Department of Management Studies

Jagannath University

A Report On Ethics and Behavior in Organization, Organization culture and Stress

in Organization

Subject: Organizational Behaviour

Subject Code: 3104

Submitted To

Md. Shahidul Islam Fakir

Associate Professor
Department of Management Studies
Jagannath University, Dhaka

Prepared By

Kulsum B180202061
Md sazzad Hossain B180202062
Sayeda Faijunnesa Shraboni B180202063
Nafisa Anom Mim B180202064
Anik Paul Roazrio B180202065
Rabeya Sultana Sweety B180202066
Aysha Akter Nijum B180202067
Monir Hossain B180202068
Mahin Jaman B180202069
Abu Naeem B180202070
Contents

Introduction........................................................................................................................ 2
Ethics and Behavior in organization...............................................................................2
Organizational culture....................................................................................................2
Stress In Organization....................................................................................................2
Learning Objectives...........................................................................................................3
Ethics and Behavior in organization...............................................................................3
Organizational culture....................................................................................................7
Stress In Organization..................................................................................................10
Conclusion....................................................................................................................... 14
Ethics and Behavior in organization.............................................................................14
Organizational culture..................................................................................................14
Stress In Organization..................................................................................................14

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 Introduction

Ethics and Behavior in organization

Ethical behavior is behavior judged as good, right, just, honorable, and praiseworthy.
Unethical behavior is behavior judged as wrong, dishonorable, or failing to meet an
obligation. The judgment of behavior as ethical or unethical is based on principles, rules,
or guides that come from an ethics theory, character traits, or social values. The four
ethics theories that can act as guides to ethical behavior are utilitarianism, rights, justice,
and egoism. Modern managers are feeling increasing pressure to promote ethical
behavior in their organizations, causing them to look for ways of managing for ethical
behavior. Managers can follow three steps to manage for ethical behavior in their
organizations: Understand the composition of the present ethical culture of their
organizations, improve that ethical culture, sustain ethical behavior so that it becomes
embedded in their organizations.
Examples of ethical behaviors in the organization includes: obeying the company's rules,
effective communication, taking responsibility, accountability, professionalism, trust and
mutual respect for your colleagues at work. These examples of ethical behaviors ensure
maximum productivity output at organization. It is important to understand that ethical
behavior in the organization can stimulate positive employee behaviors that lead to
organizational growth, just as unethical behavior in the organization can inspire
damaging headlines that lead to organizational demise

Organizational culture
Organizational culture is a term that describes the shared values and goals of an
organization. When everyone in a corporation shares the same values and goals, it’s
possible to create a culture of mutual respect, collaboration, and support. Companies that
have a strong, supportive culture are more likely to attract highly qualified, loyal
employees who understand and work toward the company’s best interests.
Stress In Organization
Stress is an unavoidable aspect of modern living. people experience stress when an event
in their environment presents a constraint, an Opportunity, or an excessive physical or
psychological demand. The first condition for stress occurs when a constraint blocks a
persons efforts to reach a desired goal. The second condition for stress is more positive.
The third condition for stress returns to the negative. Not all stress is bad.

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 Learning Objectives

Ethics and Behavior in organization

Q-1: Define ethical and unethical behavior.

Ans: Ethical behavior is behavior judged as good, right, just, honorable, and praiseworthy.
Unethical behavior is behavior judged as wrong, unjust, dishonorable, or failing to meet an
obligation. The judgment of behavior as ethical or unethical is based on principles, rules, or
guides that come from a specific ethics theory, character traits, or social values.
Q-2: Discuss why some scholars believe "it’s good business " to do business ethically.
Ans: Scholars argue that ethics is the keystone for smooth, effective, and efficient operation of
business organizations. If we cannot trust another person's word or feel confident that a person
will keep contractual agreements, business as we now understand it would stop. Although some
business people behave unethically and are not caught, unethical behavior can have long-term
negative effects on a business. Customers who feel cheated will not return, will sue, or will
report the business to law enforcement agencies. Ethical businesses develop a reputation of fair
business dealing and concern for the effects of their decision on society. They likely will face
fewer punitive or regulatory efforts.
Q-3: know the functions of ethical values and standard for individuals and societies
Answer: Ethics is the branch of philosophy that tries to develop a logical and systematic set of
principles that define ethical behavior. Both societies and individuals develop systems of ethical
values that serve important functions for them. This section describes how ethical values
develop, their functions, and the ways in which they change.
Ethical Values of Individuals
Individuals develop their ethical values from societal-level values that they learn from their
family, religious training, peers, education, and life experiences. The earliest source of ethical
values is one’s family. The young child learns acceptable behaviors during early family
socialization processes, developing an internal ethical standard both by instruction from others
and by observation. As a person goes from infancy to adulthood, he develops more complex
thinking patterns with which to assess life experiences. Those patterns include the person’s
ethical values. Although people from the same society will have similar systems of ethical
values, differences will exist, and those systems can change over time. People go through three
stages of moral development. Some theorists believe that men and women have different
experiences at each stage and can end up with different views of morality. Shows the stages
attributed mainly to men-

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Ethic of justice: It applies moral rules to determine what actions are fair. Each stage has different
characteristics during its early and later periods.
Preconventional- is the first stage of moral development. This stage characterizes most children
under age nine, some adolescents, and many criminal offenders. In the early period of this stage,
the person is self-centered, does not consider anyone else’s viewpoint, and obeys rules because
authority backs them
Conventional- is the second stage of moral development. This stage characterizes most
adolescents and adults. It features a growing awareness of the expectations important to other
people. A person at this stage has learned the importance of trust and loyalty in interpersonal
relationships and accepts that mutual agreements take precedence over self-interest.
Principled- is the final stage of moral development. A person usually does not reach this stage
until age 20 to 25, and many adults never reach it at all. This stage is called principled because it
features the development of moral principles that guide the behavior of those who reach this
stage. People at the latter part of this stage have a fully developed moral point of view centering
on two beliefs:
(1) A person’s actions must always be guided by freely chosen moral principles.
(2) each person must be treated as a free and autonomous individual. shows the three stages of
moral development attributed mainly to women- Ethic of care: A person with this moral view
judges actions based on empathy for others and the person’s relationships with them. Some
theorists believe an ethic of care and its stages of development are more characteristic of women
than men.
Focus on self- The first stage features a strong with the intent of ensuring survival. This stage is
similar to what men usually experience in the preconventional stage, but women often engage in
self-criticism for being selfish. Focus on others- People who focus on others and on personal
relationships consider actions moral that take into account other people involved in the situation.
They focus on feelings, emotions, and the unique qualities of the situation in which the act
happens.
Reflective understanding of caring for others- This stage features not only a strong focus on
caring for others as the basis of moral action, but also a balanced view of the self in moral
decisions. When choosing an ethical course of action, people in this stage consider the context of
behavior, the people in that context, emotions, and feelings.

Q-4: Describe the various ethics theories and the guidelines each offers
Answer: ETHICS THEORIES
Four major ethics theories have evolved in the Western world.
Utilitarianism: Utilitarianism asks a person to examine the effects of an action to decide whether
the action is morally correct under utilitarian guidelines. An action is morally right if its total net
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benefit exceeds the total net benefit of any other action. Utilitarianism assumes a person can
know and assess all costs and benefits of his actions. Utilitarianism has two forms.
Act utilitarianism- asks a person to assess the effects of all actions according to their greatest net
benefit to all affected.
Rule utilitarianism- a person assesses actions according to a set of rules designed to yield the
greatest net benefit to all affected.
Rule utilitarianism offers moral rules that should yield the most utility if everyone follows them.
Two principles are central to rule utilitarianism:
1. An action is morally right if it is required by correct moral rules.
2. A rule is correct if the total utility from everyone following the rule is more than the total
utility of an alternate rule.
Rights:
A right is a person’s just claim or entitlement. The right can focus on what that person does or
on the actions of other people toward him. Rights can exist because a legal system defines them
(legal right) or because of ethical standards (moral right). Rights let a person do something that is
morally or legally correct or entitle a person to have something that is morally or legally correct
for that person. The purpose of rights is to let a person freely pursue certain actions without
interference from others. Moral rights are universal. They apply to all people, everywhere, under
any legal system. Rights have three features.
First, other people, groups, and society have a moral duty to respect the rights of others.
Second, rights let people pursue their interests as autonomous equals. Third, rights provide moral
justification for one’s actions. Moral philosophers distinguish between negative and positive
rights. Negative rights- refer to the duty not to interfere with another’s rights. Such a right would
let people speak out about actions they feel are wrong. Positive rights- refer to the duty to help
others freely pursue an interest to which they have a right. Such rights give people something
they cannot provide for themselves, such as a right to proper health care.
Justice:
Justice ethics theories use a comparative process that looks at the balance of benefits and
burdens that are distributed among members of a group or that result from the application of
laws, rules, and policies. Justice-based ethicists usually do not consider an action just if it results
in injustice to some members of society, although others benefit from the action. The late
philosopher John Rawls proposed a theory of distributive justice in the early 1970s. He built his
theory on the following three principles:
The principle of equal liberty- Each person’s basic liberties must equal those of others. Those
liberties must also be protected from attack by others. The difference principle- Societies will
have inequalities, but must help the disadvantaged (sick, disabled, etc.).

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The principle of fair equality of opportunity- Everyone must have the same chance to gain the
best positions offered by society.
Egoism:
Ethical egoism is among the oldest and simplest of Western ethical systems. Moral philosophers
distinguish two forms of ethical egoism: individual ethical egoism and universal ethical egoism.
Individual ethical egoism- asks a person to judge his actions only by their effects on his interests.
Because this form of egoism never considers other people’s interests, moral philosophers usually
reject it as a defensible basis of ethics.
Universal ethical egoism- asks a person to weigh the effects of his actions on his interests. The
assessment is based on pursuing pleasure and avoiding pain. Although an ethical egoist pursues
self-interest, some egoists consider others’ interests as a way of reaching their ends. Such egoists
consider the interests of others because they want other people to do the same toward them.
Some moral philosophers refer to the latter view as “enlightened self-interest.”
Q-5: Explain how to manage for ethical behavior in an organization?
The demand for ethical behavior in organizations is forcing managers to find ways of managing
for ethical behavior. In managing for ethical behavior, managers face a dilemma. Ethical
behavior is behavior judged as good, right, just, honorable, and praiseworthy.
Managers cannot impose ethical behavior by force. Although they can develop an organizational
culture that supports ethical behavior, the decision to behave ethically always rests with each
person. Organizations and their managers have several methods available for managing for
ethical behavior. These methods include codes of ethics, policy guidelines, decision procedures,
standards of ethical performance, disciplinary procedures for unethical behavior, ethics training,
and peer reporting of unethical behavior.
Codes of ethics are written statements describing behavior prohibited by an organization because
it believes the behavior is unethical. Codes can come from industry associations, professional
associations, or individual organizations. Policies are written and usually available to all
employees. Some typical areas covered by organizational policies are the organization’s ethical
responsibilities, employee rights, and work environment quality. Some writers have suggested
that such policies amount to “constitutionalizing the corporation. Decision procedures specify the
composition of a decision-making group and the scope of information the group will use for
decision making. Ethics performance standards, which become part of the organization’s
performance appraisal process. The goal of ethics training is to help the organization avoid
governmental and societal sanctions by preventing unethical and illegal behavior. Peer reporting
refers to coworkers’ reports of perceived unethical behavior, a form of whistle blowing directed
at someone with whom a person works. A whistle blower can often experience strong social
pressure to overlook the unethical behavior. Management support for whistle blowers can offset
such social pressure.
Q-6: Identify some international aspects of ethical behavior in organizations?

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 Some of the most common ethical issues in international business include outsourcing, working
standards and conditions, workplace diversity and equal opportunity, child labor, trust and
integrity, supervisory oversight, human rights, religion, the political arena, the environment,
bribery and corruption. Sharp contrasts exist between U.S. attitudes towards business ethics and
those of other countries. Of the major capitalist nations, the United States has the highest
frequency of reporting ethical violations, the toughest laws, and the greatest prevalence of
organization codes of ethics. Codes of ethics are much less prevalent in Britain, Europe, and
Japan than
Lin the United States. U.S. organizations rely heavily on rules applied equally to all people.
Organizations in other countries rely more on shared values and a sense of obligation to other
people or organizations. The perceived U.S. preoccupation with correct behavior prompted the
British publication The Economist to observe, “America must lighten up a bit. There are two
views in it: legal views, ethical views.
Legal views: Some legal views exist to guide ethical behavior in the international environment:
the Convention on Combating Bribery of Foreign Public Officials in International Business
Transactions and related conventions, and the Foreign Corrupt Practices Act. Note that these are
legal views that describe the legality of actions in the international area.
Ethical Views: Two ethical views apply to international affairs and multinational organizations:
cultural relativism and ethical realism. Each takes a different approach to right and wrong in the
international arena. Cultural relativism refers to ethical value differences among different
cultures. It takes a normative ethical view based on the premise that each society’s predominant
ethical values decide right and wrong. Ethical realism says that morality does not apply to
international activities, behavior, and transactions.

Organizational culture

1. (ORGANIZATINAL CULTURE)
Organizational culture is a complex and deep aspect of organizations that can strongly affect
organization member. It include the values, norms, rites, rituals, ceremonies, heroes and
scoundrels in the organizations history.
Organizational cultures are similar to cultures of different countres. Your entry into a new
organizational culture is like entering the culture of another country Organizational culture
divide into multiple subculture. Subculture grow within these differentiated parts of an
organization. They also from within an organizations Departments, divisions and operating
locations
2. (Dimensions of organizational culture)
Seven dimension of organization culture emphasize different aspects of culture.

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(1) the levels dimension describe organizational culture as having different degree of visibility .
(2) the pervasiveness dimension views culture as widely dispersed in an organization .
(3) the implicitness dimension refers to how veteran employees often take the core values of the
organizations culture for granted, behaving according to certain core values .
(4) the imprinting dimension suggests organizational culture often have deep roots in the
organizations history .
(5) the political dimension sees culture as connected to systems of power in an organization
(6)the plurality dimension emphasizes the existence of subcultures in most Organizational
culture.
(7) the interdependency dimension suggests the interconnections within an organizations culture.
3(LEVELS OF ORGANIZATIONAL CULTURE)
We can see organizational culture at three different, but related levels, (1)artifacts (2)values (3)
basic assumption
Artifacts are the obvious features of an organization that are immediately visible to a new
employee
Values tell organization members what they ought to do in various situation
Basic assumption deal with many aspects of human behavior, human relationship within the
organization and relationship with elements in the organization’s external environment

4.What are the three perspectives of organizational culture?

The three-perspective framework developed by integration, differentiation and fragmentation
perspectives provide understanding on organizational culture. Integration perspective: The
Integration or unitary perspective regards organizations as clear, consistent and unified, believing
that these integrating features may result in improved organizational effectiveness.
Differentiation perspective: The differentiation perspective views organizations as consisting of
subcultures with diverse interests and different objectives while the fragmentation or conflict
perspective, sees organizations as being in a constant state of flux.
5.Understand cultural symbolism
Organizational cultures have systems of symbols, objects that stand for something else. Cultural
symbolism is a means to a collective end for the organization, that is, a tool by which the
organization's reality is defined and communicated. Symbols can be action, verbal, or material.
“Action Symbol,” this shape represents a process, action, or function. Verbal symbols is using
speech or spoken word to exchange information, emotions, and thoughts. Material symbols are
used to represent materials or contents on floor plans, elevations, and detail drawings.

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A second popular approach to symbolism follows logically from the first Symbols represent the
reality employees experience in their day-to-day work. Effective symbols in the workplace
reflect the tenants they represent. Symbols comprise an essential element of the Culture
Framework because they provide an instant reminder of their shared experiences and history
together.
6.What are the functions and dysfunctions of organizational culture?
Functional effects of administrative culture are that teams can work towards the same goals
hence improving productivity; functional effects of organizational culture promote efficiency in
working procedures aspect, which helps the organization have a positive image. Organization
and structure give employees a guide under which they can operate efficiently. It reduces
duplication of work effort and can help businesses achieve economies of scale. Organization is
typically achieved though clear policies and work flows, where everyone knows what everyone
else is doing. Dysfunction in organizational culture occurs when the existing culture of an
organization no longer advances the organization's effectiveness in the marketplace
Before we learn how this can happen to an organization, let's define organizational culture.
7.(DIAGNOSING ORGANIZATIONAL CULTURE)
Diagnosing organizational culture: An effective way to diagnose an organization's culture is to
ask its members to discuss openly what has been undiscussable and to write out what previously
was unwritten. I have done this activity many times with a variety of organizations. Diagnosing
organizational culture from two perspectives :
(1) As an Outsider:
Outsiders are those who have been hired to bring fresh ideas, competences, and blood into the
organization.
(2) As an Insider: Insiders are those who have been with the organization for a long time, often
their entire career has been with a single firm.
8. (organizational culture and performance)
The organizational culture influences the way people interact, the context within which
knowledge is created, the resistance they will have towards certain changes, and ultimately the
way they share (or the way they do not share) knowledge. According to Ravasio and Schultz
(2006) and Allaire and Firsirotu (1984), organizational culture represents the collective values,
beliefs and principles of organizational members.[15][16] It may also be influenced by factors
such as history, type of product, market, technology, strategy, type of employees, management
style, and national culture. Culture includes the organization's vision, values, norms, systems,
symbols, language, assumptions, environment, location, beliefs and habits.
9. (Creating, Maintaining & Changing Organizational Culture)
Managers maintain an existing organizational culture because they believe it is right for the
environment they face. They also can try to change their culture to a new sets of values, basic
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assumptions & ideologies. Manager faces three decisions about their Organizational culture.
Given below:
First of all creating organizational culture is a deliberate effort to build a specific type of
organizational culture. It happens when an entrepreneur forms an organization to pursue a vision
or when manager of an existing organization forms a new operating unit. Then comes
maintaining organizational culture does not mean thar managers passively & uncritically accept
the value & basic assumptions of the present. They want to hold on to the values that were
successful in the past. By maintaining commitment organization member to key parts of that
culture.
Lastly changing Organizational culture requires breaking from some features of the old culture &
creating new features. The size & depth of the change vary depending on the degree of
difference between the new culture & the Old.
10. (International aspects of organizational culture.)
International culture diversity can lead to subcultures forming around national heritage. The
"culture synergy" view argued for embracing this cultural diversity to give the Organizational a
strategic advantage.
11 (Ethical issues in organizational culture.)
The major ethical issues center on free & informed choice by employees & freedom to express
their views. An organizations Culture can have a conscious moral dimension to guide
management decision making.

Stress In Organization

Q1. Describe the body's natural responses to stressful events

Ans: stress is an unavoidable feature of modern living. Everyday events such as crossing a street
or an annoying draft, are sources of stress. The Stress response as a natural human adaptation to
a stressor in the individual's physical or psychological environment. A person adapts to the
stressor by choosing behavior that lets her either change the Stressor or leave the stressor. When
the body is stressed, the sympathetic nervous system (SNS)contributes to what is known as the
“fight or flight” response. The body shifts its energy resources toward fighting off a life threat, or
fleeing from an enemy. The sympathetic nervous system (SNS)signals the adrenal glands to
release hormones called adrenalin (epinephrine) and cortisol.

Q2. Discuss some stress response models

Ans: The stress response unfolds in three closely related stages.
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a. Alarm
b. Resistance
c. exhaustion
These are described below
a. Alarm: The body prepares to fight or adjust to the stressor by increasing heart rate, respiration,
muscle tension and blood sugar
b. Resistance: The body tries to return to a normal state by adapting to the Stressor. The
adaptation can be closing a window to prevent an irritating draft or quickly stepping back on the
side walk to avoid an oncoming car
c. Exhaustion: when a person repeatedly experiences a stressor or constantly resists a stressor the
body moves of stress

Q3. Assess what stress is not always bad for people

Ans: Stress is an unavoidable reality of life. But stress isn't always a bad for us ,if we prepare our
physical and psychological systems to cope with it . It's a natural, physical response that can
trigger our fight-or-flight response. Stress can increase our awareness in difficult or dangerous
situations, allowing us to act quickly in the moment. So if we hope to improve our productivity
and ability to work over time, stress is a must to push us past our current ability–and that’s why
stress isn’t a bad for people

Q4. Describe the sources of stress in modern living?

Ans: Stress is actually a normal part of life. At times, it serves a useful purpose. To better
manage it, it’s key to understand what causes stress and the impact of modern life on your mental
health. Here are 4 ways modern living sources of stress.
a)) We are constantly connected: The internet is a gift, but it’s also a curse. While it helps us feel
closer to our loved ones, being constantly online is bad for our mental health.
b)) We have too much on our plate: It’s no wonder modern life has become a synonym for stress.
With modern life, we’re trying to do too much, too fast.
c) We are not exercising enough: The lack of exercise can make you feel restless and lead to
increased stress levels. Physical activities such as walking and running are a key stress-release
mechanism, but with the rise of office jobs, we are often lacking the time and opportunity to
exercise.
d) We are affected by pollution: we need more fresh air! With many of us living in big cities,
pollution affects both our physical and mental health, causing stress and anxiety. A big city is a

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stressful environment in itself, not just because of air pollution but also noise and visual
pollution.

Q5.Identify burnout as a special case of stress

Ans: Burnout is a chronic state of emotional exhaustion that comes from an unrelenting series of
on-the-job pressures with few positive experiences. Burnout is a special case of distress and is
the term often used to refer to stress. People in jobs with high levels of interpersonal interaction
or in jobs that require helping other people can experience work-related burnout.
Occupations with high levels of burnout include nurses, customer service. representatives, and
social workers. Jobs with low burnout include research physicists, forest rangers, and laboratory
technicians. Intermediate levels of burnout result from jobs such as librarian, receptionist, and
sales representative. People who experience burnout usually are emotionally invested in their
work, derive a major part of their self-esteem from their work, and have few interests away from
work. They also have high performance standards for themselves, especially for what they can
do to help others

Q6. Compare individual and organizational strategies of stress management

Ans: Individual and organizational stress management strategies fall into three groups.
1. Stress reduction strategies: Aim to decrease the number of stressors affecting a person.
2.Stress resilience strategies: Try to increase a person's ability to endure stressors and not feel
dysfunctional results.
3.Stress recuperation strategies: Aim to help the person bounce back from the stress response
without physical harm.
Individual strategies:
Individual stress management strategies can help a person gain control over stress. This section
presents the strategies but does not give a step-by-step description of each strategy. The
associated citations provide those details.
1. Stress reduction strategies: Decrease the amount of stress a person experience. Some strategies
are obvious, old, and deceptively simple. The most obvious is to avoid events and circumstances
that cause distress. If you do not enjoy crowds, then do your holiday shopping when crowds are
few. If you do not enjoy driving in heavy traffic and congestion, then avoid such traffic.
2.Stress resilience strategies: Help a person develop physical and psychological stamina against
potentially harmful stressors. The most widely recommended stress resilience strategies feature
exercise, diet, and weight control.
Organizational strategies:

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The goal of organizational stress management strategies is to reach an optimal level of stress
required by the organization's goals. That level of stress varies according to individual
differences and organizational needs. 50 Some organizational stress management strategies use
stress and coping inventories to assess employee stress before and after they complete the
strategy.51
1.Stress reduction strategies: Include training programs, personnel policies, job design, and
organizational design. Training programs can focus on job-related training that improves a
person's ability to do a job. Such training can improve the fit between a person's abilities and the
demands of the job. It also is a way of reducing stress from role overload. Other training
programs can teach people time and stress management .
2.Stress recuperation: The exercise centers that help develop stress resilience also promote stress
recuperation. Strong aerobic exercise following a stressful day lets people recuperate from stress
before going home. Working off the effects of stress before leaving the workplace helps prevent
work stress from spilling over to an employee's nonwork life.

Q7. Assess why working in another country presents unique sources of stress
Ans: An organization's international activities raise stress issues in three areas:
(1) business trips to other countries
(2) relocation to another country for an extended time, and
(3) returning home.
1.Business trips to other countries: Traveling to another country exposes a person to several
potential stressors. Crossing time zones, adjusting sleep patterns, entering a different culture, and
learning how to move about in that culture all add to stress levels.
2. Relocation to another country for an extended time: A stronger and more lasting source of
stress is relocation to another country for an extended time. The expatriate enters the new culture
and experiences the culture shock common to traveling to any new country. Different rules of
behavior, new relationships, and a different language all must be mastered quickly if the
expatriate is to function effectively in the new environment.
3. Returning home: After expatriates adapt to behavioral differences in a new country, they may
face a new challenge when they return to their home country to continue their career in a
domestic operation of the same company. Returning home presents the repatriate with another
set of stressors

Q8. Debate the ethical issues raised by stress in organizations

Ans: Many ethical issues surround stress in organizations. This section emphasized the roles of
managers, non- managers, and organizational policies in dealing with sources of stress. The
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ethical issues often pivot on the amount of knowledge people have about stressors in their work
environments.

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 Conclusion

Ethics and Behavior in organization

Ethical behavior is behavior viewed as right and honorable; unethical behavior is
behavior viewed as wrong and dishonorable. Scholars argue that ethics is the keystone for
smooth, effective, and efficient operation of business organization. And they believe "
It’s good business " to do business ethically. The four ethics theories that can act as
guides to ethical behavior are utilitarianism, rights, Justice and egoism. Modern managers
are feeling increasing pressure to promote ethical behavior in their organizations, causing
them to look for ways of managing for ethical behavior. The section on international
aspects of ethics described some legal views and ethical views

Organizational culture
“Organizational culture” focusing on its theoretical development based on studies
conducted within the field of organizational theory. It may be concluded that
organizational culture constitutes values, beliefs, attitudes and behavioral patterns shared
by organizational members in pursuit of organizational goals, which gives the
organization a distinctive character. Harrison’s model of organizational culture, which is
characterized by four dimensions, namely achievement, power, role and support
dimensions, was adopted for this study (Harrison, 1993).

Stress In Organization
Stress management includes individual and Organization strategies to manage stress.
Different strategies aim to reduce stress, increase stress resilience, and help people
recuperate from stress.

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