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One of the best organizations which endorse workplace and community ethics is The William Institute for Ethics and Management (TWI). This is through education forums, research projects and development of leaders. TWI aspires to promote ethics when people are working together for a common outcome or goal. The mission of TWI is built on the premises that ethics is about people, how they interact and the relationships between them, and how individuals take responsibility of their decisions in an organization.
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Ethical behaviors are more than rules or policies that must be followed, but are concerned with the will to do the right thing from the inner self in regard to those who are around us. TWI scores high in provision of ethical knowledge, communication ways on how to be confident when making ethical decisions, and self-awareness which make up transformative ethics (Robins, 2011).
Through empowerment of people the TWI helps in building strong and ethical leaders since it offers personal accountability and responsibility essential for leadership. This is through its “a drop of ethical value creates a ripple of change and influence”. Transformative ethics helps the leaders to recognize their personal ethical decision making, verbalize and articulate their them, help them develop tools for making ethical decisions, as well as empower them to take responsibility over such decisions (Robins, 2004).
When training is individualized from reacting emotionally to situations but through rational reasoning responses and communication of decisions proactively, leadership becomes more effective. This keeps employees engaged and empowered which helps in sharing mutual trust through respect of personal decisions. The leaders thus promote a culture where people are more committed and observe high integrity within themselves and the organization (Robins, 2011).
Conflict is a disagreement where the involved parties perceive a risk to their interests, concerns, or needs. Conflict is a normal thing in organizations and can be used to explore a variety of opportunities for development and growth through enhanced understanding and insight. This is through a tendency to look into conflict as a source of multiple possibilities that are available outside the normal which are problem solving rather than the limited options that people have in conflict times. The positive side of creativity includes new research for new resolutions and facts, to increase organizational solidity and performance, and assessment and measure of organization strength and power (Katz, 2008).
A conflict is not just a disagreement; it is a scenario where people perceive emotional, power, physical and status threats to their welfare in organizations. Conflict responses are rich in ideas and feelings which can be a source of powerful and firm guidelines to finding solutions to conflicts and conflict management. During conflict there is a high demand for solutions which results to different creative viewpoints among employees, administrators and leaders. They all come up with new innovative strategies and ways of going on with their business in the bid to solve the conflict (Hatch, 1997).
Since conflict comes from competition, different ideologies and viewpoints, incorporating all this into a single system leads to organizational satisfaction. Each individual will do his/her part feeling that his ideas count and will work with pride and commitment. This leads to effective management and goodwill hence improved productivity and hence quality products (Gross, 2000).
Drawing a clear line between positive and negative conflict is a skill that is specific to groups and organizations. A positive conflict is when the managers, workers and all individuals engage in different viewpoints towards trying to solve a common goal. This is in line with the group or organization goals, policies and mission. The difference can be due to different fields of specialty, time frame and ideology variation. On the other hand, negative conflict is aimed at personal gain rather than organization well being, is based on incorrect facts and does not define the problem explicitly (Pondy, 1999|).
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