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    Ethics for Managers

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    You will assume the role of a management consultant hired by a variety of clients. Each individual or group project you undertake will present a different management or leadership challenge. These projects will give you an opportunity to demonstrate your understanding of modern leadership issues and apply ethical theories and reasoning skills to business situations.

    General Project Deliverable Guidelines
    As a management consultant you make a living by providing management advice to senior level managers with regard to management problems that they are experiencing within their organization. Your role is to analyze the situation and then apply your experience, general business knowledge, and sound management principles and theories, to produce a report or other deliverable on the subject for the senior manager.

    Your recommendations are important, but equally important is your justification for those recommendations. The justification must convince the manager that your advice is worth the price he or she paid for it. The manager should feel confident that you have arrived at the correct conclusions and that your conclusions are well supported by good judgment and competent authority in the subject. Your goal is to produce results that will strengthen your reputation as a management consultant and encourage the manager to hire you in the future for other projects.

    Leadership Challenge: Selecting Team Members

    The leader of your client organization has observed a lack of flexibility and a slow decision-making process in many of the departments. He believes that he is not serving his customers well, and has decided to move to a team environment and to push many of the decisions to the lowest possible levels. In other words, he wants to create a team-based, empowered organization. Several of his best managers are resisting the idea strongly. They not only feel that many employees are not ready for the change, but they also believe that they personally could never change from a "command and control" style to allowing more participation (adapted from Nahavandi, 2003, p. 54).

    Your client has asked you to prepare a report in which you address the following questions:

    How should the leader deal with the situation?
    What arguments can he use to persuade his managers?
    What can he do to help his managers change their style?
    What are the implications of his actions and decisions?

    See attached file for full problem description.

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    https://brainmass.com/business/human-resources-management/ethics-for-managers-122434

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    STEP 1
    How should the leader deal with the situation?
    The best managers are right to an extent. If there is an increase in the participation of decision making this can lead to greater delays in decision making.
    Why will this happen? This will occur because there will be increased communication and coordination required for decision making and the danger is that the decision-making process may get slowed down. For example the leader may restructure his organization into a matrix organization and this will allow a greater use of his human resources. However, this will not speed up the decision making in the company.

    The other option for the leader is to go in for an organic structure, this will push decision making to the lowest level but his employees may not be prepared for it. An organic structure may also have a great deal of flexibility and fast decision making but for this extensive training will be required for the employees.

    STEP 2
    What ...

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