A Critique of Lockheed Martin
Ethics are indeed the greatest factor in maintaining good morals of a company (Frederickson & Ghere, 2013). Lockheed Martin workers play a big role in maintaining qualities of the company. An overview of the company demonstrates that the workers believe they are under the risk of striking back if they feel that their morals are infringed. New employees in the organization who have been in partnership in less than six months seem to be helpless against the risk of right infringement. This is attributed to the fact that the workers have not yet grasped the elements within the organization’s society. The chiefs do not address issues raised against ethics in the company directly. As such, administrators frequently do not turn a hearing ear to the issues raised by the workers on ethics matters in the company. Frederickson and Ghere (2013) posit that ethics in a company is not considered just as a movement aimed to satisfy legal prerequisite, but it is also an element that should be considered as a central goal of the organization. A company demonstrates its value by maintaining good business conduct and good morals (Beeri et al., 2013). Based on the chapter’s reading, the client of Lockheed Martin has been incorporated into the company’s integrity through winning and signing of new contracts. Moreover, the client continues to make a case about the money reserved which is acknowledged on account of misrepresentation and anticipation of waste.
The ethics officers of Lockheed Martin Company work differently from each other in a way that seems quite isolated from each other. The workers are individuals who have maneuvered through the ranks of Lockheed Martin Company. These workers have so far achieved their ranks through auditing done in the company and through various openings found through human resources. The employees in the company face different dilemmas, but the company should be determined to give a structure which supports them to ethically solve such dilemmas (Beeri et al., 2013). The ethics of Lockheed Martin Company gives meaning to the mission of the organization. As such, ethical training needs to be incorporated as exhaustive and extensive public approach on the integrity of a company (Frederickson & Ghere, 2013). Moreover, ethical training should also be utilized in ensuring a change in the public organization and to reflect in the records of the company. Based on the chapter’s reading, it is imperative that there is no public organization which takes charge of training employees by maintaining good morals. There are less public organizations which take part in the assessment of results, focal planning and coordination of results. Common administration can assume a part of playing these roles which are not conducted by public organizations (Frederickson & Ghere, 2013). Morals should be incorporated in the administration of public organizations. To advance effective operations within an organization, it is necessary to advance the morals of the chiefs and other leaders. Good ethics should be incorporated in overseeing that the workers maintain the mission and goals of the organization.
Beeri et al. (2013) opine that leadership should maintain good ethics to achieve desired results at both group and individual levels. The aimed results should incorporate eagerness in applying job fulfillment and creating an atmosphere which upholds good morals. In addition, the sought results should act in good faith to the association and create an impression of a moral atmosphere. Workers who portray good moral conduct in a workplace have the potential of advancing in the managerial ranks as compared to people in the organization who are not seen as moral pioneers. Good impression of moral administration can be identified with counterproductive practices in the workplace. The results of moral administration in a workplace are affected by various variables (Frederickson & Ghere, 2013). One of these variables is the presence of moral pioneers who offer assistance to subordinates with a feeling of achieving self- rule. This leads to the development of an urge in creating good work execution among workers. Moral administration in the workplace also ensures that the subordinates are in a position of voicing their issues and concerns (Beeri et al., 2013). As such, issues affecting the organization can be solved amicably by avoiding communication musing and emotions, which may lead to making wrong decisions in ethical dilemmas.
Decision making in a workplace among groups or individuals is affected by culture and ethics (Beeri et al., 2013). For a group to successfully make a decision, factors such as consideration of what people talk about and what is being worked on should be considered. The society where a person lives in and the morals upheld affect the decision made by a group. Every person has alternating culture hence the view of morals varies. While working in making decisions in a group, it is vital to consider such aspects which might affect the decision-making process (Frederickson & Ghere, 2013). Such differences among individuals affect the operations within the group and the decision made. To avoid challenges in deciding in a group, it is necessary to understand the way of life in people of the group. The working of a group to avoid making of unexpected decisions should be understood to alleviate making wrong decisions (Beeri et al., 2013). Under low context culture in a society where the issues are delineated, and complex issues are more specific. These need to put more significance on the issues affecting the organization. In this context, individuals from societies of low connections need more specific elements to ensure identification of the issues being worked in the group. Under high context culture, people from this domain do not have to worry about the specifics available since a common understanding can be easily reached.
References
Beeri, I., Dayan, R., Vigoda-Gadot, E., & Werner, S. B. (2013). Advancing ethics in public organizations: The impact of an ethics program on employees’ perceptions and behaviors in a regional council. Journal of Business Ethics, 112(1), 59-78.
Frederickson, H. G., & Ghere, R. K. (2013). Ethics in public management. New York: ME Sharpe.
