A better code of conduct provides a practical value to a firm. Creating and sustaining such type of regulations happens via a broad-based, administered procedure that entails the organization’s attention, mission, vision, and values. With minimal foresight and emphasis, a firm, as in this case of two merged firms that is UWEAR and PALEDENIM, can come up with new code or promote preexisting systems in both companies to obtain the numerous benefits possible. Therefore, depending on the quality, regulations assist leaders in accomplishing the objectives. The selected counsel from top managerial positions of an organization work to enact a code of conduct that are robust and viable to reach the firm’s goals.
The code of conduct is constituted by in-house counsel with the input of a disciplinary team from various departments. The team entails representatives from senior administrators and human resource office, safety, communication, marketing, environment and other departments in the company. In doing so, it is crucial to assess ethics on both sides of the companies to come up with realistic codes. Therefore, it is a joint activity in which representatives from both parties work hand-in-hand to create an environment, which can foster the growth of a merged firm ( Sadiq, & Governatori, 2015) . Outside counsel may get involved as well. Notably, using leaders and teams from various departments will ensure that the codes of conduct corresponds to specific risks probable in the firm and accounts for disparities across the company’s departments. Selected leaders from both sides of the enterprise are then chosen to oversee the compliance. Since it is a case of merging, collaboration is undeniably effective to enable the leaders from both firms to work effectively. Also, merging UWEAR and PALEDENIM requires a transformational leadership style to enforce new ethics as well as strategic one to foster production.
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The merging of two companies means that two sets of ideologies are merged to create one, which means that there must be a change of attitude from both settings. The selected leaders from both sides must communicate actively to enforce compliance to set ethics. It can be done by holding regular meetings with the employees and team members ( Beckett, Maynard, & Jordan, 2017) . While enforcing compliance, the leaders must show passion and commitment in the process, creativity, and collaboration. Also, the leaders should consider working on-site to impose a strategic leadership style that can fuse the cultures from the two companies. For example, PALEDENIM firm has ‘one-for-all and all-for-one’ kind of attitude while UWEAR employees work to get the job done without considering what else should be accomplished. Therefore, to change the two cultures, collaboration and strategic leadership must be in place.
The additional information I would ask for before committing to the process of enacting a code of conduct is to do with the mode of employment from both sides of the firms. According to Spa (2016), the work situation assists in understanding the parameter that can be used in strengthening the loyalty of employees. Also, understanding their daily work routine would help in offering the right roadmap for reaching joint objectives. It will enable the merged company to achieve its aspirations.
On the whole, creating a code of conduct requires selected counsel from both sides of the company. The leaders then work to enforce compliance with the setup regulations. It would take ethical leaders to use collaboration skills to work hand-in-hand with team members and employees to foster the company’s growth. Notably, strategic leadership style and transformational one would work best to fit the newly formed firm. Missing information from excerpt is the inclusion of daily work routine and mode of employment from both sides to help in enacting a comprehensive code of conduct.
References
Beckett, C., Maynard, A., & Jordan, P. (2017). Values and ethics in social work . Sage.
Sadiq, S., & Governatori, G. (2015). Managing regulatory compliance in business processes. In Handbook on Business Process Management 2 (pp. 265-288). Springer, Berlin, Heidelberg.
Spa, A. E. (2016). Code of ethics and conduct. Santiago .
Weissbrodt, D. (2017). Business and human rights. In Human Rights and Corporations (pp. 103-121). Routledge.
