The Matters or Issues Attributed to the Whistleblowing in Organization - Assignment Example

Sustainable Management Futures Scenario 2 Summary According to GJALT & JOB (2008), employees who are privy to mistakes of a firm can decide to raise the issues, which may include financial mismanagement, workers discrimination and harassment. This practice of raising alarm is referred to as whistle blowing. The matters or issues attributed to the whistle blowing may be touching on the behaviour of the employer, fellow employees or the firms’ third party. It is imperative to note that, in most cases the whistle blower remains untouched or unaffected by the risks attributed to the practice. In essence, whistle blowing implies to making of disclosure intended to evoke t public interests. It is normally because of a risk or illegality, which arms others De George’s six conditions of whistle blowing They include The harm that will be done by the product or company action is serious and considerable. The employee has made their concerns known to their superiors (GJALT & JOB, 2008). The employee has received no satisfactory reason from their immediate supervisors and he has exhausted all the channels available within the company, including going to the board of directors (GJALT & JOB, 2008). The employee has documented evidence that would convince a reasonable, impartial observer and that his or her concern for public safety is correct and the company product or action is likely to cause serious and considerable public harm (GJALT & JOB, 2008). There is strong evidence that making the information public will in fact prevent the threatened serious harm (GJALT & JOB, 2008). The whistle blower has both moral authority and duty to blow the whistle (GJALT & JOB, 2008). Definition of loyalty and integrity Loyalty according to similes dictionary is the act of binding yourself intellectually or emotionally to a course of action while integrity is the quality of always behaving according to the moral principles that you believe in so that people respect and trust you or behaving according to the rules and standards of your job (ROSS, 2008). Loyalty to clients or to one’s own integrity versus loyalty to the organization, the general public, professional standards, and family and friends may prove to conflict and bring tension between the need to prevent abuses and preserve trust of an individual. Trust is a vital tension point in whistle blowing and a key source of ambiguity (ROSS, 2008). However, at times, loyalty to peers and the organization can be blind or misplace, and thus ceases to be a virtue because harm, rather than good can come from it. Public disclosure act of 1998 The Public Disclosure Act 1998 is an Act of the Parliament of the United Kingdom that protects whistleblowers from detrimental treatment by their employer (HOBBY, 2010). Influenced by various financial scandals and accidents, along with the report of the Committee on Standards in Public Life, the bill was introduced to Parliament by Richard Shepherd and given government support, on the condition that it become an amendment to the Employment Rights Act 1996 (HOBBY, 2010). After receiving the Royal Assent on 2 July 1998, the Act came into force on 2 July 1999 (HOBBY, 2010). It protects employees who make disclosures of certain types of information, including evidence of illegal activity or damage to the environment, from retribution from their employers, such as dismissal or being passed over for promotion. In cases where such vengeance takes place the employee may bring a case before an employment tribunal, which can award reimbursement (HOBBY, 2010). It provides that a disclosure, which the whistleblower makes to their employer, in the course of seeking legal advice, individuals chosen by the Secretary of State for this reason, or, in limited circumstances, be protected (HOBBY, 2010). In addition, the disclosure must be one, which the whistleblower reasonably believes shows a criminal offence, a failure to comply with legal obligations, an injustice, danger to the health and safety of employees, damage to the environment, or the hiding of information that would show any of the above actions (HOBBY, 2010). Is whistle blowing a positive or negative force within the society? Yes. Whistle blowing is positive force within the society set up, because of the impact created. Whistle blowing happens to inform the society of the secret scandals intended to scoff public resources (HOBBY, 2010). It helps in suppressing such scandal and consequently saving public resources and ensuing reduced levels of corruption. Extent of permitting lying in business transactions Lying thwarts the discovery of new truths; most business people have deceptive advertisements and use imperfect information to attract more customers in order to make more profits therefore you can’t ever know the perfect truth around a product or service because perfect information is not available and therefore people can’t know if a company is lying or bluffing. Bluffing is usually wrong (HOBBY, 2010). To be permissible in a particular situation, there must be some sort of overriding justification. Standard justifications or standard practice; they are indispensable for economic reasons. Standard rebuttals: honesty is always good business in the end; transactions are built on trust: and to lie destroys that trust. The market is efficient; therefore, word of distrustful people will spread (ROSS, 2008). Role of code of ethics Ethics is the study of what is good for humans, codes of conduct is what guides employees on what is good in organizations, codes of ethics defines an organizations culture, therefore when codes of ethics is what guides leadership in an organization, then unethical vices are minimal in organizations (ROSS, 2008). Legal considerations versus ethical considerations I agree largely that legal considerations are more essential than ethical considerations simply because legal considerations have a legal backing while ethical considerations lacks legal consequences in case one breaches the ethics (ROSS, 2008). Conclusion Whistle blowing is fundamental in creating a just society and fair working relationship between the employees and employers. Scenario 3 Summary According to KATHLEEN & HILARY (2009), almost 50% of the workforce in the United Kingdom is composed of women. On a similar note, the women endeavour contributes around 130 billion pounds annually to the overall UK economy. However, the occupancy and participation in the top executive positions is minimal, in other words not proportional to that of the male counterparts. The women occupy only 12%. This practice is detrimental in efficient and a transparent leadership and management. 2. Quotas to increase female representation on executive boards is a good idea because of the following Women are responsible for 75 percent of all buying decisions therefore hearing the voice of female population on the board is the best way to please the principal consumer group in the market (KATHLEEN & HILARY, 2009). For most women who find holding top-level executive positions on the board of directors have remarkable educational backgrounds, which are taken more than a luxury. Including women in leadership positions enforces the power of collective intelligence, studies show that collective power of diverse viewpoints bring out the best financial performance in an organization (KATHLEEN & HILARY, 2009). Having women on the top can help prevent scandals and help implement new improved company cultures where instances of sexual harassment. A board with women is likely to arrive at their decisions in a consultative manner and manage workplace assortment effectively. Moreover, a higher employee retention capacity and better financial results remain inevitable. Contents of Lord Davies report concerning women on management boards (KATHLEEN & HILARY, 2009). The report’s recommendations 2011 aim to achieve 25% female representation on boards by 2015. Gender diversity is to increase in management board The board should include people from other nationalities and cultures Waves of feminism Three waves of feminism: first wave; second wave and post-feminism The first wave of feminism took place in the late 19th and early 20th centuries, emerging out of a milieu of urban industrialism and liberal, socialist politics. The goal of this wave was to open up opportunities for women, with a focus on suffrage (KATHLEEN & HILARY, 2009). The wave formally commenced at the Seneca Falls Convention in 1848 when 300 men and women rallied to the foundation of equality for women. Elizabeth Cady Stanton (d.1902) drafted the Seneca Falls Declaration outlining the new movement's ideology and political strategies (KATHLEEN & HILARY, 2009). The second wave began in the 1960s and continued into the 90's. This wave unfolded in the context of the anti-war and civil rights movements and the growing self-consciousness of a variety of minority groups around the world (KATHLEEN & HILARY, 2009). The New Left was on the rise, and the voice of the second wave was increasingly radical. In this phase, sexuality and reproductive rights were prevailing issues, and much of the movement's energy was focused on passing the Equal Rights Amendment to the Constitution guaranteeing social equality regardless of sex. Because the second wave of feminism found voice amid so many other social movements, it was easily marginalized and viewed as less pressing (KATHLEEN & HILARY, 2009). Feminists reacted by forming women-only. The third phase of feminism began in the mid-90, which is characterised by post-colonial and post-modern thinking. In this phase, many constructs have been destabilized, including the notions of "universal womanhood," body, gender, sexuality and hetreronormativity (KATHLEEN & HILARY, 2009). An aspect of third phase feminism that mystifies the mothers of the earlier feminist movement is the readopting by young feminists of the very lip-stick, high-heals, and cleavage proudly exposed by low cut necklines that the first two phases of the movement identified with male oppression. Barriers for women to occupy top executive positions The glass ceiling is not simply a barrier for individual women. It applies to women as a group, who are kept from advancing simply because they are women. Subtle, indirect obstacles because of labelling or stereotyping place obstacles in the career paths of many women (KATHLEEN & HILARY, 2009). There are numerous causes of the glass ceiling for women. One imperative cause is occupational segregation. The labour market, and especially executive positions, remains segregated by gender Another barrier, and perhaps the most momentous to women, is that the “old-boy network” shuts women out of top management. This old-boy network consists of males who have been educated at the same institutions or who have climbed the corporate ladder together. The “old boys” tend to promote individuals who are like themselves (KATHLEEN & HILARY, 2009). Men who are in these top decision-making roles often look to former colleagues and friends to fill these positions. Exclusion of women from social networks Related, but different in its ramifications, is the issue of women executives being excluded from informal social activities where the groundwork is subtly laid for corporate advancement. Sex discrimination is a grave obstacle facing women in leadership. Distinctive barriers that affect women's ability to shatter the glass ceiling involve career assumptions by management about women as a group and contradictory expectations for women. Women are presented as not aggressive enough, lacking the self-confidence required for the job, and not being serious enough about their careers to climb the corporate ladder (KATHLEEN & HILARY, 2009). Nevertheless, prejudices and gender stereotypes persist because males are allowed to protect their privileged status and keep women in their social status. Moreover, sexual harassment is another serious problem for women in bureaucracies. An employer uses harassment as a form of power; sexual harassment intimidates and demoralizes women and creates an atmosphere of silence, because many women fear that reporting sexual harassment will jeopardize their careers (KATHLEEN & HILARY, 2009). Another barrier to women in leadership is the lack of a critical mass of senior or visibly successful female role models and mentors. Inclusion of women in leadership positions enforces the power of collective intelligence, studies show that collective power of different viewpoints bring out the best financial performance in an organization (KATHLEEN & HILARY, 2009) On the other hand, having women on the top can help prevent scandals and help implement new improved company cultures where instances of sexual harassment. A board with women is likely to arrive at their decisions in a consultative manner and manage workplace diversity more effectively. Moreover, a higher employee retention capacity and better financial results is inevitable (KATHLEEN & HILARY, 2009). 3. Stakeholder theory is a theory of organizational management and business ethics that addresses morals and values in managing an organization. Companies engage in corporate social responsibility (CSR) mainly because of reaping a range of benefits from such engagement. It is thus necessary to have a CSR notion, which is able to address this central feature (ROSS, 2008). The differing views regarding the role of business in society are often presented as being placed within the stakeholder-shareholder debate. This article tries to show that a useful notion of CSR should be based on a stakeholder view and should be capable of addressing both its normative and instrumental aspects. Companies are seen as having an obligation to consider society’s long-run needs and wants, which implies that companies engage in activities that promote benefits for society and minimize the negative effects of their actions, so long as the company is not preju­diced by engaging in such activities (ROSS, 2008). Conclusion Inclusion of women in leadership positions enforces the power of collective intelligence, prevention of scandals and helps to implement new improved company cultures characterized by minimal cases of sexual harassment (KATHLEEN & HILARY, 2009). This makes workplace diversity more effective and decisions are arrived at a consultative manner. Higher employee retention capacity and financial results are inevitable. Scenario 4 The aspect of corporate social responsibility has been a primary matter for debates for the last three decades. The aspects attributed to environmental protection and social responsibilities should be balanced with shareholders’ profitability (FLEMING & JONES, 2013). This study has observed that numerous salient problems facing corporation networked with the global players in the global economy create an enormous impediment to the realization of corporate sustainability. A wider approach is essential in resolving this quagmire. According to Fleming and Jones, the six main drivers of CSR are leadership trust; level of employee value; globalization; free flow of information; professional learning and development; opportunities and the power of brand and increased affluence. They are fundamental in developing a firm’s brand. What is stakeholder theory? Use examples to show how competing stakeholder Expectations can be managed A stakeholder theory refers to the theoretical framework of business ethics and organizational administration. It is fundamental function is to address the both moral and ethical values in the management of a business (FLEMING & JONES, 2013). Moreover, the theory provided stakeholders with a platform to define how management can satisfy their interests in a business setup. This is done in tandem with dynamic trends in the market milieu. To what extent has, the UN Global Compact achieved its intentions. Fundamentally, the UN Global Compact is enshrined in the ten principles in the areas of human rights, milieu, labour standards and anti-corruption. The two primary objectives include mainstream the ten principles in business transactions across the globe and speed up actions in support of the UN goals (FLEMING & JONES, 2013). The UN compact as attained these objectives considerably trough the aptness and efficient organizational and operational functioning of the Novartis Foundation. This foundation has championed for extensive application and realization of the ten principles in the global business space. What do Fleming and Jones (2013) claim to be six main drivers of CSR? The central drivers according to Fleming and Jones include Leadership trust, level of employee-employer value, globalization, free flow of information, professional learning and development opportunities the power of brand and increased affluence Examine the ethical theories or approaches which might influence an organization In deciding whether or not to pay an unauthorized commission (‘bribe’) to an Individual in another country for help in securing a major contract. Use examples/ Cases to illustrate your answers Essentially, the content of the character determines the decision of whether or not to give bribes. This habit is common since the parties involved belief that, it a way of appreciating (FLEMING & JONES, 2013). This is not the ethical code of conduct does not permit bribery for any business transaction. The theory of general ethics is applicable in this context. It does not give allowance for bribery or inducement for actualization of business transactions. Using appropriate literature to inform your discussion, how would you define the Term “corporate social responsibility” The term corporate social responsibility enshrines wide perspective on its meaning in the business or corporate context. It cannot incline to a specific meaning because of the immeasurable level of dynamism in the global business context. In essence, to find a definition or meaning that can fit in the ever-dynamic business environment is to some extent impractical. In my perception, the corporate social responsibility incorporates all the theories, approaches, initiatives and implications of ethical conduct in a bid to realize the companies’ responsibility on social welfare and consequent brand building through acceptable personal and corporate ethical behaviour (FLEMING & JONES, 2013). Read the following statement: ‘measures of a company’s success in the field of Corporate social responsibility (CSR) will influence investment decisions in the Future more than measures of current profitability’. To what extent do you agree with? This assertion? I completely agree to this assertion. This is because the current investment trends have really exhibited dynamism in terms of ethical conduct and responsibility in making decisions. It is imperative to note that, unethical conduct and attributed irresponsibility is a greasy obstacle to making sound investment decisions (FLEMING & JONES, 2013). For instance, bribes might pose obstacles to investors; in fact, the investors who adhere to the ethical attributes may retract from the business deal. Conclusion Unethical conduct and attributed irresponsibility is a greasy obstacle to making sound decisions. For instance, bribes might pose obstacles to investors and therefore investors who adhere to the ethical attributes and corporate social responsibility may retract from business deals, which paint a negative business image hence affecting their profitability (FLEMING & JONES, 2013). List of References GJALT DE GRAAF, & JOB VAN EXEL. (2008). Using Q Methodology in Administrative Ethics. Public Integrity.11, 63-78. ROSS, D. B. (2008). Professional ethics in law enforcement. St. Louis, MO, ALERT. HOBBY, C. (2010). Public interest whistle blowing: 12 years of the Public Interest Disclosure Act 1998. Liverpool, Institute of Employment Rights. KATHLEEN THOMPSON & HILARY MAC AUSTIN. (2009). Women. Oxford, Oxford University Press. FLEMING, P., & JONES, M. T. (2013). The end of corporate social responsibility: crisis & critique. London, SAGE. Read More