|← Ethics at the Workplace|
Raytheon Company depends on the choices made by individuals and their execution of duties, as the only way to determine the image of the organization. For this reason, decisions made by individuals are supposed to be determined by the logical understanding of the individual on whether an issue is good or evil, ethical or unethical, virtue or vice, justice or crime, and right or wrong. Within these sets, individuals that run the organization towards the realization of its objectives and goals are supposed to be in charge of their decisions. Personal choices that involve the organization are supposed to hold the organization’s interests first, while the individuals making them should assess the logical applications of the choices and the positive effects (Moran & Lagan, 2005). In the instances where there are degrees mixed outcomes or the probability of positive and negative results, decisions are left to the right authorities so that they could make the decisions through some form of affirmative confirmation.
Deciding between right and wrong is an individual choice that a manager should make on his/her own (Velasquez, 2006). However, when it comes to the organization’s requirement that its interests are supposed to be put first, then a contradictory element raises. As long as it is for the good of the organization, a stakeholder in the position of management or a junior employee can assume infiltrating the classified information of competitors can help the organization to compete better with its rivals. However, making a choice between good and evil is a better ethical philosophy than choosing between right and wrong. The reason for this is because, inspite of the interests of the organization, personal practices and choices would be determined through the natural instincts detecting good and evil. Considering the issue of the employee who is ready to commit perjury to acquire information from another organization in order to benefit his organization, the choice may be the right one when putting the interests of the organization first. However, it is still a wrong one when considering the general good or evil of the situation.
The ethical climate of the organization is conducive, but the degree of addressing social responsibilities lags behind to some degree. Considering the negative sides of the training programs, it seems to me that a better job can be done than what is currently underway. As a junior manager, the shots that I call are limited to a certain department, but within the department, application of some changes can modify a considerable percentage of the total organizational image and practices. While considering the moral philosophies that should govern the organization, crisscrossing from a considerable ethical principle to a better practical ethical principle has to be put to halt.
Generally, if I was an overall manager of Raytheon Company, the culture and climate of the organization would be my priority of withhold and better. To improve the climate, training programs would be modified so that they could establish a connection between responsibility and skill. In terms of teamwork as a program, the exercise of leadership skills should be aimed at opening a link between current responsibilities and future chances of leading. Through this, managers at the present time would be replaced by experienced other when they retire. The experienced other would be coming from the current employee lot. This mechanism would render the training programs a worthwhile undertaking through which it opens chances of promotion for junior employees to the management and supervisory positions.
Currently, the organization runs through policies that dictate the expected code of behavior and the reliable source of decisions. The dictating mode of the company policy locks out potential ideas that can transform the way production is carried out. For this, blending of ethical principles would give rise to a better and reliable foundation of making decisions for individual participants.
To implement the change of culture and climate in the organization; division of work into even numbers would be adopted so that coinciding groups could foster hard work through competition. Inspite of the production rate, each group would be graded according to their levels of ethics, and then rewarded effectively. Through this, the groups underperforming in terms of duty and ethics would learn from missing put on incentives tailored to congratulate positive team players. As a matter of rectifying the problem of leadership through teamwork and workshops, projects would be disseminated to the competing groups, and then a leader to lead through the project would be chosen by the group members for every particular project. The aim for this would be to bring out the leadership potential in individuals, hence, making them legible to promotions in case vacant positions are left by retiring personnel. Mixed workshop projects would be put in place to enable and foster flexibility, so that the shortage of workmanship of one department could be compensated by that from other departments.
Good and evil, right and wrong, and justice and crime are ethical philosophies and principles that an employee or a manager can choose from depending on their states of mind and their level of making sense out of situations (Moran & Lagan, 2005). However, to close the openness of the philosophies and principles, amendment to the current dictating policy would be done, thereby, presenting the professional, personal, and ethical issues that fall under the categories of good or evil, right or wrong, and justice or criminal.
The social responsibility of the company is to take care of the environment to ease the burden of dealing with global warming and damage to the environment by the society. The 5 and 3 percent emissions of hydrogen and oxygen would have to be redirected to a more meaningful task to reduce the wastage of usable and recyclable materials.