Organization culture has a significant bearing on how leaders make decisions because of environmental pressures and challenges that have an effect of putting them under ethical risk (Thiel, Bagdasarov, Harkrider, Johnson, & Mumford, 2012, p. 49). Initial methods that were developed to measure and understand the ethical accuracy of the decisions made in organizations are inadequate in the face of today’s complex scenarios and challenges. Schein (2010) describes how an accepted method of doing things in an organization affects the ethical standing of decisions made by its leaders. Although theories on organizational and ethical decision making have been tested and documented, researchers have failed to analyze the role of organizational culture in senior leaders ethical/unethical decision-making process within the Department of Defense (DoD) (Heyler, Armenakis, Walker & Collier, 2016). Ethical violations within the DoD are a motivating factor in a quest to understand the relationship between organizational culture and ethical/unethical decision making (Allen, 2015; U.S. Department of Defense Encyclopedia of Ethics failures, 2016).
The specific problem this research intends to understand is how the organizational culture of the DoD influences the ethical/unethical decision making of senior managers. More importantly how the entrenched ways of doing things in the DoD affect the decisions of the leaders. Current research does not address the organization culture’s influence on the ethical decision-making process within DoD (Heyler et al., 2016). Scanty research and knowledge on the relationship between organizational culture and ethical/unethical decision making create the need for intensive research on this topic. Heyler, Armenakis, Walker & Collier (2016), illustrate the intricate nature of steps in moral awareness and ethical decision making in the DoD but fail to explain how the organization’s culture influences the decision-making process of the leaders. This research bridges the literacy gap by seeking to provide a deep understanding of how organizational culture affects senior manager’s ethical/unethical decision-making processes.
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References
Allen, C.D. (2015). Ethics and Army Leadership: Climate Matters. The US Army War College Quarterly Parameters. 45 (1), 69-83.
Heyler, S. G., Armenakis, A. A., Walker, A. G., & Collier, D. Y. (2016). A qualitative study investigating the ethical decision making process: A proposed model. The Leadership Quarterly , 27788-801. doi:10.1016/j.leaqua.2016.05.003.
Schein, E. H. (2010). Organizational culture and leadership . San Francisco, CA: Jossey-Bass.
Thiel, C. E., Bagdasarov, Z., Harkrider, L., Johnson, J. F., & Mumford, M. D. (2012). Leader ethical decision-making in organizations: Strategies for sensemaking. Journal of Business Ethics, 107(1), 49-64.
Thought Process
1. Hook Statement-This statement provides information on the challenges that leaders face making while making decisions because of the influence o organization’s culture.\
2. The hook is followed by evidence stating the inadequacies of traditional methods of measuring accuracies of ethical decisions
3. Supported by evidence that an organizations way of doing things affects ethical/unethical decisions made by leaders.
4. Once the general problem of ethical/unethical decision making has been stated, the specific problem organizational culture affecting decisions made by senior managers in the DoD as evidenced by the ethical violations.
5. Then a statement to the reader on the focus of this paper.
6. Evidence of previous related research and the intention to bridge the literature gap left by the researchers.
