Organizational culture, values, and ethics

The basic themes of the paper may be summarized as follows. Effective strategic management of organizational culture is contingent on a mapping of the values and ethical premises which are the dynamic elements of organizational culture. Therefore strategies for maintaining, reinforcing, and changing...

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Bibliographic Details
Main Author: Sankar, Y. (Author)
Format: Electronic Article
Language:English
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Published: Proquest 1988
In: International journal of value-based management
Year: 1988, Volume: 1, Issue: 1, Pages: 9-26
Further subjects:B Tional Culture
B Ethical Performance
B Ground Rule
B Leadership Style
B Organizational Culture
Online Access: Volltext (lizenzpflichtig)
Description
Summary:The basic themes of the paper may be summarized as follows. Effective strategic management of organizational culture is contingent on a mapping of the values and ethical premises which are the dynamic elements of organizational culture. Therefore strategies for maintaining, reinforcing, and changing culture must focus on the value system of the organization. An understanding of values and its relationship to other elements of an individual’s psychological system such as beliefs, goals, attitudes, ethics and behavior gives us a framework for evaluating its dynamics in organizational culture. Values within the culture of the organization influence the perception of situations and problems, the entire process of choice in decision making as well as set limits to ethical behavior in decision making. It is from the hierarchy of values that ethical premises are derived for decision making. Therefore the major mechanism for changing corporate culture is the ethical premises of the organization. The values of the Vedantic ethical system focus on character as the concretization of morality. Character is a source of power for both managerial and corporate excellence for high ethics firms.
ISSN:1572-8528
Contains:Enthalten in: International journal of value-based management
Persistent identifiers:DOI: 10.1007/BF03186612