Stimulating an ethical climate in organisations
Article Abstract:
Organisations often do not demonstrate ethical awareness in their day-to-day functions. However, a multinational utilities company in the Far East had a CEO who was prepared to lose contracts if they conflicted with the company's ethical code of practice. A 20-page code of ethics promised that senior management would support the code, that the company had responsibilities, and that ethical problems would be discussed. Violation would result in disciplinary procedures. The ethical awareness strategy included training the employees and the process was evaluated afterwards.
Publication Name: Organisations & People
Subject: Business, general
ISSN: 1350-6269
Year: 1998
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View from the saddle
Article Abstract:
Getting the best out of staff requires similar skills to riding a horse. Riders will not manage to jump over obstacles if they try to force the horse to do something it is unhappy with. Good leaders will not succeed if they try to coerce their staff. They should act as facilitators so that the staff decide for themselves how they behave. The goal is partnership rather than confrontation. This also gives managers more confidence in their abilities and allows them to work towards outcomes rather than focusing on problems with staff.
Publication Name: Organisations & People
Subject: Business, general
ISSN: 1350-6269
Year: 1998
User Contributions:
Comment about this article or add new information about this topic:
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