I completed a design code of ethics paper and it was graded. Now I have to do a code of ethics implementation paper.
Here are the instructions;
- Locate your "Code of Ethics Design Paper" (submitted in Module 5). You will also need the assignment feedback provided by the instructor. Your implementation plan will be written for this code of ethics.
Make revisions to your code of ethics, as appropriate, based on the feedback received from the instructor.
In a paper of 1,250-1,500 words, create and present an implementation plan for the code of ethics you designed for the "Code of Ethics Design Paper" assignment. Base your plan on the revised version of your code of ethics incorporating the feedback from the instructor. Your plan must include the following:
- A description of how the code will be connected to other important documents such as the mission/vision statement and other organizational policy statements.
- A research-supported strategy for launching the code and communicating its implementation to all stakeholders.
- A research-supported strategy for enforcing the code.
- A research-supported process for evaluating the code for effectiveness and making revisions to maintain applicability.
- A discussion that invokes current research and explains why your implementation plan will succeed when many others have failed.
- An appendix that presents your revised code of ethics from the Module 5 assignment. In keeping with APA style, this appendix is not included in the assignment word count.
- ATTACHED IS THE GRADED CODE PAPER AND TEACHER'S COMMENTS
Running head: CODE OF ETHICS 1 Code of Ethics Design Paper
Grand Canyon University: LDR 800
September 7, 2016 CODE OF ETHICS 2
Code of Ethics Design Paper Ethics and morality are terms that can be used interchangeable. In almost every
organization, there is a code of ethics, which is a broader concept than morality. Ethics are a list
of rules and principles that serves as guidelines for proper behavior within the beliefs of an
organizational climate (Hazels, 2015). Regardless of an individual belief or morals, codes of
ethics serve as guidance for which leaders and followers can positively use to create ethical
climates for making decisions, planning and communicating (Johnson, 2015). Morality, on the
other hand, is more personal and is oriented toward the individual based on a set of values
learned and enforced by the family or society in which the person was groomed.
Daily ethical decision making confronts businesses, organizations and employees. People
rely on the code of ethics for guiding proper standards, expectations and outlining the moral
principles behind the codes (Johnson, 2015). Most employees are given a handbook with an
outline of the company codes, but it is still an individual choice to exhibit integrity, honesty,
trustworthiness, responsibility and right decision making. Codes of ethics, however, does not
guarantee ethical behavior because there are people who will always challenge the system and
break rules until they are caught. This paper will therefore, authenticate a design for ethical codes
and give the rationale for the creation of a personal ethical code with the submission of a
theoretical written policy. A discussion will follow the submitted policy of my own beliefs and
will also compare other organizational ethical codes.
This section explains how leaders can shape the environment by fostering a healthy
climate of trust, concern, shared values, good communication, humility, justice and integrity as
essential components for building an ethical organization (Johnson, 2015). Top leaders are often CODE OF ETHICS 3 the decision-makers and therefore, must communicate and transform the organization.
Whenever employees observe these attributes in a leader, they are more prone to trust leader and
act ethically. Porboteeah et al. (2010) pointed out the importance of communication and
empowerment as essential elements for the design of a successful organization. If leaders do not
effectively communicate the values, norms and codes for the environment, then employees will
sometimes feel it necessary to behave unethically. Furthermore, a lack of communication will
also cause chaos in the workplace.
In order to change an organizational climate that is chaotic, ethical leadership decision
making is essential. This will project a sense of accountability and concern on the behalf of the
managers. A moral leader must consider the positive and negative energy of the environment and
ensure that decisions are made in an ethical manner. How a manager reacts to crises gives the
employees a clear signal of the cultural climate, which they can use to scrutinize the leadership
behavior (Park & Kang, 2014). Accordingly, Park and Kang emphasize the fact that the leader
can communicate shared values through such behaviors as role modeling, teaching, coaching,
rewards and punishment for those who do not adhere to the policies. Ethical climates can be
maintained if managers conduct yearly ethics education to include questionnaires and surveys as
part of a professional development for everyone (Johnson, 2015). Results can serve as a good
appraisal of self and leadership and enable revision of existing standard codes. CODE OF ETHICS
The rationales for designing a code of ethics are based on the reviews of the various
literatures, which describes principles for ethical codes. Common principles such as honesty,
integrity, communication and loyalty were always prevalent to corporation code of ethics. The
theoretical model of code of ethics presented by Anghel-llcu (2014) provided detailed
information for the conceptualization of ethical principles, which served as guides for any
organization. Using some of these suggestions, aided in a simple written code of ethics.
In one organization, Hill & Rapp (2014) explained the use of a bottom-up approach in
developing ethical codes. Rather than top managers initiating codes of ethics, individual
employees are given the privilege to become proactive in preparing a set of ten moral
commandments, which are required to fit the company boundaries. These boundaries include
core values such as character, integrity, morality, commitment and honesty. Role modulators are
used to analyze these commandments by removing ambiguity and focusing on the professional
stance. Team of workers afterwards come together to solidify and refine corporate codes into
clear and concise statements, which are subsequently approved by the top executives of the
Principles of HFMA?s Code of Ethics (2016) have core values such as honesty, integrity,
fairness of financial matters, maintaining confidentiality, good communication and balancing
quality and health care cost. The codes do not prioritize ethical obligations, and the approach is
more top-down. The Board of Directors and National Secretary are the people responsible to
keep ongoing communication and deal exclusively with violations. The code outlines a chain of
command on how to handle disciplinary actions, and is more customer-focused, reflecting very
little right and responsibilities to the employees. 4 CODE OF ETHICS 5 Written Code of Ethics
The Business that Cares
All employees who are members of this organization shall be committed to serving all
customers with respect and dignity regardless of race, color or creed. Members should also
render the same expectations to their colleagues and supervisors.
Our goal is to provide the highest quality of service and respect for individual
confidentiality. Most of all, it is important for everyone to foster a healthy environment, which
shows honesty, responsibility, loyalty and avoiding scandal and harm to others.
1. Always be assertive
a) Speak in a clear and non- condescending tone and think before you speak.
b) Treat others with respect at all times because if actions are contrary to the ethical codes
it will signal the wrong message.
c) Communicate ethical standards and practices as needed.
a) The organization must practice honesty with all services. Honesty and integrity serve
as the foundation for good leadership.
b) Do not try to gain by cheating because this will compromise the business integrity.
a) Every employee will take responsibility to be diligent and comply with organizational
b) All ethics violation will be reported to the immediate supervisor, who will follow the
chain of command. HR and administrators are responsible for the final hearing for CODE OF ETHICS 6 reprimand and or dismissal.
4. Do No Harm
a) The organization and the members will avoid workplace bulling and diffuse hostility.
b) No one is allowed to cause physical or emotional harm to anyone. This is a violation
of human rights and is a consequence for termination.
As presented earlier, the theoretical model presented by Angel-llcu (2014) provides
guidance for the establishment of an ethical code. The moral standards are basic and can be
utilized by various organizations. The principles as outlined by the authors are definitely in
agreement with my personal and ethical beliefs. These principles such as assertiveness in
communication, honesty and integrity, responsibility and do-no-harms are all characteristics
which can be tailored to any work environment. The top-down and bottom-up organizational
codes are a matter of choice for top leaders and can be interchangeable when comparing certain
aspects. The top-down develop codes based on leadership decisions and with the bottom-up
followers are allowed to have inputs for such establishments. In either case, managers look at
survey results for evaluating how employees understand the ethics of the organization based on
Codes of ethics are needed to foster a healthy environment, build trust and increase
awareness. It also provides daily reminders for all employees to avoid negative behaviors, which
has consequences. Good codes help in the decision-making process and with training and ethical
reviews, codes can be revised. Best codes reflect simplicity, thereby avoiding legal jargons. CODE OF ETHICS 7 Moral codes do not guarantee that workers will act ethically because there are always those who
will not uphold the values. CODE OF ETHICS 8
References Anghel-llcu, E. R. (2014) A theoretical model of codes of ethics conceptualization from
companies? public disclosure on ethics. Accounting and Management Information
Systems/Contabilital Si Informatica De Gestiure 13(1), 111-158.
Hazels, T. (2005). Ethics and morality: What should be taught in business law? Academy of
Educational Leadership Journal, 19(2), 77-89.
HFMA?s Code of Ethics. (2016). Health Care Financial Management, 70(6), 106-107.
Hill, R., & Rapp, J. (2014). Codes of ethical conduct: A bottom-up approach. Journal of
Business Ethics, 123 (4), 621-630. doi.10.1007/s10551-013-2013-7
Johnson, C. E. (2015). Meeting the ethical challenges of leadership: Casting light or shadow
(5th ed). Thousand Oak, CA: Sage Publications, Inc.
Parboteeah, K., Chen, H., Y.-T., Chen, I.-H., Lee, A., & Chung, A. (2010). Establishing
organizational ethical climate: How do managerial practices work? Journal of Business
Ethics, 97(4), 599-611.
Park, H., & Kang, S. (2014). The influence of the founders? ethical legacy on organizational
climate: Empirical evidence from South Korea. Social Behavior and Personality, 42 (2),
211-222. doi: 10.22241sbp.2014.42.2.211
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