Social integrity results from individuals of integrity. Following such social viruses as the Enron scandal, educational centers began examining the issues of ethics and values. This revealed a problem that Associated Press called “ubiquity.” Cheating was everywhere, launching red hot dialogue for educators.
Corporate v Individual Integrity
Corporate v Individual Integrity – Any difference?
The integrity of the organisation and the values held by the individual manager may not be the same.
The key issue is this: When does a person follow individual values and when does a person follow corporate values?
When these values are not compatible, a conflict may arise between organisational pressure that impels a particular action and what the individual believes ought or ought not be done.
The typical conflict in such cases involves a manager or employee who holds a higher standard of behaviour than that expected by the organisation. In such situations, the manager may be pushed toward an action that reflects ignoring or lowering personal standards in order to achieve some organisational goal.
These dilemmas produce “moral stress” in the manager because the core values of the organisation, as embodied in the corporate culture, seem to imply a choice different from that which would be selected by the manager based on personal values.
Another real issue occurs when the boss orders you to do something that violates organisational values as well as your own values. One way organisations have addressed this issue is to explicitly develop a “values statement” for the firm.
By identifying major or ‘core’ values such as respect, integrity and responsibility, the ‘values statements’ are intended to guide the firm when it is faced with ethical quandaries.
Corporations with an organisational climate that causes managers to act contrary to their individual values need to understand the costs of unethical behaviour.
Sometimes managers who choose to follow organisational pressures rather than their own conscience rationalise their decisions by maintaining that they are simply ‘agents’ of the corporation.
In other words, as company agent, the manager assumes the duty to do exactly what the organisation most desires – often translated to mean maximizing return on investment, sales...