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APPLICATION OF ETHICAL LEADERSHIP (Law Policy and Program Development)

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APPLICATION OF ETHICAL LEADERSHIP

APPLICATION OF ETHICAL LEADERSHIP

Competency 3008.1.3: Policy and Program Development – The graduate develops policies, practices, procedures, and programs that foster organizational ethics and socially responsible behavior.
Competency 3008.1.4: Information Technology, Privacy and Data Security – The graduate makes ethical decisions for the use of information technology to maintain the security of data in information technology systems.

Introduction:

As an organizational leader, one of your primary roles is establishing programs and policies that ensure the organization operates under ethical considerations and legal mandates. This responsibility includes informing employees of the organization’s code of ethics; communicating the code of ethics to them; providing training to them; and ensuring that operational aspects, such as information technology, are administered in a legal and ethical manner.

In this task, you will assume the role of a leader who must decide what leadership power you will use to develop a strong organizational ethical climate. In your position as a leader, you will need to satisfy the concerns of stakeholders, understand the organization’s ethical standing, examine a code of ethics, develop a training program, and lastly, examine the ethical consequences of certain information technology practices.

Scenario:

You are a business manager or administrator of Paradigm Toys, a publicly held company. The board of directors has asked you to conduct an ethics audit of Paradigm Toys and report to them the ethical climate of the organization, including corporate social responsibility, the need for ethics training, and the ethical use of the company’s information technology assets.

Requirements:

Prepare a report (suggested length of 4–6 pages) for the board of directors at Paradigm Toys in which you do the following:

A. Explain which one of the following powers you feel would be the most effective in establishing an ethical climate at Paradigm Toys:

? coercive

? reward

? referent

? expert

? legitimate

B. Identify two primary and two secondary stakeholders that influence Paradigm Toys.

1. Analyze two ways that the board of directors at Paradigm Toys will meet their corporate social responsibility to the primary and secondary stakeholders identified in part B.

C. Reflect on the importance of ethical leadership by doing the following:

1. Explain what an ethics audit is.

a. Discuss the value that an ethics audit could bring to Paradigm Toys.

2. Explain the use of a balanced scorecard when evaluating executive-level performance at Paradigm Toys.

a. Discuss at least three reasons behind including financial and non-financial performance factors in the balanced scorecard.

3. Explain the purpose of corporate social responsibility (CSR).

a. Explain how Paradigm Toys would practice corporate social responsibility.

D. Select a well-known, publicly-held company and analyze the company’s code of ethics by doing the following:

Note: You should be able to find the company’s code of ethics on the company’s website or in the company’s annual 10k report.

1. Analyze whether the code of ethics is lacking in the area of corporate social responsibility.

2. Analyze whether the code of ethics is lacking in compliance with legal mandates.

3. Analyze whether the code of ethics is lacking in facilitating the development of an ethical culture.

Note: If the code of ethics is not lacking in these areas, make sure you explain why.

4. Include the code of ethics you analyzed with your response by copying and pasting the code into a separate document. Please include this as a separate attachment.

E. Create a proposal for implementing an ethics training program at Paradigm Toys by doing the following:

1. Identify at least three key areas that you would include in your training program.

2. Explain how you would use communication to enhance the training program.

3. Recommend a delivery method that you believe would be most effective for the training program.

F. Evaluate the IT issues listed below by doing the following:

1. Discuss how Paradigm Toys would address the ethical consequences of three of the IT issues listed below.

? monitoring employees’ internet usage

? monitoring sites visited by employees

? recording keystrokes on employees’ computers

? sharing of client or employee data

? protection of client and employee data

? copyright, trademark, and patent protection

G. When you use sources, include all in-text citations and references in APA format.

Note: For definitions of terms commonly used in the rubric, see the Rubric Terms web link included in the Evaluation Procedures section.

Note: When using sources to support ideas and elements in an assessment, the submission MUST include APA formatted in-text citations with a corresponding reference list for any direct quotes or paraphrasing. It is not necessary to list sources that were consulted if they have not been quoted or paraphrased in the text of the assessment.

Note: No more than a combined total of 30% of a submission can be directly quoted or closely paraphrased from outside sources, even if cited correctly. For tips on using APA style, please refer to the APA Handout web link included in the APA Guidelines section.

VOT Task 2

value: 0.00 value: 1.00 value: 2.00 value: 3.00 value: 4.00 Score/Level
Articulation of Response (clarity, organization, mechanics) The candidate provides unsatisfactory articulation of response. The candidate provides weak articulation of response. The candidate provides limited articulation of response. The candidate provides adequate articulation of response. The candidate provides substantial articulation of response.  
A. Effective Powers The candidate does not provide a logical explanation of 1 power that would be the most effective in establishing an ethical climate at Paradigm Toys. The candidate provides a logical explanation, with no detail, of 1 power that would be the most effective in establishing an ethical climate at Paradigm Toys. The candidate provides a logical explanation, with limited detail, of 1 power that would be the most effective in establishing an ethical climate at Paradigm Toys. The candidate provides a logical explanation, with adequate detail, of 1 power that would be the most effective in establishing an ethical climate at Paradigm Toys. The candidate provides a logical explanation, with substantial detail, of 1 power that would be the most effective in establishing an ethical climate at Paradigm Toys.  
B. Primary and Secondary Stakeholders The candidate does not identify 2 primary and 2 secondary stakeholders that influence Paradigm Toys. Not applicable. Not applicable. Not applicable. The candidate identifies 2 primary and 2 secondary stakeholders that influence Paradigm Toys.  
B1. Board of Directors and Corporate Social Responsibility The candidate does not provide a plausible analysis of 2 ways that the board of directors at Paradigm Toys will meet their corporate social responsibility to the primary and secondary stakeholders identified in part B. The candidate provides a plausible analysis, with no detail, of 2 ways that the board of directors at Paradigm Toys will meet their corporate social responsibility to the primary and secondary stakeholders identified in part B. The candidate provides a plausible analysis, with limited detail, of 2 ways that the board of directors at Paradigm Toys will meet their corporate social responsibility to the primary and secondary stakeholders identified in part B. The candidate provides a plausible analysis, with adequate detail, of 2 ways that the board of directors at Paradigm Toys will meet their corporate social responsibility to the primary and secondary stakeholders identified in part B. The candidate provides a plausible analysis, with substantial detail, of 2 ways that the board of directors at Paradigm Toys will meet their corporate social responsibility to the primary and secondary stakeholders identified in part B.  
C1. Explanation of Ethics Audit The candidate does not provide a logical explanation of what an ethics audit is. The candidate provides a logical explanation, with no detail, of what an ethics audit is. The candidate provides a logical explanation, with limited detail, of what an ethics audit is. The candidate provides a logical explanation, with adequate detail, of what an ethics audit is. The candidate provides a logical explanation, with substantial detail, of what an ethics audit is.  
C1a. Value of Ethics Audit The candidate does not provide a logical discussion of the value that an ethics audit could bring to Paradigm Toys. The candidate provides a logical discussion, with no detail, of the value that an ethics audit could bring to Paradigm Toys. The candidate provides a logical discussion, with limited detail, of the value that an ethics audit could bring to Paradigm Toys. The candidate provides a logical discussion, with adequate detail, of the value that an ethics audit could bring to Paradigm Toys. The candidate provides a logical discussion, with substantial detail, of the value that an ethics audit could bring to Paradigm Toys.  
C2. Balanced Scorecard The candidate does not provide a logical explanation of the use of a balanced scorecard when evaluating executive-level performance at Paradigm Toys. The candidate provides a logical explanation, with no detail, of the use of a balanced scorecard when evaluating executive-level performance at Paradigm Toys. The candidate provides a logical explanation, with limited detail, of the use of a balanced scorecard when evaluating executive-level performance at Paradigm Toys. The candidate provides a logical explanation, with adequate detail, of the use of a balanced scorecard when evaluating executive-level performance at Paradigm Toys. The candidate provides a logical explanation, with substantial detail, of the use of a balanced scorecard when evaluating executive-level performance at Paradigm Toys.  
C2a. Performance Factors The candidate does not provide a logical discussion of at least 3 reasons behind including financial and non-financial performance factors in the balanced scorecard. The candidate provides a logical discussion, with no detail, of at least 3 reasons behind including financial and non-financial performance factors in the balanced scorecard. The candidate provides a logical discussion, with limited detail, of at least 3 reasons behind including financial and non-financial performance factors in the balanced scorecard. The candidate provides a logical discussion, with adequate detail, of at least 3 reasons behind including financial and non-financial performance factors in the balanced scorecard. The candidate provides a logical discussion, with substantial detail, of at least 3 reasons behind including financial and non-financial performance factors in the balanced scorecard.  
C3. Corporate Social Responsibility The candidate does not provide a logical explanation of the purpose of corporate social responsibility. The candidate provides a logical explanation, with no detail, of the purpose of corporate social responsibility. The candidate provides a logical explanation, with limited detail, of the purpose of corporate social responsibility. The candidate provides a logical explanation, with adequate detail, of the purpose of corporate social responsibility. The candidate provides a logical explanation, with substantial detail, of the purpose of corporate social responsibility.  
C3a. CSR in Practice The candidate does not provide a logical explanation of how Paradigm Toys would practice corporate social responsibility. The candidate provides a logical explanation, with no detail, of how Paradigm Toys would practice corporate social responsibility. The candidate provides a logical explanation, with limited detail, of how Paradigm Toys would practice corporate social responsibility. The candidate provides a logical explanation, with adequate detail, of how Paradigm Toys would practice corporate social responsibility. The candidate provides a logical explanation, with substantial detail, of how Paradigm Toys would practice corporate social responsibility.  
D1. Code of Ethics: CSR The candidate does not provide a logical analysis of whether the code of ethics is lacking in the area of corporate social responsibility. The candidate provides a logical analysis, with no detail, of whether the code of ethics is lacking in the area of corporate social responsibility. The candidate provides a logical analysis, with limited detail, of whether the code of ethics is lacking in the area of corporate social responsibility. The candidate provides a logical analysis, with adequate detail, of whether the code of ethics is lacking in the area of corporate social responsibility. The candidate provides a logical analysis, with substantial detail, of whether the code of ethics is lacking in the area of corporate social responsibility.  
D2. Code of Ethics: Compliance with Legal Mandates The candidate does not provide a logical analysis of whether the code of ethics is lacking in compliance with legal mandates. The candidate provides a logical analysis, with no detail, of whether the code of ethics is lacking in compliance with legal mandates. The candidate provides a logical analysis, with limited detail, of whether the code of ethics is lacking in compliance with legal mandates. The candidate provides a logical analysis, with adequate detail, of whether the code of ethics is lacking in compliance with legal mandates. The candidate provides a logical analysis, with substantial detail, of whether the code of ethics is lacking in compliance with legal mandates.  
D3. Code of Ethics: Ethical Culture The candidate does not provide a logical analysis of whether the code of ethics is lacking in facilitating the development of an ethical culture. The candidate provides a logical analysis, with no detail, of whether the code of ethics is lacking in facilitating the development of an ethical culture. The candidate provides a logical analysis, with limited detail, of whether the code of ethics is lacking in facilitating the development of an ethical culture. The candidate provides a logical analysis, with adequate detail, of whether the code of ethics is lacking in facilitating the development of an ethical culture. The candidate provides a logical analysis, with substantial detail, of whether the code of ethics is lacking in facilitating the development of an ethical culture.  
D4. Code of Ethics Submission The candidate does not include the code of ethics that was analyzed with the response. Not applicable. Not applicable. Not applicable. The candidate includes the code of ethics that was analyzed with the response.  
E1. Key Areas of Training Program The candidate does not identify at least 3 key areas that would be included in the training program. Not applicable. Not applicable. Not applicable. The candidate identifies at least 3 key areas that would be included in the training program.  
E2. Communication in the Training Program The candidate does not provide a logical explanation of how communication would be used to enhance the training program. The candidate provides a logical explanation, with no detail, of how communication would be used to enhance the training program. The candidate provides a logical explanation, with limited detail, of how communication would be used to enhance the training program. The candidate provides a logical explanation, with adequate detail, of how communication would be used to enhance the training program. The candidate provides a logical explanation, with substantial detail, of how communication would be used to enhance the training program.  
E3. Effective Delivery Method The candidate does not provide an appropriate recommendation of a delivery method that the candidate believes would be most effective for the training program. The candidate provides an appropriate recommendation, with no support, of a delivery method that the candidate believes would be most effective for the training program. The candidate provides an appropriate recommendation, with limited support, of a delivery method that the candidate believes would be most effective for the training program. The candidate provides an appropriate recommendation, with adequate support, of a delivery method that the candidate believes would be most effective for the training program. The candidate provides an appropriate recommendation, with sufficient support, of a delivery method that the candidate believes would be most effective for the training program.  
F1. Ethical Consequences of IT Issues The candidate does not provide a logical discussion of how Paradigm Toys would address the ethical consequences of any of the IT issues provided. The candidate provides a logical discussion, with insufficient detail, of how Paradigm Toys would address the ethical consequences of 1–2 of the IT issues provided. The candidate provides a logical discussion, with sufficient detail, of how Paradigm Toys would address the ethical consequences of 1–2 of the IT issues provided. Not applicable. The candidate provides a logical discussion, with sufficient detail, of how Paradigm Toys would address the ethical consequences of 3 of the IT issues provided.  
G. Sources When the candidate uses sources, the candidate does not provide in-text citations and references. When the candidate uses sources, the candidate provides only some in-text citations and references. When the candidate uses sources, the candidate provides appropriate in-text citations and references
with major deviations from APA style.
When the candidate uses sources, the candidate provides appropriate in-text citations and references
with minor deviations from APA style.
When the candidate uses
sources, the candidate
provides appropriate in-text citations and references with no readily
detectable deviations from APA style, OR the
candidate does not use sources.
 

 

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