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Essay / Research Paper Abstract
A 12 page paper that describes what organizational culture is and how it is developed. Specific examples are offered that include a step-by-step process for developing or adapting the company's culture. Ethical values are also defined and described and related to the company culture. Changing values of the average American have forced companies into adopting cultures that incorporate ethics. The strong company culture with codes of ethics that are practiced is changing the way managers manage. Bibliography lists 7 sources.
Page Count:
12 pages (~225 words per page)
File: MM12_PGorgethi.doc
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Unformatted sample text from the term paper:
it is everything about the company. As some experts point out, the culture of the organization cannot and should not be left to chance. It is the core of the
company and the CEO should be directly involved in developing the culture of the company. As society and the industry change, the culture of the company should be adapted to
reflect these changes. Ethical values are an essential part of the culture of any company. In fact, corporations are finding it difficult to recruit and retain the most talented
employees without having strong ethical values embedded in the mission and the culture of the organization. Ethical behavior must be demanded without exceptions and the top-level executives must be role-models
and examples of the ethical behavior the company is demanding. Both the culture and the ethical values of the organization need to be developed through clear plans and action
steps. Such plans outline the vision, mission, and codes of conduct that are required to be part of the organization. These plans also take into consideration the changing ethical values
of the average employee. Companies with strong cultures, including ethical values have been highly successful in the competitive environment. Organizational Culture "Organizational culture should be viewed as everything
a business does to sustain itself, be it in the area of team work, solving problems, developing products, selling these products and other organizational activities" (Morgan, 1998; 13). This statement
was made by Charles D. Morgan, Company Leader of Acxiom Corporation, Conway, Arkansas Line of Business, an international corporation that manufactures data products. The company has annual revenues of $465
million and it employs 3,600 people worldwide. Morgan asserts that many CEOs are missing the boat on developing an organizational culture because they perceive culture as some other thing in
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