Theresa and Mike want to create a merged company that is defined by a culture of integrity, thus aiding employees in making ethical decisions, such as in Joe’s ethical dilemma.
They will begin by understanding the methods of embedding ethical decision making and behaviors into the culture, including their responsibilities as leaders.You, the consultant, are asked to provide recommendations and guidance to help them shape the culture they are intending.
This discussion is about values, a culture of integrity, and the role of leaders in creating and maintaining it.
Review the scenario for this, and discuss the following:
1.What ethical theories can be used to create a values-driven culture of integrity?
2.What organizational programs or processes can help achieve a values-driven culture of integrity?
3.In this type of culture, what decision-making processes can the CEOs use to make ethical decisions? Include any insights from your professional experience.
You continue, “Yes, and both the employees and managers of each company have different philosophies and expectations. PALEDENIM employees and managers have a kind of ‘one-for-all and all-for-one’ attitude. They all chip in to get the job done. The UWEAR employees and managers look at things differently. They’re more apt to do their jobs, get them done, and go home without consideration for what else the rest of the team needs to complete.”“That is definitely a culture issue,” Steve agrees. “In fact, that is the classic definition of a culture issue. I’m sure they’re also dealing with the typical power struggles. I bet everyone is worried about whether their department will be headed by a UWEAR manager or a PALEDENIM manager
“Exactly,” you say. “I know the intention of the merger is to benefit both companies, but there are unintended consequences as well. We need to do whatever we can to help the employees of both companies get through this with the fewest glitches possible.”