Organizations can improve the effectiveness of their learning systems by utilizing strategy and theory that apply to business management practices. Many ethics and diversity programs have been introduced more recently in corporate business systems. A strong ethics and diversity training program are needed to understand cultural differences and how ethical dilemmas can occur from these differences. Recognizing the importance of diversity training acknowledges these differences among each culture. In a growing global economy this improves a company’s chances for a competitive advantage. Attitudes need to be evaluated in order to attempt to produce a desired behavior in a multicultural work environment. The approach to changing behavior towards others difference requires leadership from managers and front-line leaders. Organizations can use several approaches to evaluate how ethical behavior is measured in leadership.
A qualitative measurement standard should be used to evaluate attitudes and behaviors of managers and leaders in an organization. One way to measure the ethical treatment of others by managers and leaders can be the implementation of a 360 degree- feedback approach. This is a formal evaluation of the superiors based on input from who work for and with them, including customers and suppliers (Dubrin, 2016). Utilizing this approach allows the organization to measure the managers and leaders’ attitudes and behavior. Values of the organization drive what managers emphasis about cultural influence and differences in the workplace. Managers must set goals that are based on the ethical values of the organization. If the organization values ethical treatment between cultures a system that measure workers feedback about leadership can indicate where there could be areas the need to be addressed. Through better training programs that encourage and respect differences in the workplace ethical treatment of each culture difference can be addressed.
Designing a survey, like the 360-degree feedback method, can fail to identify other determinants of cultural influences. Geert Hofstede’s framework evaluates variations among cultures in five different dimensions. This study indexes and ranks differences in five different dimensions. Differences are embedded in how countries value issue like gender, as the text examples Japan is ranked number one in masculinity vs femininity (Stephen P. Robbins, 2017) . How would a global company design a feedback survey the attitudes and behaviors of gender-based issues in the Japanese culture, knowing this information? Another possible drawback to using surveys like these can result in a wide discrepancies between a leaders self-perception and the perception of others can result in emotional issues resulting in employment of mental health professionals and counselors (Dubrin, 2016). Many issues can be personally sensitive or possibility a cultural norm in a country.
Managing differences can produce positive effects that can improve the competitive advantages of an organization. Global organization are multicultural by nature and present many ethical issues when conducting business. How these issues are measured needs to be evaluated from a qualitative standpoint but is it worth measuring cultural differences about behaviors that may not change, as exampled by the gender-based practices in Japans culture. Would it even be worth a company’s time to explore business options in a country with such huge conflicting values? Peter Senge, Author of The Discipline, promotes changing these types of huge differences in traditional leadership models. Senge contends that little change can occur if it is driven from the top down (Senge, 1996). Using a feedback system like the 360 model can evaluate the attitudes and behaviors of leaders and managers through anonymous surveys. This can have negatives effects to current leaders and managers and test cultural norms that are highly sensitive. A feedback system can allow for a meaningful qualitative measurement to determine the workers overall attitude and behaviors. It is can be useful in identifying diverse issues in the workplace that can be addressed.
Dubrin, A. J. (2016). Leadership, 8th. Cengage Learning. Retrieved 1 16, 2018, from (2016). Leadership: Research Findings, Practice, and Skills, 8th Edition. [MBS Direct]. Retrieved from https://mbsdirect.vitalsource.com/#/books/undefined/
Senge, P. M. (1996). Leading learning organizations. In P. M. Senge, Training and Development; Alexandria (pp. 36-37). Alexandria: Association for Talented Development. Retrieved from https://search-proquest-com.cmich.idm.oclc.org/docview/227018374/abstract/3F1669FFCADF4E04PQ/1?accountid=10181
Stephen P. Robbins, T. A. (2017). Organizational Behavior. New York: Perason Education, Inc.