Decision Making Process

Decision Making Process

Brief Summary

Role of Communication in Supporting Ethical and Legal Decision-Making Process

Effective communication is a critical tool that supports legal and ethical decision-making process in any organization (Pozgar et al., 2013). There is no single organization that is not confronted by the challenge of motivating its workforce. Research studies have established that one critical key towards that achievement is fairness (Pozgar, Pozgar & Pozgar, 2013). This is mostly because employees are frequently motivated when they feel that their organizations are fair as far as allocation of resources is concerned. In this context, organizations are forced to undertake critical decision-making processes that are guided by the principle of fairness. The type of communication must be applied using an integrity-based approach for individuals to deem it fair.

This way, ethics management typically combines various concerns of the law with a critical prominence on managerial responsibility towards communicating ethical behavior. More important to note is the fact for organizations to achieve effective communication, they must employ integrity strategies, which may vary in both scope and design (Pozgar et al., 2013). However, the main goals of such strategies are to define and communicate organizational guiding values, patterns or thoughts and aspirations of conduct. This means that when integrated into various organizational processes, these strategies help eliminate or prevent ethical lapses that may damage the organization.

Integrity based communication strategies are also critical tools of tapping powerful human impulses as far as moral thoughts and actions are concerned. As a result, a company does not shoulder the inherent burden in an ethical framework as the set rules transforms to become governing ethos. Nevertheless, many companies are today adopting and implementing compliance based communication strategies (Lewicki, Saunders & Barry, 2015). Such decisions are mainly prompted by the prospects of leniency, in which the main goals are to detect, prevent or punish legal violations (Pozgar et al., 2013). This suggests that such companies fail to understand that organizational ethics goes beyond the provision of rulebooks to employees thereby avoiding illegal practices. As such, organizational ethics is mainly aimed at addressing challenges or underlying problems that spur unlawful conducts. Therefore, organizations must cultivate a climate, which seeks to encourage exemplary behavior in their workforce (Lewicki et al., 2015).

Making Fair decisions founded on Ethical and Legal Implications

It is always possible to engage in fair decision processes not only based on necessary legal but also ethical implications. Ethics is an asset that must be effectively communicated by the management to the employees. It is rare to have an organization fully explain corporate misconduct as a result of a single individual’s character flaws (Lewicki et al., 2015). This is mainly because most frequently, tacit is attributed towards the most unethical business practices if only they are assumed not fully explicit. It is imperative for organizations to understand that full co-operation of every individual in an organization typically reflect attitudes, values, language, beliefs as well as behavior patterns that are used when defining the operating culture of such an organization (Lewicki et al., 2015).

Essentially, engaging in fair decision-making processes as determined by the prevailing ethical and legal concerns is an organizational issue more than it is personal. An organizational management is tasked with the mandate to provide effective and proper leadership in the organization. The management must also institute systems that enhance or promote ethical conducts, share responsibilities with individuals who envision, execute and benefit knowingly from corporate misconducts or misdeeds (Lewicki et al., 2015). This suggests that they should not be quick to define any wrongdoing as the work of a rogue employee or as an isolated incident.

References

Lewicki, R. J., Saunders, D. M., & Barry, B. (2015). Negotiation. New York, NY: McGraw-Hill Education.

Pozgar, G. D., Pozgar, G. D., & Pozgar, G. D. (2013). Legal and ethical essentials of health administration. Burlington, MA: Jones & Bartlett Lear

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