Behavioral Implementation:

• The five major issues involved in Behavior

Implementation are:
– Leadership.
– Corporate Culture.
– Corporate policies & use of power.
– Personal Values & Ethics.
– Social Responsibility.
 Leadership Implementation:
• The role of appropriate leadership in strategic
success is highly significant.
• Leadership plays a critical role in the success
and failure of enterprise.
• It is considered as one of the most important
elements affecting organizational performance.
 Theory of leadership states:
A leader must:
• Develop new qualities to perform effectively.
• Be a visionary.
• Exemplify the values, goals and culture of the
organization.
• Pay attention to strategic thinking and
intellectual activities.
• Lead by empowering others.
• Create leadership at lower levels.
• Delegate authority and place emphasis on
motivation.
 Styles of Leadership:
• Risk Taking: Willing to take risks.
• Technology: Use of planning, qualified
personnel and techniques.
• Organicity: Extent of organizational structural
flexibility.
• Participation: Involvement of managers.
• Coercion: Domination by Top Management.
 Corporate Culture
• The phenomenon that often distinguishes good
organization from bad organization is termed as
Corporate Culture.
• The well managed organizations apparently
have distinct cultures that are in some way
responsible for their ability to successfully
implement strategies.
 Why is corporate culture so
important?
• To survive and prosper in a ever-changing environment,
adaptability is key

• SA industries need more than gradual adjustment to

changing circumstances; we need to shift paradigms

• The central challenge: to create and lead an adaptive

enterprise
 Why is corporate culture so important?

• No CEO can single-handedly make changes to an organisation’s genetic code

• Lasting organisational transformation requires a change in people

– A fundamental shift in ‘the way we do things around here’

– Corporate culture change is a prerequisite for successful business

transformation

• Culture is important:

– because it powerfully influences the behaviour of employees

– because it is difficult to change and

– because its near invisibility makes it hard to address directly

 Composition of Corporate
Culture:
• It is the set of important assumptions- often
unstated – that members of an organization
share in common.
• There are two major assumptions in common:
– Beliefs.
– Values.
• Beliefs are assumptions about reality & are
derived and reinforced by experience.
• Values are assumptions about ideals that are
desirable and worth striving for.
• When beliefs and values are shared in an
organization, they create a corporate culture.
 Corporate politics and use of
power:
• All corporate cultures include a political
component and therefore all organizations
are political in nature.
• Organizational members bring with them
their likes, dislikes, views, opinions,
prejudices and inclinations when they
enter organization.
Understanding Power & Politics:
• Power is defined as the ability to influence
others and corporate politics is the carrying out
of the activities not prescribed by the policies for
the purpose of influencing the distribution of
advantages within the organization.
• Politics is related to the use of Power but it is not
similar.
 Changing corporate culture
1. Develop enterprise strategy as “what to focus on” in achieving the
vision

2. Design a set of values

3. Identify behaviours needed from management and employees to

execute strategy

4. Communicate all of this in coherent and compelling ways

5. Drive for total contextualisation down to an individual level

The role of every line manager is key
6. Articulate the company’s vision as a concise word picture
describing what the organisation aspires to become
Keep it simple, motivational and realistic
 STRONG CULTURES
• A belief in being the best
• A faith in the ability of employees to make
a strong, positive contribution
• A belief in continually identifying and
satisfying the needs of customers
• Recognition that economic growth and
profits are essential to the organisation’s
survival
• A reluctance to “rest on their laurels”
• A belief in the importance of the details
of execution
• A belief in inspiring the best of people,
whatever their ability
• A belief in the benefits of informality to
enhance communication
 WEAK CULTURES
• No clear values or beliefs about how to
succeed in their business
• Many such beliefs but cannot agree on
which are most important
• Different parts of the organisation have
fundamentally different beliefs
• The left hand doesn’t know or doesn’t
care what the right hand is doing
Ethics
• Orientates our own behaviour and helps to
interpret the behaviour of others
• Refer to conduct judged as good or right
for counsellors as a professional group
• Refer to our professional behavior and
interactions
• Represent the ideal standards expected
by the profession
 THREE APPROACHES TO
ETHICS
• NORMATIVE ETHICS

• DESCRIPTIVE ETHICS

• META-ETHICS
Ethical Decision Making Criteria

A standard way of understanding ethical decision-

making is to understand the philosophical basis for
making these decisions.

Focus on consequences.
According to this criterion, if nobody gets hurt, the
decision is ethical. Focusing on consequences is often
referred to as utilitarian.
 Ethical Decision Making
Focus on the rights of individuals:

The theories underlying this approach are referred to as

deontological from the Greek work deon, or duty.

A fundamental idea of deontology is that equal respect

must be given all individuals.
 Ethical Decision Making
Focus on integrity (virtue ethics).

If the person in question has good character,

and genuine motivation and intentions, he or she
is behaving ethically.

The decision maker’s environment, or

community, helps define what integrity means.
Ethical Decision Making
Process
• Identify and define the problem
• Consider the moral principles
• Tune in to your feelings
• Consult with colleagues or experts
• Involve your client in the decision-making
process
• Identify desired outcomes
• Consider possible outcomes
• Choose and act on your choice
 Ethical Decision-Making
Guide

1. Gather the facts. 5. Identify the

2. Define the ethical obligations.
issues (e.g. lying, 6. Consider your
job discrimination). character and
3. Identify the affected integrity.
parties.
7. Develop creative
4. Identify the
consequences. potential actions.
8. Check your intuition.
 Enhancing Ethical and Socially
Responsible Behavior
• Leadership by example
• Written codes of ethical conduct
• Formal mechanisms for ethics problems
• Accepting whistle blowers
• Training in ethics and social responsibility
• Awareness of cross-cultural influences
Benefits of Managing Ethics in the
Workplace
• Attention to business ethics has
substantially improved society.
• Ethics programs help maintain a moral
course in turbulent times.
• Ethics programs cultivate strong teamwork
and productivity.
• Ethics programs support employee growth
and meaning
 Benefits of Managing Ethics in the
Workplace
• Ethics programs help avoid criminal acts
“of omission” and can lower fines.
• Ethics programs help manage values
associated with quality management,
strategic planning and diversity
management.
• Ethics programs promote a strong public
image.
 VALUES
• A value refers to the importance a person
attaches to something that serves as a guide to
action.

• Values can be defined as those things that are

important to or valued by someone. That
someone can be an individual or, collectively, an
organization. One place where values are
important is in relation to vision. One of the
imperatives for organizational vision is that it
must be based on and consistent with the
organization's core values.
 NEED OF VALUES
• Right and wrong defined by different people may
manifest diverse thinking, motivated by each
individual’s personal values. Within a work
environment, the cultural values that drive business
decisions are critical to the organization’s credibility
with its employees, customers, and shareholders

• Today, in business, value is about prioritizing

individual and operational values for the workplace
and establishing codes of value and codes of conduct
that ensures that employee behaviors and the
internal systems are aligned with those values which
in turn affects the performance of the organization.
 IMPORTANCE OF VALUES
• Key leadership with appropriate values establishes the
moral compass that guides the organization through the
complexities of what is right and wrong and how
management and staff are therefore expected to
behave. Critical then, becomes the ability to manage for
ethical outcomes—this is values-based management.

• Values provide the basis for judgment about what is

important for the organization to succeed in its core
business.

• Values are traits or qualities that are considered

worthwhile; they represent an individual’s highest
priorities and deeply held driving forces
 WHAT ARE MANAGERS EXPECTED TO
DO?
• Managerial activities can change as the organizations
and their environment change.
• The managers responsibilities have increased as more
tasks have been outsourced on them, at the same time
they have been stripped of some of their support
functions and assistants.
• There are constrains that limit the managers possibilities
to chose what to do in their work.
• Some of the constraints are lack of available resources,
insufficient experience and training for the new
administrative tasks and technological limitations
 VALUES FOR INDIAN MANAGERS
Indian managers are moving away from the
concept of values and ethics. The lure for
maximizing profit is deviating them from the
value based managerial behaviour.

There is a need for our managers today both in

private and public sectors to develop a set of
values and believes that will help them attain
the ultimate goals of profits and survival and
growth.
 MANAGERS NEED TO DEVELOP
FOLLOWING VALUES
• Move from the state of inertia to the state of
righteous action.

• Move from the state of faithlessness to the state

of faith and self-confidence.

• Move from unethical actions to ethical actions.

• Move from untruth to truth.

VALUES FOR WESTERN MANAGERS
• Western managers are highly professionals with
excellent analysis power, high professional education
and specialization.
• Western managers follows a proper code of conduct
and work in the structured formal atmosphere with no
place of modesty in their behavior.
• Professional efficiency and work disciplines are the
conditions under which western managers perform.
• They consider rules as sacred in their value system.
• Western value system teaches contractual
obligations. Managers honour their contracts.
• Western managers value principles above its
privilege and they consider this as the best strategy
to win