I have my ASL tomorrow and my topic is ethics and values' please help me out.
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Values can be defined as those
things that are important to or valued by someone. That someone
can be an individual or, collectively, an organization. One place
where values are important is in relation to vision. One of the
imperatives for organizational vision is that it must be based on
and consistent with the organization's core values. In one
example of a vision statement we'll look at later, the
organization's core values - in this case, integrity,
professionalism, caring, teamwork, and stewardship- were
deemed important enough to be included with the statement of the
organization's vision. Dr. John Johns, in an article entitled
"The Ethical Dimensions of National Security," mentions
honesty and loyalty as values that are the ingredients of
integrity. When values are shared by all members of an
organization
Values are the embodiment of what an organization stands for, and should be the basis for the behavior of its members. However, what if members of the organization do not share and have not internalized the organization's values? Obviously, a disconnect between individual and organizational values will be dysfunctional. Additionally, an organization may publish one set of values, perhaps in an effort to push forward a positive image, while the values that really guide organizational behavior are very different. When there is a disconnect between stated and operating values, it may be difficult to determine what is "acceptable." For example, two of the Army's organizational values include candor and courage. One might infer that officers are encouraged to "have the courage of their convictions" and speak their disagreements openly. In some cases, this does work; in others it does not.
Values are the embodiment of what an organization stands for, and should be the basis for the behavior of its members. However, what if members of the organization do not share and have not internalized the organization's values? Obviously, a disconnect between individual and organizational values will be dysfunctional. Additionally, an organization may publish one set of values, perhaps in an effort to push forward a positive image, while the values that really guide organizational behavior are very different. When there is a disconnect between stated and operating values, it may be difficult to determine what is "acceptable." For example, two of the Army's organizational values include candor and courage. One might infer that officers are encouraged to "have the courage of their convictions" and speak their disagreements openly. In some cases, this does work; in others it does not.
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