Determine the consequences of organizational culture, climate, and ethics to your organization’s operations.

My original paper did not meet project requirements. Please help revise and adjust paper to meet requirements. This paper is highly checked for plagiarism.

Independently research the concepts of organizational culture, climate, and ethics. Your independent research should focus on topics relevant to your organization’s specific culture, climate, and ethics (e.g., employee surveys, relevant history, legal compliance, recent scandals, ethical concerns, training practices, organization priorities, pay practices, benefit packages, diversity considerations, advancement opportunities, and so forth).

Determine the consequences of organizational culture, climate, and ethics to your organization’s operations. Would legal measures (employment laws) need to be used to reshape the culture, climate, or ethics of the organization? If so, what impact would that have on the workforce?

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9/4/23, 7:56 AMFeedback for Project 3: Culture, Climate, and Ethical Decisions – MBA 610 9047 Leading Organizations and People (2235) – UMGC Learning M…https://learn.umgc.edu/d2l/lms/dropbox/user/folder_user_view_feedback.d2l?ou=770968&db=1534283&grpid=01/3Project 3: Culture, Climate, and Ethical DecisionsActivity: Project 3: Culture, Climate, and Ethical DecisionsCourse: MBA 610 9047 Leading Organizations and People (2235)Name: Jada BaileyCompetencyExceeds PerformanceRequirementsMeets PerformanceRequirementsDoes Not MeetPerformanceRequirements1.3: Providesufficient, correctlycited support thatsubstantiates thewriter’s ideas.Criterion FeedbackA statement of purpose is needed that relates why you are presenting this information andstudying this topic: identify the management problem (e.g., potential for unethical behavior)and relate it to the factors (climate, culture, ethical decisions) that can affect ethical behavior inan organization. Your management asked you to focus on the ethical domain in theorganization, rather than general descriptions of the culture and climate.1.6: Followconventions ofStandard WrittenEnglish.2.1: Identify andclearly explain theissue, question, orproblem undercritical consideration.Criterion FeedbackThe issue under consideration is not clear–so the descriptions of the inclusivity and enjoyableworkplace are not relevant to providing an ethical culture or climate.2.2: Locate andaccess sufficientinformation toinvestigate the issueor problem.Criterion FeedbackThere is good definitional information, but it is not applied in the ethical domain or to answerthe ethical question asked for this assignment.

9/4/23, 7:56 AMFeedback for Project 3: Culture, Climate, and Ethical Decisions – MBA 610 9047 Leading Organizations and People (2235) – UMGC Learning M…https://learn.umgc.edu/d2l/lms/dropbox/user/folder_user_view_feedback.d2l?ou=770968&db=1534283&grpid=02/3Overall ScoreCompetencyExceeds PerformanceRequirementsMeets PerformanceRequirementsDoes Not MeetPerformanceRequirements2.3: Evaluate theinformation in alogical and organizedmanner to determineits value andrelevance to theproblem.Criterion FeedbackGood step by step presentation of information, but the information does not answer whether the organization at risk for unethical behavior BECAUSE of its ethical culture and climate andthe kinds of ethical decision models being used.2.4: Consider andanalyze informationin context to theissue or problem.Criterion Feedbackcontext is missing for why culture and climate are relevant to ethical breaches. See abovecomments.2.5: Develop well-reasoned ideas,conclusions ordecisions, checkingthem againstrelevant criteria andbenchmarks.5.1: Developconstructiveresolutions forethical dilemmasbased on applicationof ethical theories,principles andmodels.Criterion FeedbackEthical decision models are not addressed. Feedback

Project 3: Culture, Climate, and Ethical Decisions

Jada Bailey

University of Maryland Global Campus

MBA 610: Leading People and Organizations

Dr. MaryAnn Spilman

August 29, 2023

To: Dr. Aminta Breaux

President, Bowie State University

From:

Date: August 26, 2023

Subject: Culture, Climate, and Ethical-Decision Making

I am honored to introduce myself as a qualified research specialist, who has been working with Bowie State University for some time now. Recently, I have been tasked with conducting research on Bowie State University’s culture, climate, and ethical decision making. My aim is to provide you with recommendations, based on the research conducted, that will enhance Bowie State University’s effectiveness, employee commitment, and overall ethics. As the University’s esteemed President, I am requesting your utmost attention to this memo, its findings, and recommendations.

Organizational culture can be defined as, “a system of shared assumptions, values, and beliefs that show employees what is appropriate and inappropriate” (University of Maryland Global Campus, n.d., Organizational Culture In-depth). Bowie State University’s organizational culture is illustrated through its commitment to inclusivity, excellence, and integrity. Based on the research conducted, Bowie State University’s organizational culture can be described as connected and transparent. The current culture is working at Bowie State University, the only recommendation is to include organizational learning as a part of its organizational culture. Through organizational learning, Bowie State University officials will be able to internally recognize shortcomings of their institution’s organizational culture (Sadaat & Sadaat, 2016).

Organizational climate is “policies, practices, and procedures that are rewarded, supported, and expected in an organization in regard to a specific organizational domain, such as safety, innovation, customer service, and ethics’‘ (Rogelberg, 2007). Bowie State University makes a conscious effort to provide employees with a safe and enjoyable workplace. For example, employees enjoy working at Bowie State University because of the reward system that the institution offers. Tuition remission for continuing education is a large factor in employee retention. This reward system is perceived as fair and equitable by employees who are interested in continuing their education. These reward systems have a positive effect on the organization’s overall climate by making employees feel as though the institution cares about their professional development. Currently, Bowie State University does not conduct climate surveys. In the future, Bowie State University should conduct climate surveys to gauge the needs of their employees “everyday human resource practices such as recruitment, training, performance management, and workforce surveys can provide powerful levers for enhancing engagement” (Vance, 2006). Although tuition remission is a good incentive, I recommend that the institution implement a performance-based pay scale. This will encourage employees to stay at the institution after receiving an additional degree through tuition remission.

Ethics at Bowie State University are directly established through the Office of Equity Compliance. Ethics are defined as “the broad discipline that deals with determining what is right and what is wrong” (Encyclopedia of Management, 2009). Ethical standards ensure that Bowie State University operates as a fair and equitable institution. The Office of Equity Compliance “works with all members of faculty and staff, committees and departments throughout the university, to design and implement programs to increase diversity and ensure equal opportunity for students, employees and applicants for employment or admission” (Bowie State University, n.d.). Bowie State University’s ethical guidelines are clearly displayed on their website. Currently, Bowie State University provides ethics training for employees through the Office of Equity Compliance. Compliance is measured through mandatory training provided to new faculty and students prior to their first day at Bowie State University. These ethical training sessions are reinforced quarterly. Despite the position or role held at the university, all employees must comply with the ethics training requirements. Although there have not been any ethics related scandals reported at Bowie State University, it is recommended that a representative from the Office of Equity Compliance be stationed at each college within the university to address any ethics related concerns that employees may have. Having an Office of Equity Compliance presence in each college will ensure no complaint is missed.

In summation, I strongly suggest that you take into consideration the research-based recommendations made in this Memo, as they will help to better grow the culture, climate, and ethical-decision-making of Bowie State University. If there is any additional information needed or you would like to discuss my findings further, I am available.

References

Bowie State University. (n.d.). Office of Equity Compliance.

Encyclopedia of Management. (2009). Ethics. Retrieved August 20, 2023, from https://go-gale-com.ezproxy.umgc.edu/ps/i.do?p=GVRL&u=umd_umuc&id=GALE|CX3273100095&v=2.1&it=r&sid=GVRL&asid=698eface

Rogelberg, S. G.(2007). Organizational climate. Encyclopedia of Industrial and Organizational Psychology, 1-2, 546-547.

University of Maryland Global Campus. (n.d.). Organizational Culture In-depth. https://leocontent.umgc.edu/content/scor/uncurated/mba/2218-mba610/learning-resourcelist/organizational-cultureindepth.html?ou=770968

Vance, R. (2006). Employee engagement and commitment. Society for Human Resource Management.

Project 3: Culture, Climate, and Ethical Decisions

August 29, 2023

To: Dr. Aminta Breaux

President, Bowie State University

From:

Date: August 26, 2023

Subject: Culture, Climate, and Ethical-Decision Making

References

Bowie State University. (n.d.). Office of Equity Compliance.

Encyclopedia of Management. (2009). Ethics. Retrieved August 20, 2023, from https://go-gale-com.ezproxy.umgc.edu/ps/i.do?p=GVRL&u=umd_umuc&id=GALE|CX3273100095&v=2.1&it=r&sid=GVRL&asid=698eface

Rogelberg, S. G.(2007). Organizational climate. Encyclopedia of Industrial and Organizational Psychology, 1-2, 546-547.

Vance, R. (2006). Employee engagement and commitment. Society for Human Resource Management.

Project 3: Culture, Climate, and Ethical Decisions

August 21, 2023

Annotated References

The following references will use for this assignment:

Encyclopedia of Management. (2009). Ethics. Retrieved August 20, 2023, from https://go-gale-com.ezproxy.umgc.edu/ps/i.do?p=GVRL&u=umd_umuc&id=GALE|CX3273100095&v=2.1&it=r&sid=GVRL&asid=698eface

In this article, ethics is the guiding principle in determining right from wrong. Ethics can be established in defining religious values, generational influence, educational and life experiences, and cultural and societal expectations. Ethics is heavily used when making day to day decisions.

In business, there are multiple factors that can influence ethical decision making such as individual difference factors, situational factors, and issue related factors (Encyclopedia of Management, 2009). For example, individual difference factors can be described as personal things that can contribute to the ethical decision-making process. Situational factors influence an individual’s point of view and how ethical issues are judged based on external factors. Based on Thomas Jones’ conceptual research, for the ethical decision making to commence, the issue must be of importance related to ethical factors. For example, minor personal issues will not be resolved by the ethical decision-making process due to the insignificance and lack of ethical dilemma.

Rogelberg, S. G.(2007). Organizational climate. Encyclopedia of Industrial and Organizational Psychology, 1-2, 546-547.

There are various definitions and beliefs of organizational climate however, this journal entry defines organizational climate as, “policies, practices, and procedures that are rewarded, supported, and expected in an organization in regard to a specific organizational domain, such as safety, innovation, customer service, and ethics’‘ (Rogelberg, 2007). Organizational climate directly affects employee performance, morale, and retention. There are two known definitions of organizational climate, one focusing on policies, practices, and procedures that are rewarded, supported, and expected. Which focuses mainly on the perspective of the organization as a whole, whereas the second definition focuses primarily on a particular area within the organization.

According to Rogelberg (2007), Organizational climate emphasizes shared values within an organization rather than the values of individual members. The specific types of climates are discussed in detail at the end of this entry. For example, climate strength is described to be increased when there is a high level of agreement. In an organization, it is important to understand how personal views directly affect organizational climate. It is essential for organizations to have policies, practices, and procedures that directly support its organizational culture.

In this article, organizational culture is thoroughly broken down and explained. The opening case discusses Nordstrom and how its organizational culture is more customer service oriented. Employees are encouraged to go the extra mile for the customer. This type of organizational culture has positively impacted the overall success of Nordstrom as a retail company and contributed to its competitive advantage.

An important part of understanding a company’s organizational culture is identifying the levels. Organizational culture consists of three levels: assumptions, values, and artifacts (University of Maryland Global Campus, n.d.). These three levels assist those who are a part of the organization in understanding what actions are acceptable or considered inappropriate.

Depending on what is prioritized inside the organization, culture can be understood in seven distinct cultural dimensions, which are (University of Maryland Global Campus, n.d.)

Innovative Cultures – are flexible and adaptable, and experiment with new ideas.

Aggressive Cultures – value competitiveness and outperforming competitors.

Outcome-Oriented Cultures – emphasizes achievement, results, and action as important values.

Stable Cultures – are predictable, rule oriented, and bureaucratic.

People-Oriented Cultures- value fairness, supportiveness, and respect for individual rights.

Team-Oriented Cultures -are collaborative and emphasize cooperation among employees.

Detail-Oriented Cultures – emphasizes precision and paying attention to details.

Additionally, Strong cultures can either be an organization’s strength or its weakness but changing one can be difficult. Subcultures and countercultures within organizations can be difficult to control. Many different things influence how an organization’s culture develops, including the founders’ tastes and values, market demands, and the organization’s founding principles’ beliefs. Attraction-selection-attrition, new hire onboarding, leadership, and organizational reward systems all play a role in maintaining culture. A company’s goal statement, tales, physical structure, regulations and policies, and rituals are all indicators of its culture.

Vance, R. (2006). Employee engagement and commitment. Society for Human Resource Management. .

Employees who are engaged and committed to their jobs contribute to their company’s competitive advantage, increase productivity, and lower employee turnover. As a result, companies have invested in policies that promote employee engagement. This article explains how “everyday human resource practices such as recruitment, training, performance management, and workforce surveys can provide powerful levers for enhancing engagement” (Vance, 2006). Topics such as compensation, employee selection, and training and development all contribute to employee engagement. For instance, research has shown that when employees are properly trained on the duties of their job, they are more inclined to perform and produce quality work.

Overall, employment engagement and commitment are introduced through the employer. This article displays research that suggests that providing employees with certain perks and rewards is what drives them to work harder and develop a passion for their job. This ultimately contributes to the company’s organizational culture and success.

Saadat, V. & Saadat, Z. (2016). Organizational learning as a key role of organizational success. Procedia – Social and Behavioral Sciences, (230), 219-225.

This article emphasizes the fact that organizations that can learn effectively will be more successful and give them a competitive advantage. Saadat & Saadat (2016) define organizational learning as “a process of finding errors and mistakes and resolving and correcting them”. The ability to adapt to change and learn new things is critical for the success of any organization. This article also highlights various aspects that are needed to build a learning organization. One of these aspects includes culture. An organization must have a well-built culture to become an effective learning organization.

The different kinds of organizational learning are also explored in detail in this article. Knowing what kind of organizational learning model your organization has will allow you to make the necessary changes to your organization. There are also different kinds of learning processes. A common thread in all the learning processes mentioned in this article is science. Saadat & Saadat (2016) believe that science is the key to the entire organizational learning process.