Work Place Ethics

Introduction

            Ethics and personal behavior in the work place are very crucial in the employment contract. This is because the two factors are very significant in ensuring the profitability of an organization (Ferrell et al, 2010). It is vital to note that just as performance, motivation and team work are critical to ensure the success of an organization; these two factors ensure that a company is up and running. Every organization has a set of rules and regulation and a code of conduct that all employees must conform to and are handed out especially in the personnel handbooks (Icheku, 2011). Creating an ethical culture in the work place is of great significance as it ensures integrity and loyalty to the customers and to the organization itself.

Case scenario

            In this case, there is lack of workplace ethics and behavior. This is because the fact that the figures in the invoices are higher than usual; then it means that there is presence of fraudulent activities. It is also evident that the number of invoices is more than the usual number. This explains that there have been transactions that have been carried out without the knowledge of the office manager. In this case the company manager can be said to be working out of his job specifications when purchasing products. In this case the office manager is not able to report such fraudulent activities to the people necessary because there are no provisions for such. This then means that if the issue is not reported he will be deemed responsible for all those transactions and answer to the board of directs. It is also possible that he may lose his place at the company if he reveals the same; however, the principles of ethics require him to report the occurrence.

Ethical decision making

            It is vital to note that there are various principle in the ethical decision making process. The greatest approach in the process of decision making is considering the impact of the decision to the decision maker (Icheku, 2011). This will show the manner in which the decision that is to be taken will affect the employees and the organization as a whole. Once the understanding of the decision is achieved then it gives a better plat form to carry out the decision (Icheku, 2011). It is also critical to note that before a decision is made, one has to research the facts that face that decision. In this stage consultation is key in order to avoid making biased decisions (Icheku, 2011).

• Self interest

            This is one of the key principles in ethical process of decision making.  In this case the moral authority is determined by an individual or the culture if that individual (Dolgoff et al, 2012). This is to mean that an act can be deemed to be morally right if it serves the interests and needs of the individual. This is in most cases done in cases where there is the authoritative style of leadership (Dolgoff et al, 2012). The opinions of others especially the employees do not matter as long as the management is contended.

            This can also be explained as determined the moral aspect of an act in relation to social culture. This principle is very efficient in cases where all the staff in a particular organization is from the same culture and identify with the same beliefs (Ferrell et al, 2010). This principle is disadvantageous in multi cultured organizations because truth, justice and rights are denied to people from a different culture. This is because what is termed to be morally right in one culture may not be morally right in another.

• Utilitarianism

            In this case the moral authority of an act is determined that the consequences that follow this act. This is to mean any act that that has more benefits than costs is termed to be morally right (Ferrell et al, 2010). This is a principle that is very practical in cases where there are limited or fixed resources. In business, this aids in decision making to ensure the common good for the company. In most cases, this objective is normally quantified numerically in terms of profits and losses to mean that any decision that would bring in profits is more preferred than that which will make losses (Ferrell et al, 2010).

            This principle’s main objective is profits without caring the process in which these benefit are made. This can be seen in forms of leadership where the management is only concerned with profits and results (Ferrell et al, 2010). Most utilitarian’s explain the benefits and risks as contentment of preferences where the financial benefits and more than the financial costs.

• Universalism

            This principle explains that moral authority is accorded to the extent in which the intention will treat all people involved with respect (Werhane, 2013). In this case all people are treated the same and accorded equal respect; this is to mean that there are exceptions or special cases. In this principle the interests of the people involved are considered as a priority (Werhane, 2013).

             This principle helps to ensure that objectives are morally sound and also focuses on the motive of the decision maker allowing them to practice respect for all people (Werhane, 2013). Critiques explain that this principle lacks the practical usefulness and effectiveness especially in companies whose sole purpose is to make profits (Werhane, 2013). It can also bring about conflict in cases where there is question about the decision that brings more respect to people.

• Human rights

            These are the entitlements that people receive at birth. These are in most cases concerned with issues pertaining life, health, choice and self-respect. In this case the moral authority is determined by the rights that are accorded to people (Icheku, 2011).  It is vital to note that rights take precedence over the utilitarian principle. This is because the dignity of human beings and esteem are deemed as to be of much good.

            Most businesses tend to sway along with the utilitarian principle; however, the top management of any business is always aware that for any decision that is made, the rights of the people must override (Icheku, 2011). Nevertheless, it is also critical to note that some people may ride in advocating human rights with an aim of attaining selfish interest.

• Fairness and equality

            This principle allows for cases where the moral authority is established when resources such as material goods and opportunities are equally distributed to all people (Icheku, 2011). This principle is one that provides national foundation of justice in many countries. In business, this principle has much weight on the aspect of hiring because anyone that is qualified has a right to work (Icheku, 2011). However, in cases of profit making companies this principle has no much effect because the general good is for the growth and development of the company.

            In this case the CEO of the company needs to be reported because the interests in selfish and personal gain. It is evident that the actions do not by any way improve the company. According to the principle of the utilitarianism process of decision making, the sole objective is to benefit the company (Ferrell et al, 2010). In this case the costs are more than the benefits then to mean that this principle has not been applied. The scenario is also devoid of the universalism principle because the office manager in this case is not being treated fairly. The principle demands that all people should be accorded respect (Ferrell et al, 2010). In this case the office manager is responsible of paying the invoices and not the CEO. This also affects the integrity of the company’s CEO due to the cases of dishonesty in dealing with the purchases. It is also evident that accountability is lacking in the organization. This is because accountability is what allows people to be upright in relation to work ethics. It is vital to note that people who portray the attribute of accountability are normally honest which is not shown in the company.

Conclusion

            From the above information it is vital to note that decision are a critical part of any organization and therefore should be taken seriously. The process of ethical decision making process is also significant in making healthy and informed decisions. However, the principles of this process may vary from one company to another depending on the objectives and purpose of the organization.

References

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Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2010). Business ethics: Ethical decision making and     cases : 2009 update. Mason, OH: South-Western Cengage Learning.

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Icheku, V. (2011). Understanding ethics and ethical decision-making: Case studies and   discussions. Xlibris.

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Werhane, P. H. (2013). Obstacles to ethical decision-making: Mental models, Milgram and the    problem of obedience.

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Dolgoff, R., Harrington, D., & Loewenberg, F. M. (2012). Ethical decisions for social work         practice. Belmont, CA: Thomson Brooks/Cole.

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