Assignment:
Project: Culture, Climate, and Ethical Decisions
Now that you have reflected on your progress in this course, begin your work on Project 3 by reading the scenario below. Then proceed to
Step 1.
The case example provided on the video and described below is designed to set the stage for why you have been asked to examine the culture, climate, and ethics in your own organization. The ethical issue in the hypothetical case below is not the specific ethical issue you will deal with in your work for Project 3. The case example below provides a reason that prompts your organization's leadership to ask you to do what you have been requested to do for Project 3. Of course, other reasons could also prompt such a request.
The company you will be using to discuss culture, climate and ethics for Project 3 is the company you used in Project 2 or a company that must be approved by your instructor prior to starting work on Project 3. If you do not want to use the name of your organization's actual leader (CAO, CEO, COO) in this assignment, you may use Kate Lindsay's name and title.
Case Scenario
The day after you hand in your situation audit, you notice the following headline in the business section of the newspaper: Employees Accused of Stealing from Company. Apparently, a group of employees who worked for a company similar to yours was routinely lying on their expense reports, claiming-and getting reimbursed for-personal expenditures, including Caribbean trips and four-star restaurants.
You nearly spit out your coffee when you read this. You work in the same sector! After completing your situation audit, you feel like you have a good grasp on the mission and values of your company, and you'd be very surprised if such behavior were tolerated. However, this article still makes you wonder about your industry as whole.
Once you get to your office, you discover that you aren't the only one interested in this story; everyone is buzzing about it. You soon receive a message from the COO's assistant stating that the COO, Kate Lindsay, wants to see you this afternoon. Why does Kate want to see you?
As you sit down in Kate's office, Kate lives up to her reputation for being focused and direct and immediately launches into what she has to say. "You must have heard about the expense report scandal at our competitor's organization. We need to ensure that the same thing is not happening here." She continues, "I came to this organization because I considered it to be among the best-are we?" She begins reciting a list of questions: "How can we be sure what we believe and say matches what we actually do? How can we be sure we don't have a culture and climate that are viewed as unethical and unhealthy? Do we put enough emphasis on ethical and caring behavior in our decisions and our actions?"
She pauses before going on. "I'm new to this position and to this sector in general. I'm clearly responsible and accountable for the climate, culture, and ethical behavior in this organization. We need to be concerned about these issues, and I need your help figuring out where we stand and what, if anything, we should be doing differently." Your help? What does she need? You look at her expectantly.
She answers your implied question, "I read your organizational analysis last night, and given your impressive work on that, think you could handle this particular task. I'm an engineer by training and I'm methodical, thorough, and detailed," Kate says. "This report needs to reflect my-and, more importantly, this organization's-careful and thoughtful approach to these issues. So even though organizational culture, climate, and ethics may seem like soft issues, I expect strong critical thinking and an evidence-based report. I don't just want opinions. It might help to imagine yourself as an independent consultant we are counting on for both expertise and objectivity."
She glances at her phone. "I have a meeting in two minutes." She stands up. "I really need your best thinking and good advice on this in three weeks. Talk to my assistant about making an appointment to see me then, and have a 15-minute PowerPoint presentation ready along with a brief memo summarizing your points," she says. "Also, I trust you understand this is a matter that needs to be kept between us." She looks at you squarely. "I don't want to learn my questions and concerns have become the subject of general discussions in the office."
"Absolutely!" you say as Kate heads out of her office. "Oh," she says, turning around, "and I want to see some of your work in progress as you do this project. Talk to my assistant about that as well."
You return to your desk thrilled that the COO has shared her concerns and asked you for your input. You have so many ideas and lots of questions-but you also realize you are going to need to proceed without all the information you would ideally have. You know you will need to rely only on publicly available information and not poke around in confidential work files or ask others in your office for input or advice.
How will you tackle this project? What evidence will you use to inform your understanding and strengthen your analysis? What will you tell Kate when you meet with her?
When you submit your project, your work will be evaluated using the competencies listed below. You can use the list below to self-check your work before submission.
• Provide sufficient, correctly cited support that substantiates the writer's ideas.
• Follow conventions of Standard Written English.
• Identify and clearly explain the issue, question, or problem under critical consideration.
• Locate and access sufficient information to investigate the issue or problem.
• Evaluate the information in a logical and organized manner to determine its value and relevance to the problem.
• Consider and analyze information in context to the issue or problem.
• Develop well-reasoned ideas, conclusions or decisions, checking them against relevant criteria and benchmarks.
• Develop constructive resolutions for ethical dilemmas based on application of ethical theories, principles and models.
• Apply the principles of employment law for ethical practices and risk mitigation.
• Step 1:
First, review the following resources:
• description of the final deliverable
• instructions on how to create a narrated PowerPoint presentation
• remaining steps to completion for this project
After you have a good idea of the scope of work for this project, consider how you will approach an analysis of your own organization:
• First, review these brief guidelines about conducting research on your organization.
• Discuss with your instructor any limiting factors you may encounter as you write this report. After you've discussed these issues with your instructor, if you believe it's best for you to research an organization other than your own, please read the guidelines about using an outside organization.
As you plan to complete this project, consider the following aspects of the work:
• the information you need
• how to get that information
• allocating appropriate time to each step
• other project management factors that may seem relevant
Project 3 Final Deliverable: Culture, Climate, and Ethical Decisions
Create a seven- to eight-slide narrated PowerPoint presentation. Include a cover page and reference section (these are not included in the length requirement) and write a two- to three-page memo to the COO (CAO, CEO, or comparable leader) that highlights the main points of your project's findings. Include your notes for each slide in the note section of your presentation for each slide. The presentation and memo must both include proper in-text citations and a references section in APA format. In designing your presentation, refer to the guide on creating a narrated PowerPoint presentation. The memo and narrated PowerPoint are submitted in the last step.
Consider the following among the key things your presentation will need to address:
• Define concepts-Define organizational culture, climate, and ethical decisions and practices. Use the academic sources embedded in the steps or other resources of like quality, written by authoritative sources.
• Identify consequences-Describe the likely consequences of these concepts for an organization's operations. See sample questions below.
• Describe culture and climate-Describe and differentiate between the current organizational culture and climate of your organization. See sample questions below.
• Describe approach to ethical decisions and practices-Think about the meaning of ethics and how they are applied in your organization. Does your leadership model them? Are employees placed in uncomfortable situations? How are ethics communicated?
• Assess implications for organization-Assess the implications of the above issues for your organization. For example, what does it mean to your organization's practices that the organization has the type of culture, climate, and ethics you identified?
• Recommend actions-Recommend actions your COO (CAO, CEO, or comparable leader) should consider implementing to facilitate a shift in the organization's culture, climate, and ethics to ensure desired or improved outcomes for your organization such as meeting its mission and values. If you don't see a need for any changes, why?
Use these sample questions to guide your work:
• What is organizational culture? How do authorities on culture define it? How does it relate to my organization? How would I describe the culture of my organization? Does the culture need to be changed? How can that be accomplished? If not, why not?
• What is organizational climate? How do authorities define climate? Do people enjoy working here? If so, why? If not, why not? Are our motivation, evaluation and reward system perceived as fair and equitable? What effect do such measures have on climate? Do we do climate surveys? What do they indicate as key concerns? Should we measure climate? How?
• What are organizational ethics? How do authorities define ethics? How does my organization enforce ethics? Do we have fair employment practices? Are we provided clear ethical guidelines? Do we receive ethics training? How do we measure compliance? Do our leaders shape ethical decision making or not? Do we ask or imply certain marginal practices are okay? Any past scandals? How were they dealt with? What steps have been or need to be taken to eliminate recurrences?
Attachment:- Summary.rar