How to Manage Crisis moral

[ad_1]

Most people experience pressure to achieve goals; and other people respond differently. Some may even resort to unethical behavior over time, is likely to affect both the individual and organization adversely. Therefore, you may have a moral crisis to deal with. Because most organizations approach protocol is usually driven crisis is right to be prepared for such an event. Here are some important points …

1. Follow established governance.

to put a positive spin on a negative situation, moral crisis within the company provides an excellent opportunity to demonstrate managerial ability. Ensure that you:

o law immediately. Management is all about action and implementation-get it done. While staff under pressure can not fully comprehend the consequences of inappropriate and hasty action, inaction on your part can never result in relation to the behavior of the violation code organization for ethical behavior.

o Provide support. You need to be sensitive to the needs of individuals, and to shape, direct, and focus on them for the benefit of the group as a whole.

o show leadership. Exemplary behavior will prove to be moral is to focus on the cultural business objectives and goals.

2. Keep crisis in context.

Ethical issues are an ongoing struggle for the struggle for organizations everywhere. First, in the crisis, to ensure that the event is a real moral crisis. A perceived crisis could involve solving conflicts, clarify ambiguities, dealing with stress, or control problems associated with the ongoing changes. Genuine ethical crises are typically associated with long stressful ethical predicaments-too-good-to-be-missed opportunity, super align goals and other adrenaline-raising activities or ambiguous situations such as indiscriminate use of sick leave or disregard the management to ensure safety workplace. Addressing the ethical issues arising from this situation is a real challenge.

3. The system to deal with crises.

Bring a group within the organization responsible for dealing with ethical crises. This ethics committee, representing all groups within the organization, is a much better option than having one trying to deal with such issues. Committee structure would also allow staff to raise concerns without fear of recrimination.

4. Draw the right picture.

An ethics committee must first establish the facts that lead to a clear understanding of the situation. Some of the questions considered at this stage would include:

o we have a problem-a real crisis?

o What is the problem?

o What are the data available?

o What has caused this situation to arise?

o Who are the stakeholders?

o What options are available to us to deal with the problem?

5. The organizational perspective.

of whom ethical organization or rules of ethical conduct have been breached. The ability to take this action shows the importance of ensuring that the code organization of ethical behavior is a practical document. Having made clear the position of the Agency, the Commission needs to ask the following questions:

o Is additional information required before a decision can be made on certain behavior?

o What would happen if we did nothing?

o Are loyalty that may be at risk?

o Are there others who need to be involved in making the decision to work?

6. Deliberate before making a decision.

decisions on ethical issues should not be like a knee-jerk reaction. You could, for example, consider applying the worst as a tool to help the committee choose between competing options. The committee could ask whether the report of the crisis was likely to be listed on the cover of the main local newspaper. If so, what would the public response be? Any action that should apply? When the issue broader community concerns have been addressed, to these questions:

o problem should be discussed with the relevant parties before making a decision?

o How sensitive should the situation be treated to prevent or minimize damage stakeholders but at the same time the sole force organization and establish a workable and acceptable situation?

o Is the Commission certain that the adoption will be valid in the long term?

o How can we ensure that such a situation will not come back?

7. Implement action.

When a decision has been taken, the Committee shall establish, implement and monitor action including information on how to inform all those who need to know the outcome of the investigation. This list could be the boss, a table, some or all employees, affected families and the wider community.

[ad_2]

Leave a Reply

Your email address will not be published. Required fields are marked *