Investigative Structure and Culture - Essay Sample

Introduction

In this essay, the characteristics needed to implement ethical culture are identified while helping the organization within RoboInc to be diverse. The essay shows how the proper culture is affected by the global context and the global implications.

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Shared Ethical Culture

Some of the characteristics ROBoInc. need in implementing a shared ethical culture include mission and values, effective leadership, integrity, and stakeholder balance. The characteristics allow the organization to earns a reputation as it becomes financially driven and both ethical and successful. The culture of ethical business requires effective, ethical leadership with leaders needed to demonstrate ethical practices (Mohamad, 2010). It entails an effective decision-making process with choice between being ethically responsible. The leaders have to choose the morally correct path as opposed to the one that is financially driven. Another characteristic includes the core value statement, which is described in its mission. The organization has to create a value statement that communicates its mission to the employees within the structure. Besides, the ethical business institutes the code of conduct that supports its mission. Integrity and fairness also encompass the characteristic of an ethical business. It allows the business to adhere to laws and regulations while treating the employees fairly and communicating with them honestly.

Process Integrity

Process integrity is a common ethical culture indicated in this scenario. The organizational culture entails different processes that take place daily. The process might be healthy or corrupt, depending on the factors unique to the process. In an organization, healthy competition is defined by humility, shared commitment to success equal treatment, ands fair distribution. However, the organization might witness unhealthy competition, which entails misaligned goals, superiority, and unequal treatment. For ROBoInc, the culture is firmly established based on its hard-working culture that operates as departmental families. This reveals its process of integrity. Besides, some incidents show unhealthy competition with the personnel doing consulting work for other companies outside working hours. The organization requires process integrity with the company's software being sought by robot-producing companies worldwide. It will help reimagine formalized, diverse, and global-type companies that adhere to an ethical code of conduct with uniform responses to infringement.

With the ethical cultures around the world becoming interconnected with the business world becoming increasingly global, process integrity allows the managers to work with various people from various countries and cultural backgrounds. Since most people are immersed in their own culture, they fail to see how it affects their behavior. Overcoming this entails process integrity while combining cultural differences across the borders. Hofstede presents various cultural dimensions that reveal the global implication of process integrity in the ethical business (Mulders, 2019). Through power distance, the organization allows society to accept and expect the power that is distributed unequally. As a result, the organization handles the inequalities striving to equalize the distribution of power. The uncertainty avoidance dimension reveals the uncertainty and ambiguity with the progress integrity helping with the facts about the future.

Organizational Structure

The current organizational structure and culture entail what is valued, the dominant leadership style, and the language and definitions of success that characterize the organization. The corporate culture represents the values as well as the expectations of the organization. The organizational culture framework in RoboInc. is built upon a theoretical model known as a competing values framework. It allows the organization to have an internal or external focus while striving for flexibility and stability and control. The framework entails the organizational culture dimensions, including the market and hierarchy.

With 100 employees, RoboInc. Which is located in Bismarck, North Dakota, in the United States operate as departmental families. The company has the vice president of finance who is uncharged of overseeing its financial records while projecting the future financial investments and plans (Kortmann, 2012). He is responsible for the accounting department and requires extensive financial and business qualifications. The company has the Director of the production who work with the management to oversee production preparation. It has 40 software engineers who help develop and manage the overall budget. Director of marketing with 14 marketing staff responsible for marketing the company based on practical strategies that help reach new customers. The company has the Director of sales with 30 sales staff and Director of the customer service with 15 service staff.

Conclusion

Ethical leadership is significant in implementing the organizational structure. It involves leading in a manner that respects the rights and dignity of others. As a result, it transforms the organization with all its employees. Besides, it ensures ethical practices are carried out throughout the organization (El Emary et al., 2020). Ethical leaders influence followers to perform actions while effectively completing tasks. Besides, they affect processes while stimulating change in attitude and values and amplify empowerment and self-efficacy. The nurturing aspect of ethical leadership raises the organizational culture as well as the values of the employees (Mohamad, 2010). It promotes integrity while stimulating a sense of trustworthiness. I would recommend a possible new structure of the CEO, marketing director, sales, and director of services.

References

El Emary, I. M., Brzozowska, A., & Bubel, D. (2020). Process of stabilizing changes in organizational culture management. Management of Organizational Culture as a Stabilizer of Changes, 3(1), 71-96.
https://doi.org/10.1201/9781003028949-5

Kortmann, S. (2012). Organizational structure. The Relationship between Organizational Structure and Organizational Ambidexterity, 3(2), 12-17.
https://doi.org/10.1007/978-3-8349-3630-1_2

Mohamad, S. (2010). Ethical corporate culture and guidelines for ethical leadership. International Journal of Trade, Economics, and Finance, 1(2), 151-154.
https://doi.org/10.7763/ijtef.2010.v1.27

Mulders, M. (2019). Cultural dimensions, Hofstede. 101 Management Models, 2(1), 111-113.
https://doi.org/10.4324/9781003022022-29.