Chapter on "Resolving Ethical Dilemmas in the Workplace"

Chapter 7 pages (2110 words) Sources: 2

[EXCERPT] . . . .

The issue of family always conflicts many decision-making processes (Knapp & VandeCreek, 2012).

Having had the chance to witness both cases, it is a sure fact that no matter how serious a public obligation might sound, the element of family obligation always rules bigger. In the management and business ethics, it is always advisable to eliminate the situations where conflicts of interest based on family ties are involved. In this situation, employers normally employ workers who are not biologically related and do not encourage marriages within organizations. Therefore, it is advisable to make work easier by ensuring that the level of interrelationships that people have in the workplace is purely non-family (Trevino, & Nelson, 2010).

Family relations also spoil service delivery especially in government. Government officials will likely give better treatment to people who are related to them than those who are not. This vice is referred appropriately as nepotism and is the biggest and leading form of corruption in public institutions. From this scenario, it is only workable to have people who are not related in blood to serve in the same place. The different approaches here advise on many issues regarding the treatment of family and work. It is a clear fact that there can never be a case where a person will abandon a family member just to save some other people purely on the basis of saving the public good. The need for a good service will inspire those in charge of decision-making positions to separate family ties from the work obligations (Knapp & VandeCreek, 2012).

It is important not to compromise the quality of service delivery and conformity to public obligations by ensuring that the employees are not put in situations compromising their ability to communicate their intentions and modes of operations. The need for a smooth schedule in the workplace will require a strict and firm management. This will ensure that the company only has employees who have no much baggage and obligations when it comes to offering their services (Trevino, & Nelson, 2010). The level of trust from the manager on the employees will be determined by the ability to serve without many unnecessary commitments. The reason for developing a workplace code of ethics that bars close family members working in the same place reduces the likelihood of such a challenge in decision-making witnessed above occurring.

Conclusion

Business ethics is necessary for the smooth running of any business. For instance, it cannot be possible to have a successful and friction-free business process without having a properly instituted and recognized code of ethics. Only institutions with good work ethics can build trust with their clients and consequently have the chance to do better business. Having realized this, a good manager will elucidate all the required ethical practices that all the stakeholders must know (Knapp & VandeCreek, 2012).

As was witnessed in the previous case of the clinical center fiasco, the accessed manager might not have been well served with the institutions ethical requirements. The possible situation would have been averted if the business ethics of the company had been boldly spelled out for all to see and understand. Spelling out the rules, and ethical requirements to all the stakeholders would also have made the decision by the clinical director to deal with the case. It is easy to judge people on already spelled out because it reduces the time wasted on negotiations. It also brings about consistency in judgment (Trevino, & Nelson, 2010).

References

Knapp, S. & VandeCreek, L. (2012). Practical Ethics for Psychologists: A Positive Approach. Upper Saddle River, NJ: American Psychological Association

Trevino,… READ MORE

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