Write a discussion reply with 250 words for each to the two discussion posts below post 2 with at least 250–300 words. Each reply must incorporate at least 1 scholarly citation, 1 reference to the textbook, and at least 1 reference to Scripture in APA format. Any sources cited must have been published within the last five years. Acceptable sources include the textbook, the Bible, or scholarly journal articles.
Textbook Johnson, C. E. (2022). Organizational ethics: A practical approach (5th ed.). Thousand Oaks, CA: SAGE. ISBN: 9781544395395
Bible preference :The Bible. Proverbs 11:3 (English Standard Version).
1. When thinking about ethical organizational climates, one of the organizations that enters my mind is the American Red Cross due to previous experience as a volunteer. While the climate within an organization can be ethical depending on the leadership and policies within, the idea of ethical organizations often sparks ideas of those which are focused on aiding others. However, such distinction is not necessarily true with the leadership within even the most well-intentioned organizations still being affected by the leadership within. Keeping this in mind, one way to assess the ethical climate of an organization is to compare its established values or policies with the primary mechanisms of engagement noted in Johnson (2022) to assess areas that may be lacking. The American Red Cross (2024) outlines seven core principles for guiding the organization. These principles include humanity, impartiality, neutrality, independence, voluntary service, unity, and universality. Some of the ways these principles were modelled were through the mechanisms of attention, resource allocation, role modelling and selection (Johnson, 2022). As a volunteer working in a hospital setting, the leadership present helped foster an ethical climate by outlining our priorities such as assisting staff by transporting patients as need or providing information. Another equally important factor was the control element of attention as mentioned in Johnson (2022) where we were also reminded of these that were outside our capabilities so that volunteers could make informed decisions about what they could help with while also avoiding potential ethical and legal issues.
In addition, the leadership placed over the volunteers was a more experienced Red Cross volunteer which help the climate of the organization and specifically the hospital volunteers because they ensured not only that each person had what they needed to perform but were also willing to help themselves. This included tasks such as wheeling patients who were ready to leave, meeting with the hospital leadership to ensure we were used in the best manner possible but also ensuring that each member had the necessary training and information needed at all times. Although such effort may be seemingly unnoticeable at times, taking the time to establish a culture such as this ensured that the organization could not only run effectively but was also one that people wanted to contribute to and continually improve. Support for the effectiveness of positive impacts such as this can even be seen in research as noted in a study by Teng et al. (2020) on ethical work climate, leader-member exchange and organizational citizenship behavior (OCB). In this study, researchers noted that the perception of an ethical work climate by employees positively impacted areas such as OCB but also organizational identification. The establishment of values that employees or volunteers in this instance can espouse will result in them being more willing to engage and contribute to the organization. This is also why selection as mentioned Johnson (2022) is particularly important, because by taking the time to find the best fit when onboarding new volunteers. The organization is ultimately able to utilize people in the best way possible for both parties while also avoiding situations or members that do not align with the values put forth.
While I have not experienced any glaring ethical violations or concerns, there is always room for improvement as in any organization. Keeping this in mind, to establish a more ethical climate it would be beneficial for the implementation of more enablers as highlighted in Johnson (2022). This would include but is not limited to elements like supportability, discussability, and sanctionability which encourage ethical behavior. While ethical behavior from volunteers is certainly expected, taking the extra steps to actively encourage ethical behavior along with the freedom to discuss any potential concerns, or areas of improvement without fear of repercussion would increase the likelihood that employees engage in these behaviors. When coupled with modelling of ethical behavior by leaders, and the active punishment of unethical behavior while rewarding good behavior. These changes are likely to help foster a more ethical climate than is already present. We are reminded of the importance of behaving ethically in scripture where it tells us that we should do all things in the name of the Lord and give thanks to him (King James Bible, 1769/2017, Colossians 3:17). Having such a directive reminds us of one of the key mechanisms which is role modeling, because as Christians we should be mindful of the example that we are setting for others in our speech and actions and encourage those around us to behave ethically also. As representatives for the Lord, we should be mindful to be examples of the ethical climate and culture that God has called us to be a part of.
2. I work for a regional bank called which I am fairly familiar with. The Bank prides itself on its market leadership and its ability to innovate. Some observed behaviors within the Bank include strong emphasis on performance and results, with employees frequently working long hours to meet tight deadlines. The high-pressure environment sometimes leads to a culture where cutting corners and overlooking minor ethical breaches are tolerated if they contribute to the organization’s “success”. The Bank has a comprehensive code of conduct and conducts regular training sessions along with updating the policy to meet current standards. However, there is an obvious discrepancy between the formal policies and th actual behaviors performed.
The Bank’s leadership predominantly utilizes performance management and reward systems as their primary means of engagement. They will reward personnel when ambitious performance are met. This approach is consistent with the organization’s high-performance culture but can inadvertently encourage unethical practices as employees strive to meet or exceed targets. For instance, there have been a few times where the team has exaggerated financials in order to close deals or where say documents have been received but they have not been received.
I feel the Bank can take a few steps to improve their ethical climate. First, the Bank needs to enhance its commitment to ethical training and make it a continuous process rather than a periodic event. This should cover not only compliance but also the importance of ethical decision-making in day to day operations (Johnson, 2020). Workshops can be included to discuss real-life ethical dilemmas, reinforcing the idea.
Second, the Bank should construct a more robust system for reporting and addressing unethical behavior. This system needs to ensure those that are reporting are in a safe and anonymous environment, encouraging employees to report ethical concerns without the fear of retaliation (Omar et al., 2018). Furthermore, if reported to leadership, they must take it seriously and address them promptly and with transparency. If implemented it would build trust and signal to employees that ethical behavior is a priority for the organization (Johnson, 2020).
Third, leadership at the Bank need to model ethical behavior consistently. The Bible calls cleaders to be shepherds of their flock, setting an example in all they do (1 Peter 5:2-3). By embodying integrity and accountability, leaders can influence the entire department or even organization. For example, if executive leadership openly adhere to ethical guidelines and make decisions that reflect the company’s policies/values, even at the expense of short term gain, it sets a powerful precedent for all employees.
In conclusion, the Bank must bridge the gap between its formal ethical policies and the behaviors observed within the organization. By enhancing ethical training, implementing effective reporting mechanisms, and ensuring leadership models ethical behavior, the Bank can cultivate a more ethical climate. These changes will not only align with the company’s values but also ensure long-term sustainability and trustworthiness in the marketplace. Incorporating biblical principles of leadership and integrity can further strengthen this ethical foundation, guiding the organization towards a culture of genuine ethical commitment (Johnson, 2020).
