Business Ethics The Personal Behaviour

Question: Describe about the Business Ethics for The Personal Behaviour. Answer: Ethics is the system that distinguishes between right and wrong and guides our everyday decisions. Ethics are not just applied to personal behavior but in businesses and organizations as well. Ethics include and require action, and not just discussions and lectures on its positivity. It is the dedication to do the right thing, in any kind of adverse situations. Decisions based on ethics are often difficult to take, but are taken because it is the right thing to do. Thus, it is imperative that corporate leaders behave in an ethical manner (Peters 2015). Ethical businesses obey rules and regulations; function honestly, competes practically and presents with a positive workplace environment for the workforce. It creates a trusting partnership between the consumers, suppliers and stakeholders. Stakeholders are given utmost importance in business ethics (Ferrell and Fraedrich 2015). One such example is Wesfarmers, one of the most ethical companies in the world. It is an extensively diversified company, where its General Manager of Corporate Affairs Keith Kessells believes that ethical behavior is crucial to an organizations success. Similar to other departments in an organization, ethics and ethical behaviors also need a leader to lead and take responsibility of the outcomes and attitudes. Ethical leaders are considered role models. They share the significance of ethical standards, ethical responsibilities of the workforce and forming positive and productive environments where employees can work and exist. Leadership is often considered the most crucial rung in the ladder of ethical behavior. Ethical leaders understand the important role positive relationships plays in organizational productivity. They decide to serve organizations in full honor and respect (Zhang et al. 2013). Wesfarmers has seen an ethical leader in the form of Richard Goyder, Managing Director of Wesfarmers. Richard Goyder has been an ethical corporate leader, served Wesfarmers and generated benefit for them. The most benefitted part of the organization is the team the leader manages. Teams depend on supportive relationships between its members for improved productivity of the team, and Wesfarmers as a whole. Practicing of ethics by Goyder helped in individual well being, providing self-satisfaction and reducing toxicity from lives. His ethics practice encouraged trust building among team members, and made them support and encourage each other to achieve success for themselves and for the team as a whole. Goyder facilitated the act of supporting each other in Wesfarmers to bring out the maximum performance and best results for them. He encouraged honor and recognition of worth among colleagues, instead of focusing on his personal ego. He has been important for Wesfarmers as he helped develop the best people for particular tasks and created value for stakeholders. Wesfarmers received help in framing actions and decisions in ethical terms. Goyder and Wesfarmers both have been good role models for people and organizations around them. Goyder have empowered and encouraged Wesfarmer employees to put in their best, and uphold harmony at the workplace. He understood the importance of engaging employees of Wesfarmers in productive and emotional commitment while pursuing common goals. Richard Goyder has always been ethical in his approach to erode negative interpersonal behavior (Mayer et al. 2012). Being ethical in approaches, actions and behaviors is not the only thing corporate leaders should focus on. Actions are mostly happening between a fixed numbers of individual, and do not reach out to a wider audience. Being reputed as ethical is equally important. Reputation reaches out a broader spectrum of audience and encourages following in the footsteps or learning from the actions to perform it themselves. Reputation of an ethical leader is important. Wesfarmers and Richard Goyder both have garnered good reputation in the market for being ethical in their approaches, have a good image and encouraged people while clearing out doubts. Perception of both Goyder and Wesfarmers influenced the client behaviors, with good reputation attracting more business for them and increasing profit margins. Individuals with reputation of being unethical affect the organization negatively (Loureno et al. 2014). Goyder has been globally sell-worthy attracted clients and built trust in employees. He has lived out his reputation steadily, in all aspects of his daily life and made sure the masses have access to this knowledge. Every action of his affected his ethical reputation. Failing to continue ethically would result in a leader being perceived as unreliable, pushing away prospective leads for business. Constant deliverance of the promised made both Wesfarmers and Goyder reliable to employees and to the clients too, who does business based on the mutual trust thus created. Decrease in organizational deviance happens because of a leaders reputation of being ethical and working following moral principles (Neves and Story 2015). References Ferrell, O.C. and Fraedrich, J., 2015.Business ethics: Ethical decision making cases. Nelson Education. Loureno, I.C., Callen, J.L., Branco, M.C. and Curto, J.D., 2014. The value relevance of reputation for sustainability leadership.Journal of Business Ethics,119(1), pp.17-28. Mayer, D.M., Aquino, K., Greenbaum, R.L. and Kuenzi, M., 2012. Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership.Academy of Management Journal,55(1), pp.151-171. Neves, P. and Story, J., 2015. Ethical leadership and reputation: Combined indirect effects on organizational deviance.Journal of Business Ethics,127(1), pp.165-176. Peters, R.S., 2015.Ethics and Education (Routledge Revivals). Routledge. Zhang, X., Walumbwa, F.O., Aryee, S. and Chen, Z.X.G., 2013. RETRACTED: Ethical leadership, employee citizenship and work withdrawal behaviors: Examining mediating and moderating processes.The Leadership Quarterly,24(1), pp.284-297.