Rewarding and Punishing the Same Behavior

In this report, the reasons are explained with examples that lead managers of organization toward an wrong decision. race believe that deep unethicality distorts ethical decision making. solely according to Ann Tenbrunsel and her colleague David Messick, the top level worry of an organization often takes such unethical decisions appear of thinking business purely quite an than considering morality. The phenomenon is named as Ethical Fading. Sometimes draws ill-conceived ends lead employees to involve in unethical activities.For example trouble wants employees to maximize sales rather than profit. As a result employees force customers to allot their product and just abouttimes they become ridiculous. Also sometimes they overcharge for the unexpected service which the customer doesnt want actually. Leaders setting goal should take the perspective of those whose behavior they are assay to influence and think through their potential responses. This will help head off unintende d consequences and proceed employees from overlooking alternative goals.People ignore some information which brush off affect their interest can termed as motivated inventionness. For example some range agencies rate organizations positively since the agencies are paid by those organizations. So people fail to judge organizations imputable to due to serious violation of ethical practices by the agencies. Bazerman and Harvard Business School Professor Francesca Gino explored to a part termed as delay emergence of unethical behavior.This slow poisoning is often overlooked by the management which led to ultimate failure to hold the accusatory of the organization. For this managers should be heightened alert for even trivial-seeming infractions and address them immediately. another(prenominal) common practice in corporate man is to overvaluing outcomes. Like rewarding unethical decision for its favorable outcomes and punishing ethical decisions for bad outcomes is a rule for d isaster in the long run.Managers should beware this diagonal examine the behaviors that drive good outcomes and reward select decisions, not just results. Companies are trying to emend the ethicality of employees according to Bezerman and Tenbrunsel. But this ethical practice should not be forced. Management should create such environment or make structure where employees willingly learn ethical practices and work accordingly. Above all, a leader should should be concern about his own blind spots, which may permit or even encourage, the unethical behaviors that he is trying to extinguish.