Kudler Fine Foods’ Values and the Management
Kudler Fine Foods’ Values and the Management
Kudler Fine Foods’ Values and the Management
“Every organization must assume responsibility for its impact on employees, the environment, customers, and whomever and whatever it touches” (Maciariello, Pearce, &Yamawaki, 2010, p. 53). To understand such impacts, a company needs to define its purpose, mission, and vision supported by strong ethical and moral values. The circle could not be completed without a consistent management team that will attract and train a staff that is driven, motivated, and committed to the organizational purpose and to providing the best customer service possible, all to sustain the most important existence of a business – revenues.
Kudler Fine Foods’ commitment is toward offering the highest quality, least-processed, and organic food while promoting well-being and fulfilling even the unexpressed wishes and needs of the customers. To execute their mission, Kudler Fine Foods needs to understand that their purpose cannot just reside in few places, such as marketing department; it has to pervade every part of the company (Spence, 2009, p. 89). If the purpose was to influence operations, innovations, and growth of the business, there is a need for an ethical and moral management to help make a difference. Only a person with an exemplary character can make solid ethical choices. Personally and professionally, my approach to ethics calls for developing practical wisdom and sound judgment within individuals to guide them in their ethical decision-making (University of Phoenix, 2010, Awareness Inventory Assessment). Kudler Fine Foods needs a manager who would be focused both on profits and installing moral standards within the organization.
Integrity, honor, justice, benevolence, and virtue should not be just abstract principles. A manager who is committed to ethics and leading by example should be able to form partnership with employees, develop respect for diversity, and
Kudler Fine Foods’ Values and the Management
“Every organization must assume responsibility for its impact on employees, the environment, customers, and whomever and whatever it touches” (Maciariello, Pearce, &Yamawaki, 2010, p. 53). To understand such impacts, a company needs to define its purpose, mission, and vision supported by strong ethical and moral values. The circle could not be completed without a consistent management team that will attract and train a staff that is driven, motivated, and committed to the organizational purpose and to providing the best customer service possible, all to sustain the most important existence of a business – revenues.
Kudler Fine Foods’ commitment is toward offering the highest quality, least-processed, and organic food while promoting well-being and fulfilling even the unexpressed wishes and needs of the customers. To execute their mission, Kudler Fine Foods needs to understand that their purpose cannot just reside in few places, such as marketing department; it has to pervade every part of the company (Spence, 2009, p. 89). If the purpose was to influence operations, innovations, and growth of the business, there is a need for an ethical and moral management to help make a difference. Only a person with an exemplary character can make solid ethical choices. Personally and professionally, my approach to ethics calls for developing practical wisdom and sound judgment within individuals to guide them in their ethical decision-making (University of Phoenix, 2010, Awareness Inventory Assessment). Kudler Fine Foods needs a manager who would be focused both on profits and installing moral standards within the organization.
Integrity, honor, justice, benevolence, and virtue should not be just abstract principles. A manager who is committed to ethics and leading by example should be able to form partnership with employees, develop respect for diversity, and
References: Buffet, M. & Clark, D. (2009). Warren Buffet’s Management Secrets: Proven tools for personal and business success (1st ed.) Cottrell, D. (2007). Monday Morning Choices: 12 Powerful Ways to go from Everyday to Extraordinary (1st ed.) Maciariello, J.A., Pearce, C.L., & Yamawaki, H. (2010). The Drucker Difference. New York: McGraw-Hill. Maxwell, J.C. (2005). The 360° Leader: Developing your influence from anywhere in the organization Maxwell, J.C. (2007). The Maxwell Daily Reader: 365 days of insight to develop the leader within you and influence those around you Michelli, J.A. (2008). The New Gold Standard. New York: McGraw-Hill. Spence, R.M. (2009). It’s Not What You Sell; It’s What You Stand For (1st ed.). New York: Penguin Group. University of Phoenix. (2010). Williams Institute of Ethics and Management: Awareness Inventory self-assessment test. Retrieved January 15, 2010, from University of Phoenix, Week 6, MGT/521-Management Course Web site.