Trends In Organizational Behavior Essay
Sorry, but copying text is forbidden on this website!
Business ethics embodies a particular manner of how ethics influences decision-making. It normally affects a company’s management by virtue of ethical expectations, both inside and outside the company. Management decisions are also constrained by the awareness of ramifications that result from a lack of ethics (Boyd, 2004, p. 35). This is the primary reason that most companies have adopted or established internal ethics codes for the compliance of all employees.
The manager of today is challenged to meld the demands of the organization and the needs of the individual worker into a functioning whole.
Education in today’s work environment will be successful if we formulate activities that are engaging as much as they are educational, and if we adapt to new technologies that will help complement classroom interaction. Drive and resilience are especially important when someone sets out to do something no one else has done or when that person faces setbacks and failures.
Ethics in the workplace can involve people who negotiate and face situations in their work or dealings with other people in which ethical dilemmas arise.
The individuals in these cases are faced with ethical questions in their relations with customers, employees, and members of a larger society. More often than not, the answers to these questions are difficult because it involves weighing of values. Conflicting values in a given situation are not capable of compromise. One has to choose one over another. Sometimes, the ethically correct course of action is clear, and hopefully individuals act accordingly. But the answers are often not simple. The dilemma is most commonly presented when ethical concerns come into conflict with the practical demands of business.
This ties up with learning, just as importantly since this involves self-examination from the employees and up the organizational chart, seeking for strengths and maximizing it, zooming on mistakes and inefficiencies and eliminating or minimizing them, and after every step of improvement, includes patting everyone involved at the back and rewarding them for a job well done. If the managers knew what makes their employees unsatisfied and unhappy, they can offer more to the existing and incoming batches of employees.
Again, as stated early on in the paper, it all boils down to responsibility. As Kimmel mentions, “Being responsible for a “piece of work” requires an employee to have a strong sense of self-direction and work. It needs a willingness to take personal responsibility for getting a piece of work done” (Kale, 1996). But for the true self-directed employee, this can be pure bliss. Responsibility is the key word here for these individuals, whether male or female, are also good team members. Technostress is a new term coming up these days in reaction to technology and how or lives are changing due to its influence. For several years now, as technology has become an increasingly prevalent part of our lives, technostress impacts people’s lives, their family and their work environment.
Because technology lets us do so much, today we take on too much and end up feeling overwhelmed and never finished. We feel invaded by technology on all fronts, ringing of cell phones, incoming faxes and those of others around us. We tote our laptops on vacation and bosses expect employees to be connected to them as often as possible. Thus, personal and work boundaries are blurred. With technology, we have come to embraced all the concomitant stresses that go with it. (Mueller 2001) maintains that workplace stress has increased as technological advances have increased.
He reveals that workers are now allowing workplace stress to invade their personal lives. As an example, he further opines that the working women in the UK think that the new technology makes their lives even more hectic. The advent of mobile phones and email have left women feeling under greater pressure to juggle work and home commitments, leaving less time for themselves. As a result, a growing number of career women are suffering from what has been dubbed “frantic life syndrome”. From the viewpoint of managers, technology is attributed to the profits gained.
Thus, when these don’t happen, the easy way out is to claim that it is the worker’s fault. That technology investments do not reliably produce benefits is well established, as is the interpretation that the problem lies in management and computer industry strategies rather than the worker’s utilization One needs to know that the productivity paradox or shortfall is a general problem, and not just at the workstation (Mueller, 2001). In order to avoid this technostress, people need to establish some boundaries between work and home. Technology may allow you to work at home, but this in effect makes it more difficult to get away from work.
The process of learning anything new means that one is open for growth. Growth brings changes. Negotiating is a learning experience and the result, if one really works at it, is growth and change. It is a sense of personal readiness to try something new, to experiment, to take the risk—possibly to get a lot of benefits, possibly to fall on one’s face. Both are realistic possibilities. Yet each time one negotiates successfully, one build confidence to tackle situations that are more important. It may take time before one begins to feel capable of negotiating. But when one finally learns that there is no need to passively accept the things that happen, that can help change conditions and improve situations such that events will seem much less overwhelming.
Boyd, M. W. (2004). Business Ethics for Unseasoned Entrepreneurs: Trends and concerns for professionals and stakeholders. Proceedings of the Academy of Entrepreneurship, 10(1), 33-36.
Kale, S. (1996). How culture, organizational culture and personality impact buyer-seller interactions. In P. N. Ghauri & J. -C. Usunier (Eds.), International business negotiation (pp. 21-137). Oxford, U.K.: Pergamon.
Mueller, J., (2001) Technology and Stress. Stress News, July 2002, Vol. 13 (3),
International Stress Management Association. University of Calgary. Alberta, Canada. Retrieved Jan. 8, 2007 at: