see attachment
Respond to post (Swat)
250 word min
Part II:
Utilitarian ethics focuses on maximizing overall happiness or utility, which can be advantageous in a global organization as it provides a clear framework for decision-making based on outcomes. It allows organizations to weigh the consequences of their actions on a broader scale, considering the interests of all stakeholders. However, one disadvantage is that it may prioritize the majority's interests over minority groups or individuals, potentially leading to the marginalization of certain populations or communities.
On the other hand, an altruistic approach to ethics emphasizes selfless concern for the well-being of others, which can foster a more compassionate and empathetic organizational culture. This approach may promote fairness and equality, addressing the needs of marginalized groups. However, it may also be challenging to implement consistently across diverse cultural contexts, as interpretations of altruism can vary significantly.
Part III
The biggest challenge for the human resources manager in creating an ethics training program for a multinational conglomerate operating in 13 different countries lies in navigating the diverse cultural landscapes and ensuring that the training is both effective and culturally sensitive. Cultural differences play a significant role in shaping ethical norms, values, and behaviors. What may be considered acceptable or ethical in one culture could be perceived differently in another. Therefore, the challenge lies in developing a training program that can resonate with employees from various cultural backgrounds while also upholding the organization's ethical standards and values.
However, it's crucial for the organization's central HR department to retain oversight to maintain consistency and coherence across all regions. This oversight may involve setting broad objectives and guidelines for the training program, monitoring its implementation, and conducting periodic reviews to assess its effectiveness and relevance.
Additionally, central HR should provide support and resources to regional managers to ensure that they have the necessary tools and guidance to develop and deliver culturally appropriate training. Collaboration between central HR and regional managers is key to striking the right balance between localized adaptation and alignment with global ethical standards.
But if the organization decides not to outsource the ethics training program to regional managers, central HR will need to take on the responsibility of developing a training program that is comprehensive yet flexible enough to accommodate cultural differences. This approach may require extensive research and consultation with experts in cross-cultural communication and ethics to ensure that the training addresses the needs of employees from diverse cultural backgrounds. As in the book Ethically decision needs a team that can consider many factors which may include such as medical futility, require practical management and leadership engagement as well as Ethical decision-making process The rational, step-by-step process of weighing facts, nonmoral concerns, and ethical principles Non moral concerns Ethically neutral factors in a decision, such as religious doctrine, personal faith, laws and regulations, self-interest, and situational con (FORRESTAL Elizabeth 2016).
What are some innovative strategies that regional companies can employ to foster a culture of collaboration and knowledge sharing across diverse geographical locations, particularly in today's increasingly globalized and interconnected business landscape?
References
ELIZABETH FORRESTAL. Ethics and Professionalism for Healthcare Managers. Chicago, Illinois: Health Administration Press, 2016. Disponível em: https://research-ebsco-com.libraryresources.columbiasouthern.edu/linkprocessor/plink?id=969d44f0-f787-3899-9d29-7b3bc938414a. Acesso em: 31 mar. 2024.
Johnson, C. E. (2022). Organizational ethics: A practical approach (5th ed.). SAGE.https://online.vitalsource.com/#/books/9781544395371
Respond to post # 2 (SJP)
200 word min
Part II
I strongly feel that organizational behavior is not overtheorized for a few reasons. First, as long as there are organizations and people working within those organizations, there will always be room for research and development. Secondly, humans are often changing as they age and develop new skills that they bring to an organization, which can cause changes in the dynamics of the organization. Finally, the different modalities that conduct research on organizational behaviors can determine the outcome of the study. For example, if business majors conduct research on organizational behavior, they will view it from a business standpoint. However, if human resource majors conduct the same research on an organization's behavior they will view it from an individual's standpoint. According to Kim, Ployhart, & Gibson (2018), "OB scholars tend to believe that an accurate understanding of people is vitally important for explaining myriad phenomena that can be critical for organizations" (p. 541). The overall matter concerning organizational behavior being overtheorized is based on who is conducting the research to determine the outcome of the theory.
Part III
According to Robbins, & Judge (2019). Effectiveness and efficiency tool such as data-driven management and decision making when it comes to managing individuals is a very important factor in organizational behavior. I strongly feel that they should be utilized together in order for an organization to get the best outcome. An organization can be effective when it comes to achieving their goals, but at a high cost. They can also be efficient with their budget and get nothing done. Organizations often work to improve their effectiveness along with their efficiency to increase their bottom line.
Classmates, what are some other tools that can be used to increase an organization's effectiveness as well as their efficiency rate?
References
Kim, P. H., Ployhart, R. E., & Gibson, C. B. (2018). Editors’ Comments: Is Organizational Behavior Overtheorized? Academy of Management Review, 43(4), 541–545. https://doi-org.libraryresources.columbiasouthern.edu/10.5465/amr.2018.0233
Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson. https://online.vitalsource.com/#/books/9780134729749
