Some people call it a heart on the sleeves; others call it the emotion to wear them. If values and ethics are discussed, leaders must wear them openly, continually encouraging, directing, and guiding others to operate in the context of values and ethical standards expressed by leaders. Values and ethics exist in the field of philosophy and are often mistaken for the same. Values explain who you are and when you are. Morality demonstrates values through behavior. This paper argues that value exists on a higher plane than ethics.
Dr. Gyertson shared his insights on the source of value and ethics. He said that throughout the human development process, families and tribes have social and cultural influences. In prehistoric times, these values meant survival and a big family. Exploring the development of modern values provides a very different family and tribal perspective. The family is now at the core, and the connection to the extended family is usually limited to family picnics in July. Tribes, communities, and many people have small neighborhood tribes, working tribes, social tribes, and others. They move between tribes and behave differently in different environments. While the core values still exist, the interactions in the working group when moving between groups are an example. Consider a group of university executives who work hard to meet the needs and aspirations of applicants and students. Administrators strive to make applicants and students feel at ease during class. Teachers teach classes with students and promote student knowledge growth. Students are the same person but are interacting with different elements of the university.
Value involves value, utility, moral value, aesthetics, and can be singular or collective for each. Values are at the heart of what people believe. In June 2006, Colorado Rockies pitcher Jason Jennings told reporters in an article in the United States today that the team's players heard the character and good life value from the top of the organization. In the locker room, people can't see pornographic pictures or magazines. There are sports magazines, racing cars and car magazines, and the Bible is highlighted through the locker room. This ball club believes in Christian values and Christian morality. One fan told them that they did not hear the usual junk words or player shows between members of the Rocky Mountains. The leadership of the Rocky Mountain organization provides evidence of expected behavior in clubs, venues, and other team players. The Rocky Mountain team is not the "best team" of the Major League baseball team; however, they show near-highest behavioral ethics.
Ethics comes from the Greek ethikos, meaning from habit. Ethics is a study of life. In this study, we find out whether things are right or wrong or true and false based on our understanding of things. Therefore, morality is an external manifestation and an act of faith.
Values and ethics
Values and ethics do not exist separately from each other. However, they may develop their children's values from their parents' values over time. The child's ethical behavior is developed by observing the behavior of the parents. Trusting parents' When children see their parents keep complying with their ethics [what they do], their beliefs [values] are growing. For organizations, workers and her and himself, the responsibility of leaders is no less than that. If the attitudes and behaviors observed by the observers of the leader do not match the ethical standards and values expressed, they will quickly lose trust.
Values must identify or reflect who the leader is. Values are the basis for leaders to make judgments about important issues. Morality identifies the leader's ethical guide and the leader's understanding of good and evil. Morality is a set of moral principles.
Leaders must work to find personal and organizational values that fit together. In addition, leaders must express values in a way that allows observers to fully realize the leader's commitments.
Leaders study the communities in which the organization is located to understand the values of the community. Another consideration is that ethical behavior allows leaders to question whether the community is acting according to their own wishes. These observations about what the community thinks and how it behaves tell the leader the scope of the normative order within the community. However, organizational leaders must operate at a higher level.
When developing ethics, the consideration of the leader's exam is that the ethics and values are not suitable for the neat classification of the professional field. Melissa Ingwersen1 of JPMorgan Chase Bank supports the ethical foundations of homes and schools before applying it to business. She said that JP Morgan Chase does not want to compromise banks or bankers by doing business with suspicious customers. Therefore, JPMorgan chose its customers to make serious efforts to maintain their reputation and customer reputation.
The above examples tell us what values and ethics are in the organization? For Chase Bank, by choosing a customer with similar value to the bank, the value lies in the customer's honesty, integrity and character building. In order to obtain business, Chase Bank will not compromise its core values. Another point raised by Brenda Joyner et al. is Corporate Social Responsibility [CSR]. CSR includes elements of economics, law, discretion and ethics. She said that these exist in the values of the public.
Working Standards - Values and Ethics
As mentioned above, morality is an external manifestation of value. In some organizations, leaders are content to accept the ethics of being accountable to shareholders. Although this is a generally accepted behavior during the economic boom, most long-lived companies recognize that the bottom line is not a symbolic participatory approach to morality.
Joyner et al. introduced the work of Paine [1994]. In this regard, they try to follow legal letters rather than follow the spirit of the law. While compliance with legal provisions is legally and ethically correct, seeking higher value to comply with the spirit of the law will encourage leaders to gain greater trust, reduce cynicism, and greatly increase the value of ethical standards. Ethical standards are the integrity strategy of leaders and organizations, and values are the core beliefs that drive strategy.
Ray Coye3 was written in 1986 and believes that there is a need to distinguish between values and ethics. In his view, the separation of the collective values of the organization and the leaders and members is of no value. He provides a definition of value, "... as the name of the authorization, the name of the choice and the action taken." More deeply, the definition of 1986 is based on values and ethics that were considered correct at the time. General attitude of view [Coye, 1986]
• Free choice of value after considering alternatives and consequences
• Publicly affirm, cherish and cherish
• Consistent and repetitive action patterns
in conclusion
Values are at the heart of our nature; they are our core belief system. Morality, our behavior, reveals our values in the business environment. If we say that we cherish [cherish] our children but abuse them, then value and ethical behavior are inconsistent. In the leadership role, our attitude towards workers is also true. The recent history of organizational failure has increased how people's greed for expressing organizational values undermines business, and even worse is the common sense of workers' beliefs about business and leaders.
Not all organizations are Colorado Rocky Mountain Baseball Clubs, but the trend can only start one person and one organization at a time. Become a trend maker.
references
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1. Nightengale, B. [June 1, 2006]. The Rocky Mountains of Basel seek revival on two levels. Today in the United States. Searched on September 20, 2006 [http://www.usatoday.com/sports/baseball/nl/rockies/2006-05-30-rockies-cover_x.htm].
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2. Cook, JR Interview: Melissa Ingwersen, President of OH OH, JPMorgan Chase Bank, NA. Moral Leadership, Economic Ethics Committee [1.1]
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3. Joyner, BE, Payne, D. And Raiborn, CA [April 2002]. Integrate values, business ethics and corporate social responsibility into developing organizations. Journal of Developmental Entrepreneurship [7, 1], pg. 113.
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4. Coye, R. [1986, February] Personal values and business ethics. Journal of Business Ethics [5, 1], pg. 45.
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5. Watson, S. [2006]. Personal values in business: How successful companies support their success with clear values. Searched on September 20, 2006 [http://www.summitconsultants.co.uk/news-detail.asp?fldNewsArticles_ID=126].
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6. Gyertson, DJ [2006]. Moral framework. Speech at Regent University, DSL Residency, September 13-22, 2006
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