The experience of ambiguity can be unsettling and anxiety provoking for all concerned, thereby impairing organization members’ willingness and ability to change.
The notion of a virtuous organization is the result of an evolving, but grounded, field of study in leadership and management that is a mash-up of ethics theory.
After decades of globalization and intensifying competition, the market for talent has replaced loyalty as the factor shaping the relationship of employers/employees.
While foolish for companies to spend money unwisely in managing human capital, growing research confirms that “high performance work systems” are worth the investment.
Spiritual wisdom like mindfulness coexists in unconventional ways with traditional business models resulting in positive outcomes for the organization.
A peer-coaching relationship can be less expensive than professional executive coaching, more intimate and honest, and provide a more diverse perspective.
However, competition can become so intense that it can be counterproductive and lead to alarming behavior.
While diagraming the structure of an organization is relatively easy, describing and influencing an organization’s culture is challenging.
It is estimated that we allocate approximately 25 percent of our waking hours, about four hours a day, managing our impulses.
Leaders need to examine their effectiveness at managing virtuous behavior to add value to organizations. Virtuousness is not only important from a humanistic point of view in workplace settings, but helps drive important organizational outcomes.
Ethics programs have arisen in response to outcry over the perceived unethical behavior of American business. The rapid response is encouraging, though issues have emerged.
Globalization, information technology, economic and political instability, and climate change create a level of interdependence requiring a new kind of leadership.
A myriad of positive organizational effects, including strategic renewal, business revitalization, and new venture creation, have been attributed to intrapreneurship. If appropriately implemented, it is possible for intrepreneurship to help organizations gain a sustainable competitive advantage.
Ethics programs are most effective when they flow out of a culture that values practicing business legally and ethically. However, there are a number of ethical issues which are themselves raised by ethics programs that demand more visibility and thought if these programs are to be ultimately effective.
Management in a connected, interdependent, and information intensive world requires new thinking and innovative approaches. The increasing interdependence and complexity of organizations and institutions call for transorganizational thinking.