An Overview of Silver Line Company - Article Example

?Introduction-Overview of the Organization Silver Line Company is a company that deals with the manufacture distribution of products made in US. I worked for this company for four months and therefore, I was able to encounter many ethical and unethical issues in the organization’s leadership. One day, my manager asked me to attend a meeting on his behalf at a very short notice. Since I had never attended such a meeting, I was very anxious but I finally accepted after a short briefing about the purpose and politics that were to be discussed in the meeting. His message was that, I should keep down my head and avoid drawing any attention concerning the problems that the company was facing in performance. The fact that the control purpose of the meeting was to be affected by the manager’s demand made me very uncomfortable. Covering up the problems that led to poor company performance worried me because this was very unethical. I was also concerned of being accused of things that the manager could not have told me, which could also be affecting the company. Despite these misgivings, I went ahead to attend the meeting, just to avoid being at loggerheads with the manager. On attending the meeting, I had to address issues concerning the company that I had no slight idea about. When I informed the manager about eh meeting and the questions asked, he was very angry at me, accusing me of betraying him. After a month, I was given notice concerning my job contract termination. A month later, I was fired with claims that I was a poor performer and could not meet the company’s expectations. This really discouraged me and to me, the manager was unethical in carrying out his duties. Problem Identification Real leaders consider doing the right thing irrespective of its consequences when faced by difficult ethical dilemmas (Kidder, 1995). Managers experience such dilemmas when caring out their daily chores as Greenfield (1991) says. Developing moral obligations to the companies and their employees leaves them in a situation where they have to determine what is morally right. Unfortunately, very few leaders are usually able to deal with such conflicts. Until recently, ethical issues were accorded little attention in dealing with organizational conflicts (Kidder, 1995). The problem in this case is that, the manager was not ready to attend the meeting because he well understood the problems. He therefore feared any confrontations from his superiors and thus opted to send me to represent him. Though he could have been confronted for the poor performance of the company, he could have handled the situation better than me, because he was more experienced. As for me, I was very new in such issues, despite not being responsible for the problems. The manager could have also sent his assistant who could have also argued out the issues better than me, just a junior staff. It was unfortunate that the questions asked were very unfamiliar to me. On the other hand, the manager knew very well where he was failing but kept on assuming his responsibilities. For example, poor trained staff and late delivery of supply goods were the main problems. These are issues he could have addressed early enough by seeking help from his seniors. On the other hand, these were issues he could have presented before the board during the meeting. However, he was reluctant because he well knew that he was to blame for such mistakes. Another solution was for the manager to attend the meeting and air his views concerning the problems in a way that worked out better for him, since he was in a better position to defend him. As Kidder (1995) says, management crisis are better handled by the affected party than a second or third party. However, the best solution to the manager, which is also ethical, was for him to attend the meetings personally, explain everything, and ask for assistance in proving the company’s performance. For example, since the main problems were delayed delivery of goods and untrained staff, the manager could have asked the board to employ trained staff and purchase big and efficient transport vehicles. This could have shifted the blame from him to the board of management. Unfortunately, none of such issues were recognized and the manager was termed as lazy, poor planner, and one who never cared about meeting the objectives of the company. Project Design and Implementation The problem that the company was facing was poor performance. As executives and leaders are faced with potentially controversial issues, they have to keep their organizations and profits at some standards. Ethics provides the standards by which leaders can draw knowledge (Greenfield, 1991). The value of standards of ethics is highlighted when considering possible problems that leaders face. According to Greenfield (1991), observing ethics is very significant in ensuring any business success. Ethics also become more significant with increase in transparency. Trying to cover up things to avoid blame, as well as its consequences, does not solve the problem, but rather magnifies the whole issue. This is very true in the case of my manager. Leaders are expected to ethically act in dealing with company or employee issues, and his is being encouraged by legislation. To improve the organization, the manager should learn to be responsible for the daily operations of the organization. He should face consequences for his own actions. Unfortunately, I was the loser at last. I lost my job for reasons that were so unclear to me. Moral philosophers agree that the ethical “cookbook” does not exist to provide answers to leadership dilemmas that are so complex. However, a number of renowned thinkers have suggested a few guidelines on ethical management. First, leaders should willingly act in a sense that has ethical standards (Greenfield, 1991). Well informed ethical consciousness contains caring, just, and critique themes. Furthermore, manager should examine dilemmas from many different perspectives. First, they need to anticipate consequences of their choices and identify who it will affect, and how it will affect him. The other method is reframing ethical issues and developing the conscious reflection habit to wherever it might lead them. Conclusion The problem with our manager was failing to face the reality of consequences of his own shortcomings. He therefore uses others as scapegoats. However, there are virtues that each leader is supposed to practice to make the organization ethical. An ethics committee should be formed, not to make formal rulings, but to raise ethical issues’ awareness, advice leaders, and formulate ethical codes (Greenfield, 1991). Truly effective organizations are those that have shared covenant, which clearly articulates the core values of the organization and provide standards by which actions are judged. Leaders need not only to lead in the formulation of such covenants, but also to actively enforce and support it. Ignoring vital standards makes an organization to never to meet its objectives due to poor performance. References Greenfield, W. D. (1991). "Rationale and Methods to Articulate Ethics in Leadership." Paper presented at the annual meeting of the American Educational Research Association, Chicago, April 1991. 32 pages. ED 332 379. Kidder, R. M. (1995)."How Good People Make Tough Choices." New York: William Morrow. Read More