Select question listed below to write an essay for this week’s discussion forum. 1. From Chapter 7, p 182-191, Darr (2011, p. 150) writes, “Managers must achieve the difficult balance between loyalty to the organization and fidelity to their personal ethic and professional integrity. How far should a manager go in following the crowd or in standing alone?”. Address this question with details and supporting/opposing opinions. 2. From Chapter 7, whistle-blowing is discussed. Define the term whistle-blowing. Identify positive and negative outcomes of whistle-blowing for the party who exposed the issue(s). No formal format required, 200-250 words required. This is a very short forum post, simple and to-the-point answer needed only.
Answer
Loyalty to the organization and personal ethic and professional integrity are two important aspects that managers must balance. In her book “Career Diplomacy: Life and Work in the US Foreign Service,” Donna Darr (2011) raises the question of how far a manager should go in following the crowd or standing alone when faced with ethical dilemmas (p. 150). This question has significant implications for managerial decision-making and the ethical responsibilities of managers.
To begin addressing this question, it is crucial to define what is meant by “following the crowd” and “standing alone.” When managers choose to follow the crowd, they align their actions with the majority or the prevailing norms of the organization, even if it may conflict with their personal ethics or professional integrity. On the other hand, when managers choose to stand alone, they take a stance based on their personal ethical principles or professional integrity, even if it contradicts the prevailing norms or expectations within the organization.
The answer to how far a manager should go in following the crowd or standing alone is not absolute and may depend on various factors. One factor to consider is the nature of the ethical dilemma at hand. Some dilemmas may be minor, requiring a manager to simply follow the crowd to maintain organizational harmony. However, more significant ethical dilemmas, such as fraud or corruption, may demand that a manager take a stand and refuse to engage in unethical behavior.
Another factor that influences the decision-making of managers is their level of moral courage. Moral courage refers to the ability to stand firm in the face of pressure or adversity when one’s values and principles are at stake. Managers with high levels of moral courage are more likely to stand alone, even if it means going against the prevailing norms or facing potential negative consequences.
Supporting the stance of standing alone, some argue that managers have a responsibility to act ethically and to be role models for their employees and colleagues. By standing firm in the face of ethical dilemmas, managers demonstrate their commitment to their personal ethic and professional integrity. This can promote a culture of integrity within the organization and inspire others to make ethical decisions as well.
Opposing the stance of standing alone, others argue that managers must prioritize the interests of the organization and its stakeholders. They believe that in certain situations, following the crowd may be necessary to ensure the smooth operation and success of the organization. They argue that managers should prioritize loyalty to the organization over their personal ethic and professional integrity.
In practice, the decision to follow the crowd or stand alone may not always be clear-cut, and managers may find themselves in difficult predicaments. However, it is important for managers to consider the potential long-term consequences of their actions. By compromising their personal ethic and professional integrity to follow the crowd, managers may be risking their reputation and damaging the trust of their employees and stakeholders. Conversely, by standing alone and making ethical decisions, managers may gain respect and credibility, even if the short-term consequences may be challenging.
In conclusion, the question of how far a manager should go in following the crowd or standing alone when faced with ethical dilemmas is complex and depends on various factors. Managers must carefully consider the nature of the ethical dilemma, their level of moral courage, and the potential long-term consequences of their decisions. While there may be opposing views on this matter, the importance of personal ethic and professional integrity cannot be understated in the role of a manager.
