What is the relationship between Leadership and Ethics, why they must Essay

What is the relationship between Leadership and Ethics, why they must be related and how they can be related in daily Leadership in the Intelligence Community - Essay Example Leadership, which establishes the corporate identity, is difficult to delineate in terms of moral leadership, mainly because leadership is about the â€Å"influence of individual character and the impact of personal mentoring† (Gini, Structural Restraints, par. 11), while moral leadership is considered a reflection of acceptable organizational values. According to Paul Hoffman, core values are what define individuals while ethics are demonstrated through behavior. Values are constant but ethics are different in different settings, and things are right, wrong, true or false, according to observed behavior. Therefore, in terms of leadership, organizational values should be reflected in leadership behavior and if not, the leader’s commitment to these values is questionable. Organizational failure can be attributed to personal greed over expressed organizational values. When an executive has low ethical standards of behavior, workers feel justified in responding in kind. Therefore, they consider bending the rules to be acceptable and are apt to be late for work, often absent, and three quarters of workers in a survey admitted they did not give the job their â€Å"best effort.† In other words, â€Å"American workers are as ethical/dutiful in doing their jobs as their bosses and companies are perceived to be ethical/dutiful in leading and directing them† (Gini, par. 2). A decade ago, business ethics were viewed in terms of administrative compliance with rules and regulations to maintain a market share. The situation has changed in a global business community, and companies are beginning to realize they must earn the respect and confidence of their customers (Business Ethics). Ethical behavior in business is under more scrutiny than ever before, mainly because of recent events—9/11, Enron, terrorism and the war in Iraq, along with a devastating economy and an unexpected number

Sylvias Bar Essay Example | Topics and Well Written Essays - 1250 words

Sylvias Bar - Essay Example It did good business, attracting high volume of customers and earning sizable profits from its beginning in the late 1980s till the mid-2000s. From the late of 2000s, its profits started to decline, as the flow of customers reduced to abysmal levels, even close the bar for few days of the week. The response from the customers dwindled because of Sylvia’s long-standing strategies of offering products and services at high cost, playing outdated music and also due to the advent of more modern bars in the neighbourhood. This report will focus on the Sylvia’s Bar and will discuss its current situation or problems, coming up with recommendations for it to manage those problems. Cost and menu High cost in the sense, Sylvia’s was established as a high class wine and cocktail bar, aimed at the customers, who constitute the top end of the market. Because of this focus on a particular target segment, the price of the drinks and the food was on the higher side. Although Sylv ia’s Bar wanted to focus more on these high segment, who are able to pay the high prices. In the fact, with this pricing restrict its customer base. Due to these high pricing, other segments of the wide prospective customer base look for other options that the bar has to throw ingredients by the reduction of the customers, and this was validated by Sylvia’s waitress, Kate. â€Å"We throw too much food away, I’m not sure that the customers in town are looking for this kind of fancy stuff†. ... (Piron 2000). (Vickers and Renand 2003). So, by setting price on the basis of industry standards, and equal or less than its competitors, Sylvia’s Bar can expand its customer segment. Even while bringing in more customers, care should be taken not to compromise on the quality. Staffing The insistence of using only classically trained cocktail bar staff, who have completed a course in bar work at South Birmingham College, negatively impacts the finances of the Sylvia’s Bar. As these particular staff demand payment, which are double the ones paid to the casual bar workers, Sylvia has to allocate a sizable financial resources for the salary of these staffs, which further eats into their income. As the customers do not particularly insist on qualified employees from a particular academic institution and may not even know that fact, it is not compulsory for Sylvia’s Bar to recruit only them. Instead, they can recruit skilled and enterprising casual employees and impor tantly train them according to the job needs. (Mattila 1999). Training programs may not cost sizably, and on the other hand, the trained casual labourers can be paid only half of the salary paid to the other set of employees, thus saving crucial finances for the firm. (Kerfoot, Davies & Ward 2003). Sylvia’s bar also faced certain employee centric problems. Firstly, the employees had to wear a particular set of uniforms, and that according to certain employees was also very outdated. Barman Paul, 32 had this to say about it, â€Å"These uniforms are so dated and formal. I feel like I’m working in a church not a bar!† Importantly, this outdated feel of the uniforms would also negatively reflect among the customers, who might want to see employees clad in