Trends In Organizational Behavior

Trends in Organizational Behavior

TABLE OF CONTENTS

TABLE OF CONTENTS 2

EXECUTIVE SUMMARY 3

TRENDS IN ORGANIZATIONAL BEHAVIOR 4

DECISION-MAKING ETHICS AND MORALITY 4

TECHNOLOGY: STRESS OR BENEFIT 5

CONCLUSION 7

REFERENCES 8

Executive Summary

The purpose of this paper is to examine and evaluate ethical and technological trends in organizational behavior. The effect of morality or the lack there of in ethical decision-making will be examined. The positive and negative impact of technology on work-related stress is discussed within this paper.

Trends in Organizational Behavior

In today's business market, technology is constantly advancing and evolving. The various demands imposed upon individuals within an organization are related to keeping technological knowledge current, developing the skills necessary to apply technology in the work environment, and provide support that insures the proper functionality of technology. Ethical decision-making plays an important role in implementing new technology as well as the treatment of individuals and the consequence of decision-making in an organization.

Decision-Making Ethics and Morality

Morality plays an important role in ethical decision-making. Logically, moral lines should be clearly drawn and yet it is not uncommon to experience an ethical dilemma in the workplace. An ethical dilemma occurs when a person must choose among actions that offer possible benefits while also violating ethical standards (Schermerhorn, Hunt, Osborn, 2005). Ethical decision-making refers to a process in which individuals can freely make a decision based on the evaluation of the interests of all parties when facing ethical dilemmas (Fang, 2006). When faced with an ethical dilemma one must consider ethical behavior, in other words, one must consider the decision that is morally good and right. However, not all managers subscribe to the concept of ethical behavior; these managers are termed immoral managers.

An immoral manager will make decisions with out moral consideration for the sole purpose of personal advancement. Such decisions can range from performing favors for advancement to saving capital by dumping drums of toxic waste in to the ocean. Subordinates can be subject to immoral directives causing confusion between doing the right thing, possibly losing employment and following orders. For instance, an immoral manager might assign an employee to destroy incriminating documents. Subordinates can also make immoral decisions such as using the company's Internet resource and technology to chat and browse inappropriate material during working hours.

The amoral manager, by contrast, fails to consider the ethics of a decision or behavior (Schermerhorn, Hunt, Osborn, 2005). This failure to consider the ethics of a decision does not manifest from a desire to self-promote but from a lack of attention to ethical implication. Amoral behavior ranges from the display of favoritism, unconscious discrimination like a preference for working in a same sex environment, and exaggerating personal contribution. For instance, two equally qualified candidates, candidate A and candidate B, are applying for the same position. Candidate B, during the interview, drops the names of a few mutual acquaintances he or she shares with the manager. An amoral manager would most likely hire candidate B because of this relationship.

Moral managers subscribe to the concept of ethics mindfulness. Such a manager would incorporate the organization and society ethics codes into every day decisions. For this manager, ethical behavior is a goal, a standard, and even a matter of routine (Schermerhorn, Hunt, Osborn, 2005). Referring back to the previous example let us add that candidate A displays habits and behaviorisms that will blend well with the organization's culture. A moral manager will be mindful that mutual acquaintance only benefits candidate A and the manager. Where contributing to the organizational culture is not only beneficial to the company but is an ethically minded reason to hire an individual. A moral manager is more likely to hire candidate A.

Technology: Stress or Benefit

Even if one thrives on change, the demands derived from change can cause stress. Stress is a state resulting from a stress, especially: one of bodily or mental tension resulting from factors that tend to alter an existent equilibrium (Merriam-Webster Online Dictionary, 2006). The fastest changing component in organizational business today is technology.

In the 90's pagers were the premier tools used for staying in touch. Today cell phones, which have been engineered sleeker, smaller