The paper adopts Caux Round Table Principles which are basically about ‘managing business ethics field research’ to explore experience, observing and documenting indicators of Fairyland culture. A lot of things are preventing Fairyland from achieving optimal performance with regards to issues of ethics. There seem to be no defined status of the company ethical issues thus there is little detail as to how to deal with the corporate ethics as well as employee and personal ethics.
There is no specially laid down code of conduct put in place to monitor the behaviour of the employees as well as the company in general. There seems to be double standards put in place for such. A code of conduct really defines the do’s and dont’s of individuals within a company and acts as the reference for the users especially in the daily operations of the oganization (Principles of Stakeholder Management, 1999). This in turn enhances and also clarifies the principles, values as well as the mission of the organization and also providing the unique standards of proffesional conduct.
Fairyland needs to come up with a well designed, understood and laid out code of conduct that needs to be followed by every company personell. The document will serve as a very important tool for communication thus reflecting the promise that the organization is fully commited in upholding its values, especially in dealing with matters such as maintaining its committment towards the employees, maintaining the relevant standards for doing business and also maintaining good relationships with the community at large (Dawn-Marie, 2000).
The code of ethics can also be used as a tool to encourage all round discussions in matters of ethics, and also improvement on how employees deal with all dilemas related to ethics, gray areas and also prejudices that are an occurrence in their daily work (Principles of Stakeholder Management, 1999). This will in turn be a complement to the rules, policies and standards of the organization, but not at all to act as a susbstitiute.
Therefore, the code of conduct will offer Fairyland an opportunity to publicly create for themselves a positive/good identity thus leading to gain of support from the political envoronment as well as the regulatory environment (Dawn-Marie, 2000). It will also lead to an increased levels of confidence in a public arena as well as mutual trust levels which will be high among important stakeholders. Another problem that seems to confront the Fairyland organization is the unhealthy chemistry that exists between the organization’s realities and the people that work for the organization.
This is evident in the bureaucracy levels that exists between the management and their employees. There needs to be a middle ground level between the two arms of the workforce so that there can be improved communication structure as well as enhanced means of ensuring there is good levels of understanding (Stephen, 2010). Enhanced reporting structures have also not been put in place which in turn leads to reporting that is constrained.
This in turn leads to a situation where unfavourable data or situations seem not to go through the organizational hierarchy very fast or with credibility that is insufficient leading to delayed right responses to any trouble that may be potential and that may harm the organization in any way. A situation also exists where those who like to bring controversies about some issues in the organization (the whisle blowers), seem not to be tolerated or given the right protections that they need.
It looks like all that exists is a policy that protects the whisle blowers, but how effective is it and does it really guarantee the safety and guards the individual’s rights? There is also no authorised personell to deal with ethical issues within the organization. Their structure is not well understood and a suggestion is that there needs to be an ombudsman office which really deals with this issue effectively (Stephen, 2010). This in turn reduces chances of the management to easily manipulate the ethical issues to favour them rather than giving the employees too a fair play ground.
As observed, the management, executive directors and board of management are the ones that seem to be dealing with ethical conflicts. This forms the core of the organization as a result leading to a situation where they would be likely to impose their ruling or their personal agendas in such matters. Another option to deal with this issue is having an external authority that deals with ethical issues, such will assit in providing to the employees a platform to express themselves freely without fear of intimidation.
Poor or rather weak transparency standards in place and also the supremacy of the shareholder situation that makes it hard for Fairyland to take into consideration the community, environmental and community interests when making decisions. There needs to form a legal structure to enhance corporate accountability and enable the organization to achieve liquidity while maintaining its vision and mission.
In general it looks likje there is team spirit and proffessionalism promotion/motivation in FairyLand with more employer creativity and customer service encouraged. However, the problem seems to be the evaluation process of these measures and how in general does the company determine that their culture is constantly improving over time. There is soo much generalization of the issues without prior planning , coming up with “on point” balanced score cards and also the design and implementation or execution of action plans.
Futher, strategies to mitigate ethical issues as well as improvement in team performance is needed here. There is overall lack of incentives offered to ensure that ethics are upheld and all forms of ethics implementation are rewarded. Incentives to reward good ethics implementation by employees should be encouraged to sustain and maintain a culture of integrity, hard work and success in the business they are dealing with (Principles of Stakeholder Management, 1999).
Works Cited Dawn-Marie, D. and Michael H. W. , (2000). Ethics Matters: How to Implement Values-Driven Management, p. 77 Principles of Stakeholder Management, (1999). The Clarkson Centre for Business Ethics, p. 12 Stephen B. , (2010). Young Organizations and Ethical Behaviors: Anxiety has a Hundred Faces, 30th April 2010 The Caux Round Table Principles, Managing Business Ethics, as described in Chapter 11 (pp. 390-394)