Managing Business Conduct From a Global Perspective

Identify how the compliance and ethics programs of most companies fall short of addressing global business ethic responsibilities.

Is your time best spent reading someone else’s essay? Get a 100% original essay FROM A CERTIFIED WRITER!

Order now

Most of the companies in most recent are short of conforming to ethics and compliance programs which are established. Their conformity does not even fulfill the basic responsibilities that they duly signed to follow and adhere. Most of these multinational companies are mandated to address all the essential responsibilities such as developing their human resource. These businesses in most recent are not tapping and nurturing their talents (Margolis, 2011). They have resorted not to develop their people who will lead them obtain their company objective, mission, and vision. Secondly, they are not delivering products which are of high quality to their consumers. Consumers are getting a raw deal of what they are paying for since these companies are producing cheap commodities of the lowest quality. Thirdly, they have lost touch with vexing issues that reminds them how to be relevant and always remain competitive in the market. Finally, they should not only concentrate on being a compliant company until they lose direction on the performance concepts and tools that manage their innovations, quality, and financial results.

Explain how companies must manage business conduct and ethics with performance tools and decision-making processes to optimize business sustainability.

Better business conducts advocated by all stakeholders of a company. Most importantly, the employees are critical in propelling the company to attain business sustainability. The need for adoption of better corporate behaviors now is not an option but a mandatory. To optimize a company stability, it has to embrace the following;

A company has to identify conduct gaps. These shortcomings are in the form of three patterns and include; altitude effects, organic matter, and early system alert of staffs. If the company wants to better their performance results, it has to breach these three patterns of conduct gap that mostly exist between employer and employees or top management and line managers. Secondly; the company should institute data-driven tools. Very few organization consist of data that they use to evaluate the stringency of determining what they follow. Organization should not boost of the excellent human resource they have employed, written code or on how they discipline their employees; they should instead institute Data-Driven Tools to guide them in their daily assessment.

Thirdly, these companies should establish a global business standard. These project developed should be helping respective businesses to gauge their business ethics index that benchmarks over time their behavior. This world market standard entails the company's code of conduct. Fourth, the firm should push hard to go beyond the compliance as usual. This aspect involves a lot of things that a company should do (Grossberg, 1999). Amongst them is examining operating environment, exploring the core features of the business and crafting a plan of performance-improvement that is tailored to essentials using tools of management that include; employ motivation, external relations, marketing strategies, product design, community engagement and employee training. Lastly, revising the mental model that involves binary categories that comprise of; legal versus illegal, compliant versus noncompliant and ethical versus unethical. All these characterizations help in leaving room for gradual improvement or degrees of performance by the organization.

How would organizational leaders apply and use the data for implementing best practices in corporate culture and social responsibility?

Confident, dynamic and abroad way organizational leaders can oversee a company attaining business stability and success and embracing social responsibility, and best corporate culture practices are through the use of data collected by codex evaluation tool. If all of them can adopt this data collection and analysis by providing performance snapshots which are key indicators making conduct issues be visible to the rest of the leaders, they can quickly propel the company to attain its primary objective. These data gathered should aggregate various categories. These classes should get linked to all aspects of the business appraisal or gaps. The organizational leaders are at liberty to analyze this data depending on how they may like to analyze it. For practical implementation of these data, they would focus beneath the indicators and interpret with judgment and care based on data and facts (Pavic, 2006). Still, these data will aid them to shift from what they feel is not adding any value to compliance-oriented review, systematic data reveal of hotline usage, disciplinary actions, and investigations to the all-inclusive examiner of overall performance on only critical standards of the company. By engaging in the above approaches, the company will be executing corporate culture practices that are good and meet the societal social responsibility.

How does the data impact global brand development?

For any given company to perform well abroad, its global name brand should be protected and made better by other top management. A company should be able to market itself using its already built brandy. Its name brand should always be distinguishable from those of its competitors. For a firm to have a good reputation brand globally, it should focus on the survey data it conducts to determine how its global name brand is ranked. It is through the interpretation of data that both board members and business heads should know their opportunities and threats and how they can convert these two to achieve conduct goals. Data also presents a discerned way of thinking thus those in charge can either hope that its global brand is improved or rebranded. All these options are achieved only through data collection and evaluation.

References

Grossberg, A., Struwig, J., & Tlabela, K. (December 01, 1999). Contextualising the global information revolution in a development arena : a case study : research article. Communicare : Journal for Communication Sciences in Southern Africa = Communicare : Tydskrif Vir Kommunikasiewetenskappe in Suider-Afrika, 18, 2.)

Margolis, J. D., Paine, L. S., & Deshpande, R. (September 01, 2011). A global leader's guide to managing business conduct. Harvard Business Review, 89, 9.)

Pavic, S., Simpson, M., & Koh, S. C. L. (January 01, 2006). A Prototype E-Business Model to Create a Competitive Advantage in SMEs.