UU BB MAN2010: Ethical Issues and Managerial Responsibilities Report

This report examines the critical role of managers in addressing ethical dilemmas within organizations, particularly focusing on issues of equality, racial, and gender discrimination. It explores how managers can foster ethical behavior and create inclusive workplaces. The report highlights the importance of integrity, ethical leadership, and understanding the diverse needs of employees. It discusses the impact of globalization on workforce demographics and the need for managers to navigate these changes effectively. Furthermore, it analyzes the complexities of racial and sexual discrimination, emphasizing the necessity of comprehensive policies, training, and organizational support to prevent harassment and promote a fair work environment. The report concludes by underscoring the significance of senior management support, leadership norms, and continuous efforts to build an ethical and equitable workplace. The report references various academic sources to support its findings and recommendations.

Running head: MANAGING ETHICAL ISSUES AT WORKPLACES
MANAGING ETHICAL ISSUES AT WORKPLACES
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1MANAGING ETHICAL ISSUES AT WORKPLACES
Introduction
Ethics is regarded as a philosophical word coining from Greek word “ethos” implying
custom or character. It has been paying attention to recount as well as suggest moral desires
and behaviours, which advocates that there are satisfactory and intolerable ways of behaving
that work as a function of ethical values. In an organizational context, ethics can be regarded
as a forthright discussion related to the values as well as issues most essential to stakeholders
as well as to business. Moreover, it is an incessant unearthing and confirmation as well as
evaluation of individual standards and ideologies. According to Kinicki et al. (2011), as
managers consider the issue of ethical responsibility in an earnest manner, they tend to
develop greater understanding towards followers’ desires and complications of the ones who
will be affected, thus developing greater ability to distinguish spontaneously the developing
conflicts in organizations (Pless, Maak & Waldman, 2012). The following report will analyse
the role of managers in dealing with ethical issues like equality and racial and gender
discrimination within organizations which tend to affect the stakeholders internally and
externally.
Discussion
Managers’ role in understanding ethical dilemmas within workplace
Managers exercise inordinate effect on employee approaches as well as behaviour.
They serve decisive role in generating, fostering as well as sustaining ethical principles
besides an ethical workforce (McDonald, Charlesworth & Graham, 2015). Organizations in
contemporary times require developing utmost prudence in managing its labor force since the
work setting has been experiencing an immense transformation. Substantial level of empirical
evidence have been found which shed light on the challenges that managers tend to encounter

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in managing ethical issues like racial and sexual harassment as well as equality in the
organization with a range of lessons piloted in various arenas. Kinicki et al. (2011) have
noted that globalization of markets has enforced modifications in the realm of demographic
individualities of personnel across the world and has been treated as a significant area of
study for scholars, companies, managers as well as policy-makers all over the world. Diverse
personnel comprises of personalities be appropriate to exclusive cultures who exhibit diverse
individualities, ambitions and expectations. Furthermore, staff coming from diverse
backgrounds show different requirements and develop the feeling of compulsion to be
appreciated in their workplace. Okan and Akyüz (2015) by drawing relevance to these factors
have noted that management requires recognizing the necessity of these diverse collections of
individuals in order to evade worker rigidities as well as encounters. Maintaining workplace
concord is imperative for companies in order to upsurge efficiency. Managers in
organizations worldwide are focused on workplace equality with intent of evading situation
of “us” verses “them” kind of references and remarks. In the opinion of Demirtas and
Akdogan (2015), in recent times, one of the behavioural patterns most mentioned as
necessary in order to use effective leadership and management is integrity. Managers who
exhibit integrity and truthfulness are considered to be honest with them and to their
stakeholders and obtain knowledge from faults or blunders and have been continually putting
effort in the process of self-improvement. They are likely to lead by example and anticipate
as much of others like they do for their own development. They take accountability to be
judgemental about significant choices and endeavour to poise challenging benefits when in
the course of attaining vital managerial objectives. According to Place (2015), an integrity-
based approach to handling ethical issues associates with compliance of the commandment
with an importance on managerial accountability for ethical behaviour. Integrity approaches
take account of businesses’ managerial standards, objectives as well as arrays of supposition

3MANAGING ETHICAL ISSUES AT WORKPLACES
and conduct. With successful implementation as well as integration into regular managerial
undertakings, these approaches support the prevention of harming ethical lapses.
Affirmative action of managers in managing with equality in workplaces
Managing equality in the workplace necessitates certain grave understanding of the
level of equivalence between men as well as women. The level of labor force participation of
women has resulted in major monetary advances in the previous 50 years. The UK along with
other European nations have introduced laws in order to shed light on the issue of gender
discernment in staffing, joblessness judgments and have recognized rights to resilient
employment, maternity leave as well as part-time work. Majority of the organizations, have
diverse ways to shed light on ethical issues relating to diversity, their determinations to
moderate decision-making prejudice and unfairness through diversity training as well as
evaluations have not been effective. According to Sharma (2016), AA as well as equal
opportunities has increased out of administrations’ continued misuse to women as well as
ethnic subgroups. On the other hand, the employment of equal prospect inducements possibly
will be obstructed by managers employed in reorganized corporate divisions which encounter
stringent economical regulation who might assume contracted cost–benefit inquiry and in
order to obtain immediate presentation indicators might reasonably wedge them as an
alternative of indorsing them. In the view of Place (2015), women as well as minority
employees might encounter discrimination due to the approach of managers towards equal
opportunity inducements. It is owing to these reasons that AA has developed as a shift by the
governments of several nations with an agenda of preventing ethical issues like
discrimination. Thus, organizations which show capacities of entrenching traditional,
societal, distinct as well as organizational standards besides support from their administration
can certainly progress the competences which improve working circumstances that will

4MANAGING ETHICAL ISSUES AT WORKPLACES
eventually be capable of fascinating varied group of individuals together with women as well
as sections (Çelik, Dedeoğlu & İnanir, 2015).
Understanding racial and sexual discrimination through managerial perspective
Racial and sexual discrimination remains as an obstinate ethical issue for businesses.
Undeniably, companies have been making substantial investments on preventing acts of
racial and sexual harassment proceedings as well as liability expenses. In addition, existing
U.S. regulation successfully creates it administration's accountability to implement programs
to avoid as well as correct harassment if not face discriminating obligation. According to
Trevino and Nelson (2016), an imperative difference that sheds light on the augmented
understanding towards racial and sexual harassment have not been similar as augmented
knowledge in precisely recognizing acts of harassment. Although, amplified level of
sensitivity towards harassment possibly will be a creditable result of managers’ training
intended at workers as a whole, when preparation is directed at directors who must react to
pestering on the administration’s behalf, knowledge possibly will be more imperative than
understanding. On the other hand, Crane et al. (2019) have argued that the prominence of an
integrated method as ‘a written policy in particular lacks adequacy. A strategy that is not
executed by means of communication, learning as well as enforcement will have no
effectiveness. Furthermore, there is an essentiality for operative advanced management as
well as modelling, together with the formulation as well as communication of policies
applicable to racial and sexual harassment in addition to gender equality more generally, as
well as the provision of suitable resources for policy as well as training as an accomplishment
factor. An organisational change process typically sends the note that leadership as well as
management support towards the development and overview of a policy to prevent as well as
respond to sexual harassment (Fusilier & Penrod, 2015). Building senior management and
executive level support necessitates steady focus as well as effort. In addition to this, in

5MANAGING ETHICAL ISSUES AT WORKPLACES
understanding the recent gender norms, significant consideration towards leadership norms as
well as practices is essential in order to frame engagement with leadership. Applied research
into leadership approaches shed light on a command as well as control approach to leadership
and management (Okan & Akyüz, 2015). Furthermore, such effective leadership style
produces a workplace culture whereby managers study or observe it as an individual
management opportunity. In addition, working with organizations external to an individual
workplace in order to champion as well as support men’s change has been considered as one
way of appealing male leaders by means of less intimidating admission points such as
through industry bodies, or through management training programs. However, Demirtas and
Akdogan (2015) have claimed that training possibly will over-sensitize applicants to the
degree to which it yields a proliferation in false-positive empathies. Moreover, if training
proliferates to the level sensitivity to harassment and if augmented understanding conciliates
proficiency, it will be produced by persuading additional false-positive documentations.
Furthermore, these non-random empathy mistakes tend to be considered as over-reaction
towards sexual aggravation situations. Drawing relevance to this perspective, training might
be ascertained as highly beneficial to organizations (Hejase, 2015). Additionally, managerial
over-reaction might be current constituent of an organization’s preclusion as well as
correction program. HR professionals in addition to company guidelines might favour that
executives’ blunder in the false-positive course in documentation of harassment.
Conclusion
Therefore, from the above discussion, it has been concluded that managers consider
the issue of ethical concern in an intense manner; they have a tendency to develop superior
understanding towards followers’ desires as well as complications of the ones who will be
affected, thus evolving superior capacity to differentiate instinctively the developing conflicts

6MANAGING ETHICAL ISSUES AT WORKPLACES
in organizations. It has been noted that building senior management as well as executive level
support necessitates balanced focus as well as sweat. In addition to this, in understanding the
recent gender norms, noteworthy consideration towards leadership norms as well as practices
is essential in order to frame engagement with leadership. Thus, significant consideration
towards leadership norms as well as practices is essential in order to frame engagement with
leadership.

7MANAGING ETHICAL ISSUES AT WORKPLACES
References
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Fusilier, M., & Penrod, C. (2015). University employee sexual harassment policies. Employee
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