There is no one right integrity strategy. Factors such as management personality, company history, culture, lines of business, and industry regulations must be taken into account when shaping an appropriate set of values and designing an implementation program. Still, several features are common to efforts that have achieved some success:
1.The guiding values and commitments make sense and are clearly communicated. They reflect important organizational obligations and widely shared aspirations that appeal to the organization’s members.
2.Company leaders are personally committed, credible, and willing to take action on the values they espouse. They are not mere mouthpieces. They are willing to scrutinize their own decisions. Consistency on the part of leadership is key.
3.The espoused values are integrated into the normal channels of management decision making and are reflected in the organization’s critical activities:. The development of plans, the setting of goals, the search for opportunities, the allocation of resources, the gathering and communication of information, the measurement of performance, and the promotion and advancement of personnel.
4.The company’s systems and structures support and reinforce its values. Information systems, for example, are designed to provide timely and accurate information. Reporting relationships are structured to build in checks and balances to promote objective judgment. Performance appraisal is sensitive to means as well as ends.
5.Managers throughout the company have the decision-making skills, knowledge, and competencies needed to make ethically sound decisions on a day-to-day basis. Ethical thinking and awareness must be part of every managers’ mental equipment. Ethics education is usually part of the process.
1.The guiding values and commitments make sense and are clearly communicated. They reflect important organizational obligations and widely shared aspirations that appeal to the organization’s members.
2.Company leaders are personally committed, credible, and willing to take action on the values they espouse. They are not mere mouthpieces. They are willing to scrutinize their own decisions. Consistency on the part of leadership is key.
3.The espoused values are integrated into the normal channels of management decision making and are reflected in the organization’s critical activities:. The development of plans, the setting of goals, the search for opportunities, the allocation of resources, the gathering and communication of information, the measurement of performance, and the promotion and advancement of personnel.
4.The company’s systems and structures support and reinforce its values. Information systems, for example, are designed to provide timely and accurate information. Reporting relationships are structured to build in checks and balances to promote objective judgment. Performance appraisal is sensitive to means as well as ends.
5.Managers throughout the company have the decision-making skills, knowledge, and competencies needed to make ethically sound decisions on a day-to-day basis. Ethical thinking and awareness must be part of every managers’ mental equipment. Ethics education is usually part of the process.
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