'Managing for Organizational Integrity Essay\r'

'This obligate by Lynn shrill Paine addresses the necessary and ofttimes overlooked relationship amongst job management and moral philosophy. With most managers revolve abouted on bottom line results, the concept of honest motive is often lost in rushed nonchalant decisions or is non considered at all. But as the article suggests, a wrap up commitment to justness-based management put forward not only avoid unnecessary intelligent complications in the courts but weed strengthen problem operations in times of stress and uncertainty, on the nose the occasions where ethics argon time-tested by exigent circumstances.\r\nSome CEOs and business models concentrate their ethics evaluations on the most obvious parts of the institution, such(prenominal) as departments deal compensation committees where individuals with poor integrity can cause great harm. However, greater forethought should be placed to all parts of the organization from executive management down to the r etail sales floor. As was noted during the analysis of the Beech-Nut apple juice representative study, m both individuals within the organization knew of significant problems with the product but were afraid of being considered â€Å" wimp Littles” if concerns were raised within the firm. The subsequent well-grounded settlements and constipation to the reputation of the fraternity only reinforces the figure that ethics should be universally viewed as in-chief(postnominal) within all parts of the organization chain and not merely a quaint or over-the-hill theoretical consideration.\r\nThe framework of an integrity compliance design cannot merely ask the simple question â€Å"If it’s sanctioned, it’s ethical” and move on. Many professional actions and business procedures are lawful but not in the company’s best interests to work out since they are viewed as either unethical or intentionally negligent. An excellent illustration of this principle in action is the Solomon Br early(a)s case study outlined in the text where four top officials of the firm failed to story wrongdoing by others. There was no law, regulation, or internal company policy that required this disclosure, suggesting that the mien itself was not considered â€Å"unethical” in any substance by society, the legislature, or even the firm’s own ethics committee.\r\nNevertheless, the actions were considered as such by the investing public and the Wall Street connection that penalized the firm for its inaction in the face of misconduct. This case sets a clear threadbare that relying upon written ethics policies does not provide a clear fail-safe harbor in case of potential misconduct. posture another way, just because an action is not expressly unethical according to some objective impart or measure does not make any specific behavior either ethical or even correct.\r\nAn ethics compliance plan sounds like a reasonable solution to the problem of business ethics, but the issues are not that simple to knead with merely a board’s check over of potential conflicts. Legal compliance, of course, is not the issue since all firms must comply with the law. A standard of ethical compliance suggests there is one ethical standard by which one can comply, a situation that is more true in the exception than the rule. A personal commitment to the highest ethics mathematical by in sight business leaders and managers certainly is a prerequisite to any compliance plan. Another important goal should be the integration of ethics into the daily business model as seamlessly as possible to make these rules a constant reminder, in other words, not some distant academic rule to be avoided if possible but a clear path that guides retail decisions at all levels of the organization.\r\nA commitment to ethics management within a firm can reduce internal culpable misconduct and also provide a company with an added boost of p ublic confidence and reliability. Moving extraneous from lawyers making ethics decisions to having them assist in the makeup of ethics consistent with legal practice is a superior solution because it changes the scope of the business decision process. By concentrating on ethics instead of law makes the decision-making process fuzzier and more cumbersome since ethics are subjective and not bright light tested like most statutes which clearly delineate unexceptionable conduct from illegal ones.\r\nBut a focus on ethics, especially through a visible and vocally supported ethics compliance program, can broaden the executive decision-making process from what is merely legal to what is morally correct. The public (and all judges and juries) pass judgment business executives to have higher moral considerations that what is legal or what is not prohibited in a company employee handbook.\r\n'