After analyzing and debating the
postulates of this line of thought, this paper concludes that the companies bear the responsibility of
behaving ethically. This responsibility does not exclusively imply serving and being fair to its shareholders
as the only actors to care about. Its fulfilment requires the recognition of other actors in scene, its
stakeholders, to constitute a consistent basis on which companies can satisfactorily operate in the market.
The implementation of an ethical management system (from now on EMS) can contribute to the generation
of an ethical culture and to the improvement of the moral quality of the whole organization. As a
consequence, together with the achievement of the desired Top Managers "best place to work", the
corporate reputation related to its stakeholders can be improved redounding in the value creation for the
company.
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Moral Hazard, Discipline, and the Management of Terrorist Organizations
by Shapiro, Jacob N; Siegel, David A
World Politics, 01/2012, Volume 64, Issue 1
... closely with al-Qaeda in the late 1990s as an explosives expert. That two such individuals competing for
prominence in a global terrorist organization would not get...
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The outcome of any single attack, for example, depends on a large dose of chance.9 Simply put, terrorist
leaders and their agents are not always of one mind, so the greater the ambiguity about what the agents
have done and whether failure is attributable to their shirking or to circumstances beyond their control, the
greater the need for memory to establish a track record. [...] the monitoring problems following from the
illegal and dangerous nature of the activities create the need for procedures that necessarily reduce
security.10 Second, the set of possible operatives is often small-even among populations that believe
deeply in a cause, few are willing to become terrorists-and recruiting new members entails additional
security risks.
Virtue out of Necessity? Compliance, Commitment, and the Improvement
of Labor Conditions in Global Supply Chains
by Locke, Richard; Amengual, Matthew; Mangla, Akshay
Politics & Society, 09/2009, Volume 37, Issue 3
Private, voluntary compliance programs, promoted by global corporations and nongovernmental
organizations alike, have produced only modest and uneven improvements in working conditions and
labor...
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Private, voluntary compliance programs, promoted by global corporations and nongovernmental
organizations alike, have produced only modest and uneven improvements in working conditions and labor
rights in most global supply chains. Through a detailed study of a major global apparel company and its
suppliers, this article argues that this compliance model rests on misguided theoretical and empirical
assumptions concerning the power of multinational corporations in global supply chains, the role
information (derived from factory audits) plays in shaping the behavior of key actors (e.g., global brands,
transnational activist networks, suppliers, purchasing agents, etc.) in these production networks, and the
appropriate incentives required to change behavior and promote improvements in labor standards in these
emergent centers of global production. The authors argue that it is precisely these faulty assumptions and
the way they have come to shape various labor compliance initiatives throughout the world—even more
than a lack of commitment, resources, or transparency by global brands and their suppliers to these
programs—that explain why this compliance-focused model of private voluntary regulation has not
succeeded. In contrast, this article documents that a more commitment-oriented approach to improving
labor standards coexists and, in many of the same factories, complements the traditional compliance model.
This commitment-oriented approach, based on joint problem solving, information exchange, and the
diffusion of best practices, is often obscured by the debates over traditional compliance programs but exists
in myriad factories throughout the world and has led to sustained improvements in working conditions and
labor rights at these workplaces.
Bringing Morality Back in: Institutional Theory and MacIntyre
by Moore, Geoff; Grandy, Gina
Journal of Management Inquiry, 04/2017, Volume 26, Issue 2
.... From a theoretical viewpoint, it argues that institutional theory lacks a positive account of the role of
morality at the organizational level...
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This article sets out to explore the extent to which the moral dimension is an essential component in
organizational life. From a theoretical viewpoint, it argues that institutional theory lacks a positive account
of the role of morality at the organizational level. We propose that this can be addressed by integrating the
work of the moral philosopher Alasdair MacIntyre with institutional theory’s notions of logics,
contradictions, and legitimacy. Empirically, we look to a group of Christian churches in the northeast of
England to provide insights into practitioners’ concerns with the telos of their organizations and the core
practices of their faith, and hence of an essential concern for the morality of organizational life. We
conclude that any understanding of practice-based organizations that ignores or underplays the moral
dimension will give, at best, a diminished account of organizational life, and hence that institutional theory
needs to rethink its neglect of morality.
Epictetus vs. Aristotle: what is the best way to frame the military virtues?
by Jensen, Mark N
Naval War College Review, 06/2017, Volume 70, Issue 3
... or the consequences that follow from it. Concerns about the character of the agent long have been a
central preoccupation of military organizations. To be sure, modern military...
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The virtue theoretic approach to ethics locates moral value primarily in the character of the agent rather
than in the rules governing an act or the consequences that follow from it. Concerns about the character of
the agent long have been a central preoccupation of military organizations. To be sure, modern military
organizations in the US and other Western, liberal, democratic states pay close attention to the rules
governing acts and the consequences of these acts. Nevertheless, virtue ethics are of first importance,
insofar as military organizations aim to cultivate soldiers, sailors, and airmen with specific sets of character
traits, habits, and practices. This interest in moral development and moral virtue is especially evident in the
missions and operations of service academies, officer training schools, and Reserve Officers' Training
Corps programs. It also can be found in the programs for training enlisted personnel as well as the regular,
annual training provided to operational forces.
HUMAN NATURE AND MORALITY IN THE ANTI‐CORRUPTION
DISCOURSE OF TRANSPARENCY INTERNATIONAL
by Gebel, Anja C
Public Administration and Development, 02/2012, Volume 32, Issue 1
...‐corruption international non‐governmental organisation Transparency International (TI), thereby
focussing on the organisation's use of the concepts of integrity and ethics...
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Against the background of failing anti-corruption programmes, this article examines the discourse of the
anti-corruption international non-governmental organisation Transparency International (TI), thereby
focussing on the organisation's use of the concepts of integrity and ethics. Their meaning and significance
is explored by looking at policy measures advocated by TI and particularly at the conception of human
nature underlying the organisation's discourse. On the basis of TI documents and interviews with TI staff,
the article argues that there is dominance within TI discourse of a mechanistic conception of human nature
as rational and self-interested. This leads to an over-emphasis on institutional engineering and the
strengthening of oversight and control (to set 'disincentives' for corruption), while neglecting the socialmoral components of human behaviour as well as the political processes of their generation. This
conception of human behaviour makes concepts such as 'ethics' mean not much more than 'rules', 'integrity'
mean no more than 'rule-conforming behaviour' and 'prevention' mean no more than 'control'. While
discussing some of the difficulties involved in addressing morals, the article argues that without
reconsidering its conception of human nature, it will be difficult for TI to re-orient and improve its
approach.
The Morality of Unequal Autonomy: Reviving Kant's Concept of Status
for Stakeholders
by Castro, Susan V. H
Journal of Business Ethics, 06/2014, Volume 121, Issue 4
...., parental and fiduciary relations. In this article, I argue that the morality of these relations is best
understood through a very old and dangerous concept, the concept of status...
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Though we cherish freedom and equality, there are human relations we commonly take to be morally
permissible despite the fact that they essentially involve an inequality specifically of freedom, i.e., parental
and fiduciary relations. In this article, I argue that the morality of these relations is best understood through
a very old and dangerous concept, the concept of status. Despite their historic and continuing abuses, status
relations are alive and well today, I argue, because some of them are necessary. We must therefore
carefully specify the conditions in which such status relations may morally obtain, as well as the duties of
virtue and duties of right to which all parties are subject when it does (including a duty of care) to clearly
articulate the ways in which these putatively moral status relations that essentially involve an asymmetry of
autonomy (status relations) can go well or badly even within the context of the Kantian tradition from
which our current legal and social practices arose. To this end, I offer Kant's own concept of status as a
promising one because in Kant's theory, status is a nexus of virtue and right that is reducible to neither
property nor contract but akin to each in familiar ways. Once status is admitted as an alternative to property
and contract, status may be extended beyond Kant's domestic paradigm, most perspicuously to institutional
ethics. In this article, I sketch a status-based theory of stakeholding that locates environmental impact,
institutional oppression, and other significant features of our moral landscape within a Kantian framework
of duties rich enough to more accurately characterize the complexities of stakeholding than current
tradition has allowed.
Organizational Transparency: A New Perspective on Managing Trust in
Organization-Stakeholder Relationships
by Schnackenberg, Andrew K; Tomlinson, Edward C
Journal of Management, 11/2016, Volume 42, Issue 7
Transparency is often cited as essential to the trust stakeholders place in organizations...
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Transparency is often cited as essential to the trust stakeholders place in organizations. However, a clear
understanding of the meaning and significance of transparency has yet to emerge in the stakeholder
literature. We synthesize prior research to advance a conceptual definition of transparency and articulate its
dimensions, and posit how transparency contributes to trust in organization-stakeholder relationships. We
draw from this analysis to explicate the mechanisms organizations can employ that influence transparency
perceptions.
Organizational transparency as myth and metaphor
by Christensen, L.T; Cornelissen, J.P
European Journal of Social Theory, 2015, Volume 18, Issue 2
Transparency has achieved a mythical status in society. Myths are not false accounts or understandings,
but deep-seated and definitive descriptions of the world...
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Transparency has achieved a mythical status in society. Myths are not false accounts or understandings, but
deep-seated and definitive descriptions of the world that ontologically ground the ways in which we frame
and see the world around us. We explore the mythical nature of transparency from this perspective, explain
its social-historical underpinnings and discuss its influence on contemporary organizations. In doing so, we
also theorize in a more general sense about the relationship between myth, as a foundational understanding
and description of the world, and the constellation of metaphors, as specific ways of framing and seeing
organizational reality, to which it gives rise. While observations and evidence can always be adduced to
challenge a particular set of metaphors, the endogenous force of the myth may sustain the overall project.
This process is explained with a detailed analysis of the transparency myth.
Humanitarian Versus Organizational Morality: A Survey of Attitudes
concerning Business Ethics among Managing Directors
by Ulrica Nylén
Journal of Business Ethics, 12/1995, Volume 14, Issue 12
...". It seems possible to distinguish between "the humanitarian morality" versus "the organizational
morality", depending on who's interests the decision maker prefers...
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The results of an empirical study of attitudes toward ethical questions in business life among managing
directors are presented. The study covers more than 240 Swedish firms of all sizes, from different lines of
business, and it is based on a solid theoretical framework. It should be seen as a part of an effort to develop
a model explaining ethical organizational behavior. Among the most important conclusions of the study is
the concept of corporate moral view. It seems possible to distinguish between the humanitarian morality
versus the organizational morality, depending on who's interests the decision maker prefers to take in a
moral dilemma.
Managing unethical behavior in organizations: The need for a behavioral
business ethics approach
by David De Cremer; Wim Vandekerckhove
Journal of Management and Organization, 05/2017, Volume 23, Issue 3
Issues of morality and ethics have increasingly become more important in organizations and business
settings...
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Issues of morality and ethics have increasingly become more important in organizations and business
settings. Traditionally, these issues of ethics and social responsibility in business settings have been
discussed and commented on by prescriptive approaches that are grounded in philosophical traditions.
Building on the idea that we need to develop a more comprehensive and complete understanding of the
value that people assign to ethics and how it influences their actions and decisions, in the present article we
discuss and review the importance and relevance of adopting also a descriptive approach that is grounded
in the behavioral sciences (referred to as behavioral business ethics). This approach has the advantages to
promote our insights into how people can show both good and bad behavior and why this is the case.
Behavioral business ethics therefore represents an important research challenge for organizational
researchers to pursue and engage more meaningfully with more prescriptive approaches.
The non-sense of organizational morality: Processing corporate social
responsibility between formal and informal organizational structures
by Gentile, Gian-Claudio; Wetzel, Ralf; Wolf, Patricia
Journal of Global Responsibility, 05/2015, Volume 6, Issue 1
Purpose - Companies' corporate social responsibility (CSR) activities tend to be regarded with suspicion:
Taking managerial decision about engaging in CSR or...
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Purpose - Companies' corporate social responsibility (CSR) activities tend to be regarded with suspicion:
Taking managerial decision about engaging in CSR or communicating, this decision does not constitute the
actual execution of this decision itself. A gulf can exist between deciding, speaking and doing. In fact, this
gap between speaking and doing has longed fuelled the discussion about the risks, benefits and pitfalls of
CSR, mainly for one reason: It remains unknown what happens to CSR concepts when they are
transformed from formal decisions at the top of the hierarchy to concrete action in the rest of the
organization. This paper explores this internal transformation process by combining the macro- and microlevels of observation. Design/methodology/approach - From a macro-perspective, the authors use Nils
Brunsson's notion of organizational hypocrisy to elucidate the societal conditions of the intraorganizational
enforcement of CSR. Second, the authors combine this framework with Karl Weick's organizational
sensemaking approach to understand better how employee generate meaning and actions from
contradictory expectations on the micro-level of the organization. By combining these two streams of
theory, the authors provide a clear understanding of the internal sensemaking mechanisms brought about by
contradicting societal norms. This approach and its usefulness is illustrated by means of an empirical case
study. Findings - The paper illustrates the characteristics of the unavoidable difference between
organizational talk and action, the contradictions employees face on the shop floor when executing CSR
and the challenges CSR execution has to overcome. Research limitations/implications - Given the
combination of theoretical and empirical reflection, the paper remains explorative. Practical implications The moral dilemmas of employees become much clearer, as much as the organizational hypocrisy which
CSR drives companies into. That can help managers to better deal with employees' and the public's reaction
to own CSR efforts. Originality/value - Combining Nils Brunsson (hypocrisy) with Karl Weick
(sensemaking) in the context of CSR has not been undertaken. Accordingly, the insights are unique.
Organizational caring and organizational justice: Some implications for
the employment relationship
by Faldetta, Guglielmo
International Journal of Organizational Analysis, 03/2016, Volume 24, Issue 1
... and Maitlis, 2012). Organizational caring can be defined as a structure of values and organizing
principles centered on fulfilling employees' need, promoting employees...
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Purpose - This article aims to analyze, from a theoretical point of view, if organizational caring and
organizational justice are compatible and complementary. It proposes a link between justice and care,
expanding the common notions of organizational justice, to find a relational concept of organizational
justice that can lead to organizational caring. Design/methodology/approach - The article reviews the
literature on the common notions of organizational justice. To find a relational concept of justice, it refers
to Lévinas' thoughts. Therefore, it develops two complementary approaches to organizational caring and
analyzes their practical implications. Findings - The article shows that the relational approach based on the
logic of gift and on a Lévinasian concept of organizational justice can constitute the ethical basis, which
will most likely lead to the creation of a caring organization. Research limitations/implications - The article
is a starting point of a conceptual path that should be directed toward the theoretical and practical use of an
approach about organizational caring based on the logic of gift. It is necessary to support the theoretical
considerations with future empirical investigation showing the possibility of practical applications of the
concept analyzed. Practical implications - The main implication for organization theory is the possibility to
propose organizational caring through the logic of gift and Lévinasian ethics as a new approach in
managing relationships in the organizational context. Originality/value - In the past, organizational justice
has been analyzed as a way to an end and not as an end in itself. This concept of justice can make it
difficult to find a link with organizational caring, unless it is based on organizational rules and norms. In
this paper, the author proposes another concept of organizational justice rooted on philosophical basis,
which can lead to a more effective approach to organizational caring.
Managing Dialectics to Make a Difference: Tension Management in a
Community-Building Organization
by Driskill, Gerald W; Meyer, John; Mirivel, Julien C
Communication Studies, 04/2012, Volume 63, Issue 2
This article is an ethnographic report of the dialectic tension management practices of a communitybuilding organization called the Nehemiah Group. 1 This...
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This article is an ethnographic report of the dialectic tension management practices of a communitybuilding organization called the Nehemiah Group. This group unites local churches to serve the
community. This three-year participant-observation study documents how group members manage two
primary and intertwined dialectic tensions: noncooperation-cooperation and unity-division. Members use
multiple practices to manage these tensions and other intertwined tensions: They construct narratives to
voice moral issues, to alternate between tension poles to address pragmatic obstacles, to frame tensions as
complementary through segmentation, and rely on prayer rituals to reframe tensions. From this analysis,
three implications follow: (a) moral narratives serve to construct framing options, (b) a larger discursive
history is utilized to create counternarratives, and (c) metadiscursive practices rely on rituals to manage
tensions.
Spiritual quotient towards organizational sustainability: the Islamic
perspective
by Sohail Akhtar; Mohd Anuar Arshad; Arshad Mahmood; More...
World Journal of Entrepreneurship, Management and Sustainable Development, 04/2017, Volume 13, Issue
2
...) on the organisational sustainability from the Islamic perspective. Till date, many organisations around
the world are facing environmental, social and economic issues affecting their organisational
sustainability...
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Purpose The purpose of this paper is to explore the impact of spiritual quotient (SQ) on the organisational
sustainability from the Islamic perspective. Till date, many organisations around the world are facing
environmental, social and economic issues affecting their organisational sustainability.
Design/methodology/approach The present paper is conceptual paper based on literature review on
employee's behavioural issues and role of SQ for organisational sustainability. Findings This present paper
argues that SQ must be considered as the important factor for employee development in the organisation. It
develops spiritual awareness among employees which enhances their productivity within the organisation.
Furthermore, SQ is necessary means of identifying and harnessing deeper inner resources with the capacity
to care for the well-being of the organisation and advance its development. Research
limitations/implications The paper suggests SQ and its multi-dimensions with the implication for future
research in organisational sustainability. Originality/value The paper discusses the development of the
concept of SQ from the Islamic perspective.
Organizational Virtue and Performance: An Empirical Study of
Customers and Employees
by Chun, Rosa
Journal of Business Ethics, 12/2017, Volume 146, Issue 4
This paper offers the first large-scale empirical study of organizational virtue as perceived by both internal
and external stakeholder...
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This paper offers the first large-scale empirical study of organizational virtue as perceived by both internal
and external stakeholders (employees and customers, respectively) and of the links between these virtues
and organizational outcomes such as identification, satisfaction, and distinctiveness. It takes a strategic
approach to virtue ethics, one that differs from a more traditional Aristotelian concept of virtue and from
Alasdair MacIntyre’s manner of distinguishing between internal and external goods. The literature review
compares three different perspectives on the empirical study of organizational virtues, taken by virtue
theorists, POS scholars, and strategy scholars. The main study describes an empirical research undertaking
that involved the analysis of 2548 usable questionnaires administered to employees and customers of seven
organizations in the U.K. A structural equation model was used to test the linkages of the six dimensions of
organizational virtue (empathy, warmth, integrity, conscientiousness, courage, and zeal) to satisfaction,
identification, and distinctiveness. All the links were significant, with the strongest between virtue and
identification. For employees, identification (with a firm) was driven most significantly by integrity,
whereas customers’ identification was principally influenced by empathy. The empirical finding also
sounds an alarm bell to the global firms who focus on creating a differentiated image based on CSR in the
hope that it will lead to satisfaction. The results lead to a discussion of how companies might build
favorable stakeholder perceptions of key dimensions of virtue that most shape their identification and
differentiation in the marketplace.
Employee suzhi in Chinese organizations: organizational ownership
behavior
by Yang, Baiyin; Mei, Zhequn
Journal of Chinese Human Resource Management, 10/2014, Volume 5, Issue 2
Purpose – The purpose of this paper is to examine a Chinese indigenous concept of organizational
ownership behavior (OOB...
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Purpose - The purpose of this paper is to examine a Chinese indigenous concept of organizational
ownership behavior (OOB) as an aspect of employee suzhi in relation to organizational citizenship
behavior (OCB) in the Western context. Design/methodology/approach - A content analysis based on a
review of related research in Western mainstream and Chinese domestic literature is conducted. Findings Suzhi at the organizational level can be linked to the construct of OCB. In Chinese organizations, a relevant
concept to OCB can be better understood as OOB to capture the sociopolitical and cultural context unique
to Chinese organizations. The dimensional structure of OOB is presented to differentiate it from OCB
which is popular in the Western context. Research limitations/implications - The identified construct of
OOB offers important implications for indigenous Chinese management research and human resources
management (HRM) practice. OOB, based on Chinese management practice, can better conform to China's
unique historical and cultural context and management practices. This concept varies distinctively from
Western OCB in terms of its connotation and dimensions. Originality/value - The concept of OOB as an
indigenous employee organizational behavior in the Chinese context is conceptualized. The paper
differentiates the OOB construct from OCB and presents an initial set of six dimensions of OOB for future
research.
A Taxonomy of Behavior in Organizational Settings: The Implications of
Moral Identity Congruence
by Matherne, Curtis; Hill, Vanessa; Hamilton, J. Brooke
The Journal of Applied Management and Entrepreneurship, 07/2016, Volume 21, Issue 3
The importance or salience of moral identity to one's overall sense of identity is thought to be a significant
predictor of ethical or unethical behavior. In this paper we further suggest that organizations have moral
identities, and that the organization member's perception of organizational moral identity is likely to have
an impact on his or her productive and counterproductive organizational behaviors. Specifically, we
propose that the congruence or incongruence between the individual's moral identity and that of his or her
organization will differentially impact organizational citizenship behavior, as well as various types of
organizational deviant behavior. We develop several propositions in this regard and discuss implications
for future empirical research.
The Morality of Everyday Activities: Not the Right, but the Good Thing to
Do
by Daniel Nyberg
Journal of Business Ethics, 09/2008, Volume 81, Issue 3
This article attempts to understand and develop the morality of everyday activities in organizations.
Aristotle's concept of phronesis, practical wisdom, is utilized to describe the morality of the everyday work
activities at two call centres of an Australian insurance company. The ethnographic data suggests that
ethical judgements at the lower level of the organization are practical rather than theoretical; emergent
rather than static; ambiguous rather than clear-cut; and particular rather than universal. Ethical codes are of
limited value here and it is argued that by developing phronesis members of the organization can improve
their capacity to deal with this ethical complexity.
My Boss is Morally Disengaged: The Role of Ethical Leadership in
Explaining the Interactive Effect of Supervisor and Employee Moral
Disengagement on Employee...
by Bonner, Julena M; Greenbaum, Rebecca L; Mayer, David M
Journal of Business Ethics, 09/2016, Volume 137, Issue 4
.... Leader unethical conduct is undesirable for many reasons, but in terms of managing subordinates, it is
particularly problematic because leaders directly influence the ethics of their followers...
Journal Article:
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Issue Title: Special Issue on Context Influences on Workplace Ethics and Justice The popular press is
often fraught with high-profile illustrations of leader unethical conduct within corporations. Leader
unethical conduct is undesirable for many reasons, but in terms of managing subordinates, it is particularly
problematic because leaders directly influence the ethics of their followers. Yet, we know relatively little
about why leaders fail to apply ethical leadership practices. We argue that some leaders cognitively remove
the personal sanctions associated with misconduct, which provides them with the "freedom" to ignore
ethical shortcomings. Drawing on moral disengagement theory (Bandura 1986 , 1999 ), we examine the
relationship between supervisor moral disengagement and employee perceptions of ethical leadership. We
then examine the moderating role of employee moral disengagement, such that the negative relationship
between supervisor moral disengagement and employee perceptions of ethical leadership is stronger when
employee moral disengagement is low versus high. Finally, we examine ethical leadership as a conditional
mediator (based on employee moral disengagement) that explains that relationship between supervisor
moral disengagement and employee job performance and organizational citizenship behavior (OCB).
Results from a multi-source field survey provide general support for our theoretical model.
Restructuring and Redesigning the Organization 1
Do not remove the highlights, and do not reformat the paper.
Very good work, Michelle.
Organizational Management
Michelle Halley
Morality in an Environment where Micromanagement
Introduction
Organizational Behavior is the study of human behavior in an organizational
setting. If organizations are aware of these behaviors of the employees is useful for
making the work environment more productive and effective. Human behavior in any
organizational setting is a primary factor in productivity. There are countless factors of
Restructuring and Redesigning the Organization 2
organizational behaviors, such as; being insubordinate, environmental, and cultural fears.
There is a drop in morality and productivity in the environment where there is
micromanagement (Churchill, 2017). In this research, The Importance of Morality in an
Environment where Micromanagement is Practiced will be explored. Finally,
recommendations for changes will be offered.
Background of the Problem
Leaders in an organization can cause lower productivity if they are not well
trained. They should be aware of practical aspects of managerial work and ambiguity as a
major factor (Adam , 2011). Organisations hire leaders who are more passionate about
the work and not the position. The need to revisit recurrent ideas about leadership
radically is vital; and when an organization formed by infusion, it is important to diffuse
the existing traditional and contemporary opinions. Organisations established in countries
that have different races should ensure equality in leadership positions because racism is
unethical and does not show morality. Likewise, ethical issues and moral dilemmas
should be addressed when redesigning a new company (Ming, 2016).
Distributive inequity creates political accountability and public cynicism;
fortunately, internal justice is a corrective process. Current reform efforts such as
education culture, moral purpose, and change processes are not effective in the redesign
of most organizations because they face criticism and bring disparities (Snell, & Tseng,
2002). Recommendations for professional development within a systematic context are
good for organizational and procedural continuity that facilitate stakeholders’
development (Ferdinand, Pearson & Rowe, 2007).
Restructuring and Redesigning the Organization 3
Redesigning an organization through new policies and ideas also need proper
training to strengthen the implementation. In a family business, each member must know
his role, and should complement each other to pay the bills. Since males tend to exhibit
financial irresponsibility, this is the time for gendering (Thorne, 2010). Organisations
redesigned during the era of globalization consider the trends of change because the
twenty-first century needs creativity characterized by caring, unselfishness, innovation,
and compassion. However, creativity and innovation are often misconducted and misused
in educational conversations (Fuyuki, 2004).
Democracy in a business protects economic liberalism and respect for fiscal
discipline. Interestingly, risk regulation in reorganizing an organization is a lead issue
(Guy, 2014). There is an essential role for risk regulation scholarship to analyse and offer
consequences for its regulation. These results include the emergence of new risks from
the failure of regulation. Inquiries from affected personnel are considerations.
Mechanisms with both public orientation and formal independence, when applied in
reorganizing a company, are often overburdened by elimination of risks (Heyvaert,
2011).
In government organizations, cultures and jurisdictions are necessary to solve
problems that may arise from rulings. Techno-science as an emerging organization is fed
by the faces confrontation of instrumentalism and autonomy that define the modern
condition (Ivory, 2007). When this occurs, democratic and ethical dimensions are
applied. Reorganising organizations from the public to private entails hard work and
passion. Organisations that allow employees to conduct their projects face these
problems. The public sector frustrates the missions (Ralston, 2017).
Restructuring and Redesigning the Organization 4
Statement of the Problem - One or two strong sentences
HOW DO YOU KNOW THERE IS A PROBLEM? SEE SAMPLE PAPER
Research Question(s) – One or two questions
WHAT ARE POTENTIAL SOLUTIONS? SEE SAMPLE PAPER
Restructuring and Redesigning the Organization 5
LITERATURE REVIEW – Four Pages
WHAT DO OTHER AUTHORS SAY ABOUT THE PROBLEM? SEE SAMPLE
PAPER
Restructuring and Redesigning the Organization 6
Baldrige Management System Model
(Total Integrated Baldrige Excellence System)
Restructuring and Redesigning the Organization 7
Interview Questions – 15 Open-ended questions
1. What is your gender?
a. Male/ Female
2. What is your ethnicity? Please circle one
i. a) African – American b) Caucasian c) Hispanic d) Native
American e) Asian
3. What is your age range? Please circle one
a. 15 - 24 years; 25 – 34 years; 35 – 44 years; 45 – 54 years; 55 – 64
years;
b. 65 – 74 years.
4. What is the highest grade or level of school that you have completed? Please
circle one: High School/GED; Some College; Associate Degree; Bachelor’s
Degree; Master’s Degree; PhD.
5. What is your salary range? Please circle one
a. $15,000 - $34,000; $35,000 - $54.000; $55,000 - $74,000; $75,000 $94,000; $95,000+
6. In order of importance, rank the influences of the following on the global
environment workplace:
a. Morality
b. Leadership style
c. Communication
d. Diversity
e. Cultural differences
7. Because of the aggressive behavior of the LGBTQ, what do you think would
be the reaction toward government interference?
8. Describe how organizational leaders can keep morale up where there are
double standards?
9. Describe how discrimination exists in an organization?
10. What is necessary to bring equality in an organization?
Restructuring and Redesigning the Organization 8
11. What problems managers face when dealing with issues between LGBTQ and
other employees?
12. How are “we” treated while the other group is being affected?
13. In your opinion, what are the issues causing problems between LGBTQ
employees and other employees?
14. How should the government intervene in matters of morality in an
organization?
Restructuring and Redesigning the Organization 9
Results from Interviews
COPY YOUR INTERVIEW QUESTIONS AND ANSWERS HERE. SEE SAMPLE PAPER
Restructuring and Redesigning the Organization 10
Analysis of Results
WHAT DID THE INTERVIEWS YIELD? HOW DID EACH PERSON DIFFER/AGREE?
SEE SAMPLE PAPER
Restructuring and Redesigning the Organization 11
Summary and Conclusion
GIVE AN OVERALL SUMMARY OF YOUR STUDY. SEE SAMPLE PAPER
Restructuring and redesigning an organization is more or less has the same criteria
regardless of the field or the industry of the particular body. The problems that cause a
team to fall out include poor communication, unethical working conditions, inadequate
policing and many more. By finding solutions to these issues and preventing the causes
from happening, then redesigning an organization becomes easier. Here are some of the
ways different organizations found answers to problems in their company and
reorganized a more efficient organization.
Recommendations
WHAT CAN SOCIETY DO TO CHANGE THE CURRENT PROBLEM? SEE SAMPLE
PAPER
Restructuring and Redesigning the Organization 12
Reference
FOLLOW THESE STEPS, AND FILL IN ALL THE REQUIRED ELEMENTS.
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Ferdinand, J., Pearson , G., & Rowe, M. (2007). A diffrent kind of ethics.
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Fuyuki, K. (2004). The ties to bind: techno-science, ethics and democracy.
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Guy, H. (2014). Being nfaithful to one's own principle: the israeli supreme court
and house demolitions in the occupied palestines territories. Israel law review.
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