Additionally, some organizations may have inadequate channels for communicating concerns. The structure and norms of an organization also affect a person’s conduct and ethical reasoning (Zheng, Yang & McLean, 2010). For instance, skewed systems of reward may lead to a concern and preoccupation with growth, short term profits, and aids at the cost of long-term values. Mismanaged compensation structures and bonus systems form part of the explanation for the unethical behavior in organizations. In charitable organizations, workers who feel extreme pressure to create revenue and reduce administrative costs may engage in unethical conducts (Zheng, Yang & McLean, 2010). Also, the perception of employees about unfairness in the systems of rewards, and the lack of commitment among the leaders may increase the prospect of unethical behavior. Establishments help in realizing their priorities in many ways. Among these ways is the implementation of ethical standards. These are accomplished through the hiring criteria, compensation, respect and fairness with which the employees or clients are treated (Zheng, Yang & McLean, 2010). Individuals care intensely about organizational justice and do better when they are sure that they are being treated with dignity and their ethical conduct rewarded.Churches, which are nonprofit organizations, do not consider the ethical concerns mentioned above unethical. For example, ethical problems in marketing originate from conflicts and disagreements. In a marketing transaction, each party comes up with a set of expectations about how the business relations will exist and also how transactions are to be. Leadership and Ethics.
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