Organizational ethics are typically universal as ethics deal with the moral obligation human beings have towards doing the right thing. Different factors, however, influence the manner in which different organizations practice ethics. As a result, various authors have developed specific models, theories, as well as programs in a bid to standardize the manner through which organizations can observe and practice the organizational ethics. Similarly, various individuals have also reviewed what different authors have to say about certain ethics programs. The difference in opinion also calls for another scholar to shade some light on their understanding of comprehension. The aim of this paper is, therefore, to review the opinions of individuals on certain organizational ethics elements such as ethical programs as well as ‘ethical minefields’.
Terris presents a notion of Lockheed’s ethics program, arguing that it does little in the prevention of ethical breaches in top-level positions in an organization. Lockheed’s ethics program is aimed at detecting and preventing criminal activity as well as reinforcing the observation of legal requirements. The program’s effectiveness is developed through a review of the existing ethics program, discussion of the most effective, thus best practices, access to the organization’s resources for the establishment of the feasibility of the ethics program, recognition as program participant as well as enhanced relationship through compliance. Terris notion that Lockheed’s ethics program only shines when measuring the program’s standards against a contemporary ethics industry since the same does not apply when looking at the broader culture expectations (Terris, 2005). As a result, the gap in between contemporary ethics industry and the broader culture expectations is made obvious, validating Terries notion that Lockheed’s ethics program does little in the prevention of ethical breaches in top-level positions in an organization (Terris, 2005).
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Also, Terris argues that Lockheed’s ethics program merely addresses people as opposed to systems. As a result, the gap between top-level position holders and the rest of the human resource. Consequentially, Terris, argues that Lockheed’s ethics program fails to prevent the vulnerability and employment of targeting as well as addressing ethical issues among individuals in top-levels of an organization (Terris, 2005). Therefore, this paper demonstrates its agreement with the notion that Lockheed’s ethics program does little too in the prevention of ethical breaches in top-level positions in an organization.
Certain efforts are usually developed within organizations to enable executives to navigate ‘ethical minefield’ as named by Terris such as ensuring the participation of higher-level executives in training. However, the question is whether such efforts are enough assistance for executives to navigate some of the ‘ethical minefields’ faced by leadership in a certain organization. Based on Terris’ argument, some of the existing efforts developed for executives to enable the navigation of the ‘ethical minefields’ are not enough is right to a certain degree, since Terris points out the limitations of those efforts rather than dismissing them entirely.
For instance, Terris (2005) mentions that “it could develop ethics programs that address the specific problems and the specific level of complexity of the work of senior executives,” which is the key step that precedes the actual training of the very high-level executives (Terris, 2005). It only makes sense for an ethics program to be designed in a manner that addresses specific ethical issues concerning specific people rather than generalizing since generalization results in bias and loops for ethical breaches. Therefore, in favor of Terris’ argument, there needs to be a clear definition of ethical issues, which are developed around the efforts for the enabling of executives navigate ‘ethical minefield.’ Ensuring high-level executives attend training sessions is not enough if the ethics program they have been trained on, is not enough if its application occurs by segregation. Therefore, without additional measures to ensure the effectiveness of ethics programs, additional efforts such as ensuring high-level officials attended training will be inefficient towards enabling executives to navigate the ‘ethical minefield.’
Various things can be done in a bid to address ethics-related issues among high-executive levels of the organization, for effective implementation of ethics programs. Concerns that have established a limitation of the suggestion that Lockheed’s ethics program does not adequately address ethical breaches among corporate leaders has led to the development of possible approaches that can be employed to remedy the same. One of the approaches is that of development of ethics programs that are specific not only to the specific ethnic issues or problems but also specific to the degree of complexity of the senior executives’ work (Terris, 2005). This eliminates the issue of generalization, which does not result in specific solutions that are tailored to specific problems as well as complexities of the roles played by executives.
The other thing that can be done entails the appointment of members to the board of directors, who are experts and have specific professional knowledge on corporate ethics (Terris, 2005). This makes it possible for the efficient addressing of corporate ethical issues since experts on the matter will address it rather than relying on stipulated expectations. Similarly, there is the option of Lockheed Martin being more transparent and courageous about how matters such as framing and the public addressing of emerging ethics issues occur (Terris, 2005). For instance, executive compensation should be made transparent and should be conducted by the legal and ethical expectations of corporate organizations. Lastly, there is the option where a corporation can engage in the creation of a more formal and stronger role for the department that deals with the ethical conduct of top executives through monitoring and advising their actions.
According to Terris, Lockheed’s ethics program majorly focuses, to a more considerable extent, on individuals as opposed to group dynamics that have implications for ethical situations. For instance, Terris gives an example the tendency for groups to ‘go with the flow’ in as far as group decision making is concerned, which may be coupled with the overlooking of ethical issues (Terris, 2005). Therefore, Lockheed Martin could look into some of the recommendations offered in this paper to address the situation. Among the recommendations that Lockheed Martin should consider concerning addressing group dynamic’s implications to the ethical situation is to educate.
Executives as well as lower-level employees ought to be educated on the significance of ethical conduct as well as the implications of a breach of ethics. This will ensure the organization’s employees, whether at the high or low level of employment observe ethics within the organization. Another recommendation is the creation of specific departments that develop as well as deal with ethics issues in each level of employment to avoid generalization, which as demonstrated by Terris, does not necessarily work effectively. Similarly, the punishment for breach of ethics should be directly proportional to the breaches to ensure observation of the same as per corporation expectations as well as the legal requirements set by law.
Conclusion
Organizational ethics, as well as Corporate Social Responsibility, are different concepts, thus should be treated and elements of each developed around the requirements and expectations of each. As demonstrated in the above paragraphs, it is important for an organization to develop strategies to deal with ethical issues among executives that further traverse the ideas of Lockheed’s ethical program. Similarly, extra efforts should be incorporated into the already existing efforts that assist executives to navigate the ‘ethical minefield.’ Organizational ethics programs should encompass group dynamics as opposed to focusing them on individuals only.
References
Terris, D (2005). Ethics at work: Creating virtue in an American corporation.
