In any professionals group or social groups, their main purpose is to effectively achieve the set objectives or making as much profits as possible. It is an open debate to say that social groups or professional groups should develop protective attitudes towards the wrong doers. The aim of this paper is to discuss about social groups and professional groups and their development of a protective attitude towards their group members even in the case where these members are involved in unethical activities. In addition, to explore the arguments for and against exposing stakeholders in a particular group.
Any member of a professional group or rather social group holds a direct responsibility towards other members of the corporate stakeholders with the aim of achieving their desired results. For the group to perform effectively, the associated members have to develop protective measures towards each other. Even if some of the members involve themselves in immoral activities, other group members have to find a way to protect them for the effective growth of the corporative. This is their main responsibility to each other as they remain in the same policies governing them. The protective attitude will serve as a corrective measure towards the wrong doers as they learn their mistakes instead of exposing them and ruining their career or group positions (Janoff-Bulman & Carnes, 2013).
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Since the performance of corporations serve as the main interest of its stakeholders, it is considerable for the members to form protective measures among themselves. The measures should have one obligation which is to uphold the corporation image. Exposing members of the stakeholders due to their malpractices will ruin the corporation’s integrity and this may result to the fall of the whole organization (Seuring, & Gold, 2013). It is therefore advisory for social groups including professionals to have at hand strategies to protect their own members. With protective measures among the stakeholders, their interests are enhanced and efforts channeled towards achieving a common goal.
However, exposing members of stakeholders as a result of their immoral acts may enhance the performance of the corporation even though with this comes the possibility of internal backlash. Further, this may instill distrust in as far as working relationships are concerned. Protecting group members with wrong behaviors will extend the behavior and the corporation may find itself sliding downwards in terms of performance over time (Janoff-Bulman & Carnes, 2013). Members of a stakeholder should expose the wrong doers in consistence with corporation behaviors. Developing a strong set of ethics within a social or professional group will create a common interest among its members hence enhancing cooperate performance.
Additionally, when members of a social group including professional ones are exposed for their wrong acts, they provide the value of the quality of the services that the corporate offers to its shareholders. For instance, a nursing practitioner who is practicing the profession unethically and contrary to the codes and standards of nursing practice may be exposed by the members. Exposing them will provide safety for the patients and improve the quality of the facility services.
For maximum efficiency in corporates, Social groups including professional ones should have a protective attitude towards their group members even in the case where these members deem be involved in unethical activities. It is each and every member’s responsibility to protect each other in the group so as to effectively reach their goal. Protecting their immoral activities will be as a way of granting them another chance to offer their services within the group. For those who would have realized their mistakes, they will work on rectifying them hence enhancing their performance and that of the corporate as a whole in the future.
References
Janoff-Bulman, R., & Carnes, N. C. (2013). Surveying the moral landscape moral motives and group-based moralities. Personality and Social Psychology Review , 7 , (5): 9-14.
Seuring, S., & Gold, S. (2013). Sustainability management beyond corporate boundaries: from stakeholders to performance. Journal of Cleaner Production , 56, 1-6.
