Ninja Corporation's Ethical Climate Chapter

Pages: 5 (1981 words)  ·  Bibliography Sources: 5  ·  File: .docx  ·  Level: Master's  ·  Topic: Business - Management

Organization: Ninja Corporation

An increasing number of private and public sector corporations are adopting ethics programs. Most firms may already have adopted it, or may be in the process of reviewing the advantages and disadvantages of official ethics program creation. This survey deals with Ninja Corporation, a firm that has an instrumental ethical environment. The company's chief executive is renowned for being cutthroat within the industry and has developed an instrumental ethical atmosphere through managing by means of ethical egotism. According to him, any selfish decision that may personally benefit him or his company is morally right. He is known to have even sabotaged a rival's sales events for lowering their corporate morale. Subsequently, he recruited folk to steal away competing firms' best sales representatives. Such an ethical climate, driven by decision-making for self-interest, characterizes the greatest number of unethical and immoral business acts (Lombardo, 2015).

Steps to Improve Ethical Climate of Ninja Corporation

The following steps may be undertaken for improving Ninja's ethical climate:


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One means of improving organizational ethical climate is according more power to employees, over their job. When staff members acquire greater control over workplace outcomes, as well as an ethical policy, they are more likely to justify the manager's faith in them towards making the correct decision. Empowerment may also produce better employee results (e.g. more creative business solutions) if effectively implemented. Employees must be given a reason for being inventive and behaving more ethically (like maintaining job autonomy); this will also, increase the efficiency of the company (Bianca, 2015).


Chapter on Ninja Corporation's Ethical Climate Assignment

Communication plays the role of a control instrument, constantly restating ethical and conduct codes to employees. Regular communication with workforce, whether by informal or formal means, enables management to ensure that subordinates do not cleverly forget or violate ethical values and regulations. Furthermore, as ethical codes may be ambiguously expressed, it is recommended that proper communication through managers might be essential to ensure that the company's ethical expectations are explicitly understood by staff. Organizational communication improves organizational rules' and codes' effectiveness. Therefore, it may be reasonable to propose that communication also influences development of ethical climates at local organizational levels (Parboteeah et al., 2010).

Educate employee

Greater business community focus on ethical issues has resulted in improved financing and research for increasing ethical consciousness. One of the strategies for improving organizational ethical climate is offering or imposing business ethics classes. Such classes, at local community colleges or directly offered by the company's human resources division, can prove to be an economical and practical way to provide ongoing training and incentive in ethics (Lewis, 2015).


If some personnel are disgruntled with the company's ethical climate, then, rather than merely coercing them to comply, one must permit them to voice their views to gain a clear insight into the cause of their negative reaction. Such a move serves to assuage their feelings and concerns, leading to a solution where everyone benefits, while concurrently, following the ethical code's fundamental concept (Sujal, 2011).


Discussions on organizational culture bring to mind an organization's characteristics. Several theorists agree that organizational culture implies a structure of shared inference that a firm's members possess relative to one another; this very characteristic separates two organizations. Organizational culture, in fact, denotes an arrangement of common beliefs and values, lending more meaning to a company, and ordering organizational behavior. Hence, organizational culture means a combination of personnel's and clients' culture, lending the organization a unique atmosphere. Organizational culture is classified in numerous ways, with one being Denison's classification: Mission culture, Consistency (bureaucratic) culture, Involvement culture and Adaptability culture (Nakhaie et al., 2011).

Performing Surveys

Groups that take survey

While good sense dictates that alignment of team members is critical to teamwork, still many teams are unsuccessful in this regard. Generally, this is because of team members unawareness of the real meaning of alignment, not concentrating on becoming aligned in crucial matters, and lastly, mistrust, preventing frank and open interaction (Astin Brown Team, 2015). Thus, human resource department and company management would be the groups most suitable for handling the survey.

Reason behind their selection

Managers are selected for their numerous roles in advancing organizations, including communicator, leader, mediator, link, and figurehead (Boundless, 2015). On the other hand, HR department holds responsibility for recruitment, training, development, employee safety, benefits and compensation, compliance and employee relations (Mayhew, 2015). Both groups can collaborate effectively in handling the survey and obtaining accurate results.

Purpose and Use of Survey

Among the most effectual means for organizational leaders to evaluate exposure to moral risks, and decide upon policy adjustments essential for moderating them, is beginning with objective information regarding the company's ethical affairs. Often, this may be achieved through a survey on ethics climate, supported by senior management. Survey results not only serve as reality checks for senior management between real and perceived risk levels, but also identify managers', and the overall company's, developmental opportunities (Goldberg, 2015).

For evaluating organizational performance in the field of employee engagement, ethics and values, the survey obtains management and workforce perceptions on workplace environment and culture as a ground for an ongoing, active dialogue on crucial ethics and values subjects, which may upgrade organizational performance in terms of ethics and values (Oliver, 2013).

Criteria for Conducting Survey

Target audience

The target population of a survey research denotes the set of individuals possessing views and knowledge relevant to the survey's topic. In this case, everyone in the organization is a part of the target audience. Evidently, a high response rate (fraction of individuals completing the survey) is required to get satisfactory survey results that can be generalized to the entire organization. No standard response rate is set, since it depends on aspects like survey length, communication effectiveness of survey, and success of any prior survey research in the organization. Still, a response rate of 50% is deemed satisfactory (Kuserrow, 2013).


Entity wide Employee Survey

Policy statements convey the required ethical values of an organization. Ethics-related actions form the means through which the management endeavors to inculcate ethical values into company culture. However, brilliant statements and official activities are rapidly toppled when personnel observe their superiors behaving questionably, or when colleagues inform them that theory differs from actual practice, or that certain immoral behaviors are essential to personal progress. Internal auditors have to measure an organization's ethical climate for determining effectiveness of activities relating to ethics. One good means for accomplishing this is a company-wide personnel survey. Several organizations have management sponsoring similar surveys, administered, often, by third-party survey specialists. In such cases, internal auditors may work on management's survey results; however, they must, first assess survey process for ascertaining its reliability and relevance. They must, especially, verify whether significant ethics-linked questions are included, and whether the survey is conducted in such a fashion that prompts meaningful and honest responses (Linden et al., 2012).

Instructions to assess and complete survey for participants

1. Carefully read every question (Verschoor, 2004).

2. Kindly circle the figure on the scale most accurately reflecting your response. In case of doubts regarding any particular question, kindly leave it unanswered.

3. Number 1 signifies 'strongly disagree'; number 7 signifies 'strongly agree'; number 3 signifies a neutral response. For varying degree of ascending responses, circle appropriate numbers from 1 to 7 (Personal Development Services, 2015).

4. Submit the survey to the human resource department after completion (SAS, 2010).

Sample Questions

(I) Organizational culture (Cejka Search, 2012)

A. This company has a team-centered environment.

1 2-3 4-5-6 7

B. Communication in the company is respectful.

1 2-3 4-5-6 7

C. This company's leadership offers explicit performance expectations.

1 2-3 4-5-6 7

(II) Ethical Climate of Organization (Workplace Climate Survey, 2015)

D. To what degree do you believe that your coworkers value your ideas?

1 2-3 4-5-6 7

E. To what degree do you believe your department's supervisors lead via example?

1 2-3 4-5-6 7

F. How far do you believe your supervisor acknowledges employees' work-related talents?

1 2-3 4-5-6 7

(III) Impact of existing ethics training program (Sanders, 2015)

G. In what way do you think the company's employee training program is interactive?

H. How do you believe the company's ethics training emphasizes on its code of conduct?

I. Employees participating in training programs must experience commitments linked to ethical behavior. Remark upon this statement.

(IV) Overall employees' satisfaction with managers on ethically leading the company (HR survey, 2015)

J. Conflicts resolution takes place in a constructive, positive manner.

1 2-3 4-5-6 7

K. Organization helps employees in finding the right balance between job and personal life.

1 2-3 4-5-6 7

L. Organization is family-friendly.

12 3-4 5-6 7

M. Organization offers sufficient scheduling flexibility, childcare and telecommuting opportunities.

1 2-3 4-5-6 7


Ethical climate surveys offer a view of company needs. They may be utilized for soliciting workforce opinions on various issues like company success in conveying its mission to workers, or local matters, like working environment quality. This process may also motivate performance as it demonstrates to personnel… [END OF PREVIEW] . . . READ MORE

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How to Cite "Ninja Corporation's Ethical Climate" Chapter in a Bibliography:

APA Style

Ninja Corporation's Ethical Climate.  (2015, August 28).  Retrieved September 19, 2020, from

MLA Format

"Ninja Corporation's Ethical Climate."  28 August 2015.  Web.  19 September 2020. <>.

Chicago Style

"Ninja Corporation's Ethical Climate."  August 28, 2015.  Accessed September 19, 2020.