Code of Conduct Framework

Code of Conduct Framework

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Code of Conduct Framework

Overview of the Code

The code of conduct is expected to regulate the behavior of professionals within the work setting as well as outside the job environment. In the UWEAR case, an ethical dilemma emerged between friends and this created significant problems for the personal relationships. Workplace associations have the potential of complicating basic business functions by intertwining different roles and individuals. Previous research into the ethical implications of such relationships has been examined in depth. The results of such studies have contributed greatly towards the development of a standardized ethical environment.

Knowledge of Prior Code of Conduct

One of the issues with the relationship between the two friends is that it was poorly defined. The basic ethical elements that form an efficient ethical culture include the accessibility of ethical situational counsel, ethical training, confidentiality reporting measures and a documented code of ethics. This last aspect is very important as it acts as the neutral reference point that ultimately guides their association.  Given that they were friends and potential business partners, a conflict of interest was bound to occur. The written code of ethics would have captured all these different elements of the relationship (Goree, 2007). One of the new aspects that will be included is an amended and enhanced code of conduct that will control the conduct of both parties. It is evident that both the businessperson and his friend are continually determined to foster an improved ethical atmosphere in the business environment. Business dealings must occur in an ethical climate if the intention is to develop an ethical relationship. In other words, parties must concentrate on the ethics if they need to create an ethical relationship. Everyone should have a clear understanding of what is tolerable and intolerable in the place of work. These principles are captured within the documented code of ethics. Other names for it include the employee handbook.

Personal responsibility is an important aspect that should be included in the code of ethics. This is a declaration concerning each person’s individual duty to respect the code of ethics. Personal responsibility contains information about both the legal and ethical ramifications in the event an employee infringes the code (Goree, 2007). The obligation to report any perpetrators is usually an aspect of the personal responsibility provision. This is designed to illustrate that it is not adequate to comply with the values and standards but to assist in ensuring every person complies with the code of ethics by reporting any contravention. As the well-known case of Enron illustrates, violating the code of ethics result in implication that go past the company. Regardless of the nature of the relationship, clearly identified codes and closely observed dealings should keep people from infringing laws (Johnson, 2007).

Standard Policies for UWEAR and PALEDENIM

The process of implementing standard policies for code of ethics naturally demands the availability of a written code of ethics. Therefore, UWEAR and PALEDENIM both need to have a standardized and written code of ethics. The next section of the development and implementation of code of ethics policy is the communication and awareness campaign. This is a constant process. Expressing a company’s ethics policy never reaches a conclusion. To include employees and increase consciousness of ethical conduct, different organizations create a user-friendly approach that constantly reminds the employees. The mot common method of campaign is using poster, memos and other forms of print media. This may be in the form of multimedia or traditional forms of media. Compelling print material is the common method to attract and pass information to the employees (Goree, 2007). These campaigns have a superior design that is redesigned using industrial-specific vocabulary. Lastly, the code of ethics can be modified into a digital format for access on the internet and other handheld devices such as mobile phones. The internet and intranet have emerged as dominant platforms for disseminating vital information. Awareness about the code of ethics can be increased using the corporate network (Larmer, 2009).

Training and reinforcement is the next step in the process of implementing ethics policy in the organization. After sensitizing the employees on the need for ethics, training them on the ethical way to behave within the organization and outside the office is necessary. In the training sessions, the discussion of different scenarios can assist employees to understand ethics. Most of the training sessions use real-life examples of ethical dilemmas within the industry (Goree, 2007). Training sessions are important as they teach employees on the best way to implement theoretical aspects of ethics. The code of ethics is ineffective if employees simply perceive it as a document. If the company fails to implement the proposed code of ethics, it automatically creates ethical gaps for personnel that eventually eat into trust (Malin, 2008). The equitable and reliable implementation of all policies to all actors is crucial to guaranteeing the success of the code of conduct is seen as a justifiable device. It is important to avoid dissimilar or discriminatory applications of the code and its relevant policies (Johnson, 2007).

Plan for Integrating Decision Making and Ethical Behavior

The first step in the plan for integrating decision-making and ethical behavior is establishing the presence of an ethical dilemma. It is important to carry out an investigation of the validity of the claim. A phenomenon can be considered an ethical dilemma in the event that it fails to meet several provisions in the code of ethics. The most common form of ethical violations is conflicts of interest, conflicts in professional responsibilities and difference in human rights (Larmer, 2009). The next step in the ethical problem-solving plan is identifying the key values and ethics involved. In each of the ethical dilemmas identified in the first stage, the second stage is designed to examining the significance and restrictions that attached to each of the affected values. A classical example involves maintaining confidentiality and the specific conditions in which confidentiality is violated (Goree, 2007). Many of the ethical dilemmas have divergent perceptions and processing each of them is necessary for understanding the situation. The third stage is ranking the ethical principles according to the relevance of the issues. The dilemmas may be different and prioritizing their importance allows an individual to make relevant decisions. The fourth stage involves developing an action plan that will involve implementing using the ethical priorities that have been established. The fifth stage in the plan is the actual implementation (Johnson, 2007). An individual with the necessary skills such as communication, negotiation, cultural competence is required to implement the correct ethical solution and rectify the situation. The last stage is the reflection phase that involves evaluating the proposed implemented solution in terms of its success. Reflection also involves averting future instances of the same ethical dilemma.

 

References

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Goree, K. (2007). Ethics in the workplace. Mason, Ohio: Thomson/South-Western.

Johnson, C. E. (2007). Ethics in the workplace: Tools and tactics for organizational transformation. Thousand Oaks, Calif: SAGE Publications.

Larmer, R. (2009). Ethics in the workplace: Selected readings in business ethics. St. Paul, MN: West.

Malin, N. (2008). Professionalism, boundaries and the workplace. London: Routledge.

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