Research Korner: Manager

Broad review and analysis of the field of leadership with application to business and other organizations

Power is the potential ability to influence behavior, to change the course of events, to overcome resistance and to get people to do things they would not other wise do. It is the ability or official capacity to exercise control or authority over a person, group, or nation. (1997) Power exists on all levels of life from the household to the government of a country. In some way we all have someone who can influence our behavior or our decisions. Power is vested in us by the dependence of others by how much they need what we control and by how few alternatives there are. Leading people effectively is a tremendous challenge, a rest opportunity, and a serious responsibility. For our organizations to be effective and for our society to function successfully, we must be able to select the right leaders and help them succeed. Because the processes of leading others to achieve organizational goals are applicable in any institutional setting, this book presents a broad review and analysis of the field of leadership with application to business and other organizations. (Nahavandi 2003)   1. The sources of power that the CEO must have at her disposal The power to reward- A reward is not purely financial. While the absence of money is indeed a problem its presence is not necessarily a motivator. Nonetheless, reward of both financial and non-financial benefits is one of the keys to power and leadership. The Power to Punish- Punishment or providing penalties, is one of the most tangible and feared positions of leadership power. However, this power base is best used with a soft glove if the end objective is to help people to become more productive and to respect their leadership. The power to punish is best used lightly, tangentially, and infrequently. The power of position- Hierarchical position has traditionally been the most important source of power and is increasingly becoming the least important, although it is still not to be ignored. It comes with title or position such as a police officer, teacher or CEO. Authority is given to an individual by an organization to influence the department or persons that the direct authority must govern. People have been socialized to accept the power system of boss and subordinate. The power that is inherent in any position is power vested by the majority. The power of expertise- A person has expert power when he or she has special information or expertise that the organization values. This type of power can come from extensive background and education or an area where an individual displays extremely proficient skills. Expert power can be very beneficial to a manager. Of all the bases of power, expertise is most consistently associated with subordinate effectiveness. Referent Power- Exists when the power holder is well liked by others. In this sense, charismatic leaders will have referent power. This type power is interesting in the way that the followers are easily influenced due to the genuine respect they hold for their leader. The leader who is popular and well liked is more apt to gain favorable response without the use of power or coercion. Networking in the workplace can be extremely beneficial for this type of individual, since he or she can form a basis for calling in favors in time of need. 2. Such powers above can be use to avoid certain operational, administrative and ethical problems if it is followed thoroughly without any negative connotations and biases. There should be an ample time in achieving these powers and it should be exercise effectively. A needed assessment as well as appraisals of such matter is vividly important in order to see changes in such context only if needed. These sources of power must be considered at all times to attain peace and unity in a certain workplace. It should be open to clarifications in case employees will ask some delicate matters involving such effectiveness of the sources being specified.   Three specific business problems that can be addressed through the use of “influence tactics”       Financial Turn Around It is essential that any company experiencing any financial stress acts quickly to stop such financial bleeding and plans to improve such internal efficiency and such ability to generate revenue. The influence tactic behind this problem is the overlapping of such expenses within the limited context and variations of such. The source of power of this kind would be the power of position because such financial problems could be in question directed to those authorities in higher position or level.       Unhealthy Competition Competition in industries that deal with scarce resources can stimulate unethical behavior. In highly competitive industries, there is a temptation to engage in price fixing. Also, in industries with no competition there could be temptation to engage in unethical behavior. Such influence tactic of this could be the rapid event of favoritism between the employees involved. The source of power could be the power to reward as well as the power to punish misleading actions and undesirable behavior.       Work Conflicts and Miscommunication This could be a major problem in business organizations because the occurrence of such truth could greatly affect the effectiveness of a particular worker in terms of his performance and level of accuracy during working hours. Spreading of rumors and gossips could be a valid tactic that accounts this type of problems at hand. The source of power could be the referent power. Moreover, such tactics will definitely address the problem of the above data because it is a part of the real scenario in every business structure and has been a visible pattern within. Contrasting these specific ethical dilemmas in business, there are also common themes that run through the ethical issues which managers face. An interview survey conducted on a diverse group of managers discovered seven themes that define their moral standards for decision making. They are:       Honest communication       Fair treatment        Special consideration       Fair competition       Responsibility to organization       Corporate social responsibility       Respect for law   References: Nahavandi A (2003) “The Art Science and Leadership”, Upper Saddle River New Jersey Prentice Hall Green N (1997) “Creating an Ethical Workplace" Employment Relations Today vol. 24 pp. 33-44. Krohe James Jr. (May 1997) "The Big Business of Business Ethics" Across the Board v. 34 p. 23. Weiss, A “New Leadership for the New Millennium”.

Broad review and analysis of the field of leadership with application to business and other organizations

Power is the potential ability to influence behavior, to change the course of events, to overcome resistance and to get people to do thin...

Perception of Line Managers Towards Performance Management Systems

Perception of Line Managers Towards Performance Management Systems   Performance management (PM) refers to activities that ensure the consistent and effective achievement of the goals of an organization. It covers the management of both behavior and results of an organization, a department, an employee, the processes in building a product or service and other areas as well. The process may be used to reconcile the employees’ personal goals with that of the organization’s goals to increase the latter’s productivity and profitability, and can be applied to a single individual or section within an organization. A job mission statement which defines a job in terms of purpose, customers, product and scope is drawn for each job position to determine the latter’s continuous key objectives and performance standards. The strategic and operational goals of an organization can be effectively realized by a performance management system.[1]   The benefits of performance management include the concentration on results, rather than on behaviors and activities, the alignment of all activities and processes to the organization’s goals, the cultivation of a comprehensive, long-term view of the organization and the generation of measurements that are useful in setting standards for comparison with the best practices of other organizations. There are reservations on the relevance of taking numerous measurements due to the rapidly changing structures in today’s organizations. However, the main thrust of performance management is in providing a consistent frame of reference during ongoing feedback on performance, irrespective of the organization’s current structure. Many supervisors dread the filling up of employee performance review forms because of the worry that they have not spent sufficient time on observing an employee’s behavior and might commit a mistake, and see the form and the various measurements that the process recalls as an end in themselves. However, the ongoing communication around the measurements is the crucial element in the performance management process.[2]   Traditionally, Human Resources (HR) handles performance management systems, but in terms of performance in general, it is the line manager who is basically responsible for a team’s performance. Line managers are focused on daily business processes meant to produce business results, while HR devises programs to improve and measure such processes. Performance management is only effective when line managers recognize the value of the performance management programs chosen by HR. In general, line managers do not exert much time and effort in managing performance, if they can find a way to get around the system chosen by HR. Such attitudes can be overcome if goals are given to people and they are measured as per these goals rather than on regular competencies. The only way line managers can be made to focus more on performance management issues is by educating them on its benefits. A continuous process of feedback and development with line managers can bridge the distance between them and performance management in organizations.[3]   Companies now have various processes such as goal alignment and succession planning, apart from appraisal tools, that line managers can choose from in order to maximize the use of technology in performance management. The alignment between corporate and individual objectives must be made visible to reduce under-performance. Performance management must consider the alignment of the goals of supervisors, the line managers under them, and the employees below the line managers during goal setting and measuring.[4] Performance management processes are integrated with talented management programs in well-run organizations. A talent mindset should be visibly built by senior management for talent is essential to success, and performance management is one tool that can be used in talent development. HR is tasked with reviewing performance in order to raise the performance culture of the company, and must provide tools and applications that are flexible to support different populations and their respective needs. To be collaborative, a possible approach for HR is to allow line managers to audit employee performance. HR must also align the achievement of individual goals with that of key business results for the centralization of the role of line management in performance.[5] 	   	 		 		 		 		 		[1] “Performance Management”, 		Wikipedia, 9 June 2011, <http://en.wikipedia.org/wiki/Performance_management>  		[accessed 1 July 2011] 	 		 		 		 		 		[2] Carter McNamara, “Performance 		Management During Rapid Change”, Free Management Library, 		 		<http://managementhelp.org/performancemanagement/during-change.htm>  		[accessed 1 July 2011] 	 		 		 		 		 		[3] John Chaisson,“Executive 		Briefing.On the Line: The Manager’s Role in Performance”, Human 		Capital 		 		Institute, 11 November 2005, pdf, <http://www.workinfo.com/free/Downloads/ManagersRole.pdf>  		[accessed 1 July 2011] 	 		 		 		 		 		[4] ibid 	 		 		 		 		 		[5] ibid

Perception of Line Managers Towards Performance Management Systems

Perception of Line Managers Towards Performance Management Systems Performance management (PM) refers to activities that ensure the...

Role of the Managers in Achieving Organizational Goal

Role of the Managers in Achieving Organizational Goal According the study conducted by the Fortune Magazine, in achieving the goals of any organization; it must develop an excellent business plan,   marketing strategies and effective implementation. It has been proven by the business analysts that the bankruptcy of any business entity depends on the way how the company implements its plan and marketing strategies in the people and within the organization.  In relation to this, company managers play a very essential role in the development and growth in the business.  The managers have various functions in the organization.  They are the one who do the planning, organizing, recruiting, directing and controlling the entire organization.  Without their expertise in these fields the company would fall down sooner or later.  They serve as the backbone of the organization, and their main responsibility is to utilize properly and wisely the business capital and resources of the entire organization.  As a result, to be able to achieve the main objectives and goals of the company and that is to create a long term solid management-employee relationship,   production, increasing sales,  and especially make big profits for the organization.  (http://www.matrix.co.il/en-us/News/Headlines/Pages/PracticalManagementofOrganizationalGoals.aspx)   As a matter of fact, role of the managers in the organization vary, they are the one who ensures that every details and information that affect the organization and the working force would be delivered to the employees in a regular basis.  This is by having a good communication line between the management and the employees. In addition to that, the managers are also in charge of resolving any problem or conflict that arises among the employees.  As well as addressing issues between the management and the employees.  They also decide for what is being done to improve the working performance of the workers and staff along with deep understanding about their sentiments, concerns or appeals.  The managers should give total support system to the working force.  They should also provide continuous education to their employees such as seminars and trainings to help the employees to become better and more effective with their jobs.  Managers can motivate the working force to achieve excellence as one of the goals of the organization; and that is by maintaining a healthy working culture and relationship between the management and the employees.  In the same manner, they must set good examples to the entire organization so as their subordinates would treat them with high regard and respect.  (http://www.matrix.co.il/en-us/News/Headlines/Pages/PracticalManagementofOrganizationalGoals.aspx)   Furthermore, the organization must see to it or must check if all the things that have been discussed above are properly and appropriately formulated as to compliment with the result of the organizational production and performance.  In line with this, the Business Performance Management (BPM) has implemented business methods that are applicable in measuring the business performance of any organization.  Whether the goals and objectives of the company are successfully achieved or not after a given period of time. The Key Performance Indicators (KPIs) determine these factors.  This is like a dashboard that act as the main element for checking business performance in every industry as well as comparing with the goals of the company if they are both aligned with each other to achieve best results.  The following factors are crucial in improving the organization. Organization managers must think of streamlining or reformation of their plans and strategies if they think that they have not been effective and did not bring favorable results to the company.  They must provide a new set of brilliant ideas and marketing strategies that will surely give more valuable outcome.  Visibility of all the data of the various departments can help in determining and analyzing possible problems that possibly hinder the company’s growth and development, by then, proper solution would be applied right away before they become major issues.  In the same way, Information sharing provides the organization a solid formula of achieving its goals; since all employees get unified into one in decision making process.  Real coordination and cooperation in the business make remarkable changes among the lives of the managers and the employees.  Most especially it leads to the success of the entire organization.  Moreover, concern for user needs is also important. All the people in the organization must use the dashboards for them to improve their business performance and production. (http://www.matrix.co.il/en-us/News/Headlines/Pages/PracticalManagementofOrganizationalGoals.aspx)   Consequently, managers of different departments must have regular contacts with various government offices, suppliers and other people outside the company that are responsible in the regular flow of the business. Above all, the managers must be authoritative to be able to perform the tasks assigned to them by their superiors.  Proper delegation of authority will get their subordinates do the tasks adequately and successfully. (http://www.matrix.co.il/en-us/News/Headlines/Pages/PracticalManagementofOrganizationalGoals.aspx)     References: (http://www.matrix.co.il/en-us/News/Headlines/Pages/PracticalManagementofOrganizationalGoals.aspx) (http://www.matrix.co.il/en-us/News/Headlines/Pages/PracticalManagementofOrganizationalGoals.aspx) (http://www.matrix.co.il/en-us/News/Headlines/Pages/PracticalManagementofOrganizationalGoals.aspx) (http://www.matrix.co.il/en-us/News/Headlines/Pages/PracticalManagementofOrganizationalGoals.aspx)

Role of the Managers in Achieving Organizational Goal

Role of the Managers in Achieving Organizational Goal According the study conducted by the Fortune Magazine, in achievin...

Importance of Cultural Intelligence (CQ) that is Beneficial to a Tourism and Hospitality Manager in the New Walt Disney, Shanghai

Importance of Cultural Intelligence (CQ) that is Beneficial to a Tourism and          Hospitality Manager in the New Walt Disney, Shanghai Cultural Intelligence is the ability of a person to adapt different cultures, as well as his broad awareness and understanding about the differences of various cultures in the world.  Cultural Intelligence requires exceptional skills in interpersonal and cross- cultural communication.  Moreover, many people and professionals who have been working worldwide are basically moved from one culture or country to the other.  These people are able to succeed in their international career certainly because of their outstanding skills and ability to communicate well to different people with different cultures. (www.culturalinteligence.org) This is the most desired and sought after characteristics for Tourism and Hospitality Managers in New Walt Disney in Shanghai.  If you prefer to work in New Walt Disney in Shanghai, you must be aware of the fact that there are different nationalities who travel from different places in the world just to see personally the new launched theme park in Shanghai and aside from the Chinese people, there are many other foreign individuals who are longing to see the new tourist attraction of China nowadays.  In this connection, being Tourism and Hospitality Manager of the place, it is your utmost responsibility to be mindful enough of cultural differences of your different clients.  First and foremost, you must have the excellent skills of communicating with them; be ready to learn new experiences and ideas that will certainly help you to perform better in your job in New Walt Disney- Shanghai.   Learning visitors’ different behavior, traditions and principles of doing things are perfect example of cultural intelligence.  Second, the bottom line of learning cultural differences is the respect that you give to other people regardless of who they are without loosing your own sense self respect and values.  Third, being Tourism and Hospitality Manager in New Walt Disney in Shanghai, you ought to learn of course the Chinese language.  You can not communicate with the Chinese effectively, if you do not know how to speak their own language, because not all Chinese speak and understand English language.   Better yet that you have that ability to speak multiple languages for the sake of other visitors who do not know how to speak English language as well. (www.culturalinteligence.org) Besides, if you want to work in any place In China, you have to know the various customs and practices that the Chinese people have been doing in their country.  When it comes to marriage and family, they have very close family relationships.  As a matter of fact, Chinese people really give importance to loyalty to the family.  Also, strict family planning law is implemented for every Chinese couple to have only one child in the family.  In order to practice effective family planning program college students are not allowed to marry until they finish their degree.  Sons are given more importance than daughters, and most parents want their children to be more educated and richer than them.  When it comes to food, common dishes such as tofu, noodles, maize, meal, rice and steamed bread are always available within the country.  Those dishes made with pork, chicken, beef and fish are well liked but quite expensive.  Chopsticks are used for meals.  (www.hollywoodreporter.com/Disney-breaks-ground-shanghai-resort) Generally, the Chinese bow their heads slightly or nod politely when they greet other person or people.  Ni hao ma? Which means ('How are you?') is a normal greeting used by them.  The Chinese be likely formal in their self introduction to other people; they usually use their full names in introducing themselves, the same thing they do when addressing other people.  Furthermore, they are commonly addressed by their family name and titles. Additionally, promptness is very important when they are invited in any occasion.  Guests tend to be more composed and refrain from any loud conversations.  They do not accept valuable gifts from strangers, only small gifts such as cigarettes, chocolates, cakes, wine, tea or fruits that are given by their friends or relatives.  The hosts usually open the gifts when the visitors are already gone.    Chinese do not stay late in any evening occasions since they are early risers.  .  (www.hollywoodreporter.com/Disney-breaks-ground-shanghai-resort) Chinese are fond of sports that include swimming, soccer, table tennis and shadowboxing that gives good form of exercise and meditation. They also love theaters, ballets and imported movies.   They are also fond playing “majiang” or (mah-jongg) the most famous table game in the country.   When it comes to holidays, January 1 is the Chinese first official public holiday of the year.  The Chinese New Year is celebrated every January or February they depend their celebration on the Chinese lunar calendar. They also celebrate different holidays such as March 5 as Feast of Excited Insects, International Women’s Day is celebrated every March 8, Labor Day is observed every May 1 and many others holiday celebrations in their country.   (www.hollywoodreporter.com/Disney-breaks-ground-shanghai-resort)   These are only some of those important customs and traditions in the Chinese culture that you should learn and respect when you are visiting or working in their country.  Remember, if you want to become excellent in your job as  Tourism and Hospitality Manager in New Walt Disney in Shanghai you must learn to adapt these things.  References: www.culturalinteligence.org/What%20is%Cl.htm www.hollywoodreporter.com/Disney-breaks-ground-shanghai-resort-176223 www.hollywoodreporter.com/Disney-breaks-ground-shanghai-resort-176223 www.hollywoodreporter.com/Disney-breaks-ground-shanghai-resort-176223 www.hollywoodreporter.com/Disney-breaks-ground-shanghai-resort-176223

Importance of Cultural Intelligence (CQ) that is Beneficial to a Tourism and Hospitality Manager in the New Walt Disney, Shanghai

Importance of Cultural Intelligence (CQ) that is Beneficial to a Tourism and Hospitality Manager in the New Walt Disney, Shang...

Managerial Economics

Managerial Economics Introduction In an organization, it is right to give the right compensation for the performance of the employees. The compensation is not a reward or incentive but the obligation of the organization to give such credit in the efforts exerted by the individuals. For the past years, the employment is centered in different issues and concerns. As an example, the employment issue is focused in the increase of compensation or allowances and perks. The common people who demanded for the increase are the managers because they consider the stressful environment in their workplace. In this paper, however, we will discuss the negative effects that may arise as a result of increasing manager’s allowances and perks. Manager’s Roles and Responsibilities In the investigation of the increase of allowances and perks, it is important to firstly recognize the roles and responsibilities of the managers in different environment. The manager’s performance can be the most important factor in the success of a department because of the manager’s ability to weigh the facts, judge, create decisions, and strategic solutions. Within the global competition, the managers are expected to work even in a complex workplace. The managers can work domestically or in international workplace wherein both offer the challenges and risks. The competition within or outside the country were influenced by the wide globalization. The effects of the rapid change can be the main reason for the manager to generate the strategic approach possible for the organization (Skordoulis, and Dawson, 2007). Managers’, however, do not influence the decision of the people above their position but prepare the possible options in which the superiors can choose. The contribution of the managers is also recognized through their approach in managing, controlling, and strengthening the employer-employee relationship and customer-organization relationship. Aside from those, the managers are often sent into different business affairs that might be consider as leisure and business travel. The organization is the one that provides the needs and allowances of the managers. However, due to growing number of stress, pressures, and other challenges that the managers receive in their position, the increase in allowances and perks are proposed.  Allowances and Perks Allowances (e.g. travel allowances) and perks (e.g. bonuses, reimbursements) are allowed in every organization as long as all the expenses are made for the business transactions and/or with the knowledge of the superiors. The manager’s performance can be the reference of the organizational leaders to allow them participates in the meetings, business travels like convention, and others. Same is true when it arrives in giving the bonuses or to increase their compensation, the performance of the managers is the basis. The reimbursement, on the other hand, can be obtained from the medical or health concerns, gas, or other expenses but with a condition that it should be related with the business matters. The increase in the business needs of the organizations creates an impact in the allowances and perks that the organization provides (Gilbert, Geisler, & Morris, 1995). Since all the expenses that can be appear in the account of the managers are subjected into the organizational funds, there are limitations that the manager should acknowledge. However, because of the conflict of interests coming from both parties, the managers are demanding that there should be an increase in their allowances and perks to provide the appropriate services and performance that the organization wants. There are instances that the organizations also cover the education of the manager’s children or support the family of the manager just to provide to gain the loyalty and job commitment. The negative effects in the organization may result to the sudden drop of profit. There are uncertainties and economic downturn that may affect the organization and they might discontinue the program on allowances and perks or affect the retirement and other benefits if there is an increase of demands coming from the managers. Also, the other managers might not experience the same treatment because the allowances and perks that should be allocated for the new managers are already saturated (Gupta, 2009). Conclusion It is not wrong to demand for the increase in the allowances and perks, as long as the managers are doing the right thing and providing the performance for the organizations. The effects will only carried by the organization if there is a sudden demand coming from the managers. The increase in allowances and perks will give more drawbacks if the managers do not use the privilege in the right way.      References: Gilbert, D.T., Geisler, R.B., & Morris, K.A., (1995) When Comparisons Arise, Journal of Personality and Social Psychology, 69(2) [Online] Available at: http://www.wjh.harvard.edu/~dtg/Gilbert%20et%20al%20%28COMPARISONS%29.pdf [Accessed 10 August 2010]. Gupta, V.K., (2009) Demand Relating to Perks Prerequisites and other Allowances: Perspectives of Mr. Vikas Kumar Gupta, Member, Wage Revision Committee for Wage Revision on Behalf of TTAs [Online] Available at: http://www.snatta.org/main_demands/perks.doc [Accessed 10 August 2010]. Skordoulis, R., & Dawson, P., (2007) Reflective Decisions: The Use of Socratic Dialogue in Managing Organizational Change, Management Decision, 45(6): 992

Managerial Economics

Managerial Economics Introduction In an organization, it is right to give the right compensation for the performance of the employees...

Essay on Barriers toward Ethical Managerial Decision-Making

Ethical Managerial Decision-making   Introduction             Why be ethical? This is the question that haunts generations of leaders and managers. Ethics, which is defined as morality’s effect on conduct, is increasingly becoming integrated in all aspects of organisational thinking. For instance, leaders and managers now regard social responsibility and organisational ethics as a reality that shapes expectations and standards. Organisational behaviour is also becoming more transparent than ever. Ethical leadership is the direction that modern organisations seek to pursue. Nevertheless, there are barriers toward ethical decision-making particularly for the managers. This paper aims to explore these barriers as well as how to address and resolve them.      Ethical managerial decision-making             Ethical behaviour deals with the morally-acceptable and commonly-held values which are consistent to personal perception of values (Sims, 2003).      Ethical reflections are centered on issues on behavior and decision-making and such issues focus on values, rights and responsibilities. Managers are often faced with ethical challenges basically because managers have ethical obligations. Managers have the responsibility to recognise moral issues and develop moral sensitivities. The fact that whether good is right or right is morally accepted must be weighed by the managers in decision-making (Sharma and Bhal, 2004, p. 29). Potential barriers to ethical decision-making for managers could include strategy, structure, control and motivation though these barriers may exist in routine and broadly accepted organisational practices. Nonetheless, managers have to draw on values to support decision-making.   Barriers to ethical decision-making             Lane, Mendenhall and McNett (2004) state that organisational values are found on vision and mission statements which drive strategy. Strategy and ethics are linked through the idea of purpose. Managers understand purpose in quite personal ways as a guide for their personal action. For the mutual benefit of the organisation, managers’ actions are activated by agreement with others especially that correlates with the organisation. It would be necessary to note that managers are put in their position to diffuse responsibility. Managers do understand the purpose of their organisational activities in terms of their own personal engagement with and responsibility for them. Likewise, managers also understand purpose as it applies to their connection to others, in and beyond the organisation, people who agree to responsibilities related to their shared goals. The purpose of an organisation is ethical in nature and is influenced by culture. When such assumption is left in tacit, misunderstandings could arise (Sharma and Bhal, 2004). To be effective then, values should reside at the operational levels in the thoughts and actions of those who implement the strategy whom are the managers. It is important then for managers to understand others and own implicit culturally influenced ethical assumption.               Organisations are often structured as a collection of functions and roles that have decentralised operational responsibility. Holian (2002) relates that managers are then responsible on performance of subordinates’ performance. The diversity in functions and roles could have challenging ethical issue. Once the demarcation among these functions and roles became an issue, managers could miss the opportunity to make ethical decisions. Managers are in a response mentality as moral action may be a part of the problem’s solution of a different order than ethical decision-making. Because organisations are made integrated, managers are confronted with the challenge of the tendency to be problem-oriented which may confound ethical problems in the organisational level (Carroll, 1990).                According to Casali (2007), organisations may encourage managers to be unethical in forceful and implicit ways via disincentives. The reward of quantity over quality is an example of this as well as the bottomline pressure for profits at any cost, open door policies but closed door practices, punishment for reporting policy violations, promotion of managers known to be less ethical and patterns of deception throughout management. As such, the way performance maybe measured may put pressure on managers to act for the short term rather than to choose what might be the right approach for the organisation in the long run. Hence, the lesson for managers is to set and manage reasonable performance expectations (Vardi and Weitz, 2004).     Addressing and resolving the barriers The executives and management must consider the ethical dilemmas in the workplace. A well-written and well-communicated acceptable code can help but it is impossible to regulate non-existence of unethical behaviour. The bottom line is there is no legal requirement to behave ethically (Ball, 2007). The challenge herein is the approach to disseminate the information about codes and to avoid concentration in a certain management level. It must be from top to bottom. If not, the result would be clogging on “continuous professional development, an open workplace culture and a clear and explicit code” (Ball, 2007).   Further, managers could also resort in examining the 5Ps of ethical power such as purpose, pride, patience, persistence and perspective. The purpose is the basis upon which the managers build its ethical behaviour. Pride makes every experience as a win-win reflection of their attitudes. Patience demonstrates a virtue of trust to organizational values and beliefs. Persistence is the long continuance of an effect while perspective refers to the long term goals of a manager relating to the work and the organisation and subordination.   Managers could engage in an ethical checklist prior to making a decision. Peale and Blanchard (1988) relate three questions for which a manager can clarify different aspects of organizational decision-making and ethical standard adherence. These are: 1) Is it legal? 2) Is it balanced? and 3) How will it make me feel about myself? An alternative would be that of UK Institute of Business Ethics’ three questions. First is through transparency – Am I happy to make my decision public? Effect is the second – Have I fully considered the harmful effects of my decision and how to avoid them? The third is of fairness – Would my decision be considered fair by everyone affected by it?     Conclusion             Decision-making, either for the business or the people, managers are confronted with specific barriers to ethical decision-making. Three of these barriers are strategy, structure and control and motivation. Specific ways that managers could address these barriers are through well-written and well-communicated acceptable code, the 5Ps of ethical power and the ethical checklist.     References   Ball, G 2007, ‘New Ethics Culture Needed in Business, Birmingham University Looks at the Issue of Business Ethics,’ The Birmingham Post, June 1.   Carroll, A B 1990, ‘Principle of Business Ethics: Their Role in Decision Making and an Initial Consensus,’ Management Decision, vol. 28, no. 8.   Casali, G L 2007, ‘A Quest for Ethical Decision Making: Searching for the Holy Grail, and Finding Sacred Trinity in Ethical Decision Making by Managers,’ Social Responsibility Journal, vol. 3, no. 3, pp. 50-59.   Holian, R 2002, ‘Management decision-making and ethics: practices, skills and preferences,’ Management Decision, vol. 40, no. 9, pp. 862-870.   Lane, H W, Mendenhall, M E and McNett, J 2004, The Blackwell handbook of management: a guide to managing complexity, Wiley-Blackwell.   Peale, N V and Blanchard, K 1988, The Power of Ethical Management, William Morrow.   Sharma, P and Bhal, K T 2004, Managerial Ethics: Dilemmas and Decision Making, Sage Publications, Inc., London.       Sims, R R 2003, Ethics and Corporate Social Responsibility: Why Giants Fall, Praeger Publishing, Westport, Connecticut.   Vardi, Y and Weitz E 2004, Misbehaviour in organisations: theory, research and management, Lawrence Erlbaum Associates.

Essay on Barriers toward Ethical Managerial Decision-Making

Ethical Managerial Decision-making Introduction Why be ethical? This is the question that haunts generations of leade...

Role of the Managers in Achieving Organizational Goal

Role of the Managers in Achieving Organizational Goal

Role of the Managers in Achieving Organizational Goal According the study conducted by the Fortune Magazine, in achievin...