Description
Primary Task Response: Within the Discussion Board area, write 400–600 words that respond to the following questions with your thoughts, ideas, and comments. This will be the foundation for future discussions by your classmates. Be substantive and clear, and use examples to reinforce your ideas.Theresa and Mike understand that building the culture they envision for the newly merged company JEANSTYLE requires effective communication, collaboration, and participative problem solving. They envision creating an organization such that Joe and other employees will know exactly what to do when faced with choices that involve ethics. As the first step in embedding clear ethical processes in the organization, they realize they need to devise a code of conduct. Both companies have operated with an unwritten code that was never formalized. You have been asked to help them understand the purpose and content of an excellent code of conduct and how they should go about developing it.Review the scenario for this course, and answer the following questions:What is the purpose of a code of conduct? Evaluate the code of conduct of Levi Strauss, and describe the ethical principles it includes. In your own work experience, have you seen similar ethical principles used in organizations and, if so, which ones?Responses to Other Students: Respond to at least 2 of your fellow classmates with at least a 200-word reply about their Primary Task Response regarding items you found to be compelling and enlightening. To help you with your discussion, please consider the following questions:What did you learn from your classmate’s posting? What additional questions do you have after reading the posting? What clarification do you need regarding the posting? What differences or similarities do you see between your posting and other classmates’ postings?
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Problem B: Regulatory Compliance
Note: All character and company names are fictional and are not intended to
depict any actual person or business.
Knowing that mergers may require a dramatic change in company culture,
you realize that you need to meet with the human resources (HR) and
leadership teams because they will play important roles in the merger. The
leadership team will drive the change, and the HR team will be charged with
managing the change. You have scheduled a meeting with Steve Maine, your
vice president at ALTAP consulting, to consult with him on this project.
“Thanks for meeting me today, Steve,” you begin. “I need to talk through
some of the issues before meeting with the HR and leadership teams at
UWEAR and PALEDENIM. The merger is going well, but it is becoming
apparent that there are some significant change issues that need to be
addressed.”
“I’ve heard good things about your work on this project,” Steve answers. “I’m
sure you have it under control, but I’ll be happy to help where I can.”
“We are dealing with the issues of joining together two very disparate
companies,” you explain. “On the one hand, UWEAR is public and has 100
employees; on the other hand, PALEDENIM is private with only 15
employees. They basically provide the same type of service, but they are
completely different businesses in how they operate inside and outside of the
company.”
You continue, “Yes, and both the employees and managers of each company
have different philosophies and expectations. PALEDENIM employees and
managers have a kind of ‘one-for-all and all-for-one’ attitude. They all chip in
to get the job done. The UWEAR employees and managers look at things
differently. They’re more apt to do their jobs, get them done, and go home
without consideration for what else the rest of the team needs to complete.”
“That is definitely a culture issue,” Steve agrees. “In fact, that is the classic
definition of a culture issue. I’m sure they’re also dealing with the typical
power struggles. I bet everyone is worried about whether their department
will be headed by a UWEAR manager or a PALEDENIM manager.”
1
Problem B: Regulatory Compliance
“Exactly,” you say. “I know the intention of the merger is to benefit both
companies, but there are unintended consequences as well. We need to do
whatever we can to help the employees of both companies get through this
with the fewest glitches possible.”
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Unit 4 IP 1
Student Name
Assignment Title
Colorado Technical University
Date
Unit 4 IP 2
Introduction
Introduce the topics that you will cover in your paper. Use 12-pt., Times New Roman,
double space, and indent each paragraph throughout your assignment. Each paragraph should
answer assignment questions. Include a topic sentence, at least 2 qualifier sentences, and a
transition, for a total of 4 sentences. Use APA in-text citations where your references are used.
Do not change the document margins. The assignment should be 4–6 pages (plus a title page and
a reference page). Please write the paper to the CEOs.
What set of steps should be used to create the code of conduct?
Briefly explain codes of conduct and outline and describe the steps that should be taken
to create a code of conduct for the new company. Please cite sources from the text and the CTU
Library to support your explanation. Replace the question above with a shorter subheading.
What should be included in the code of conduct?
Discuss possible topics that could be covered in the new code of conduct and explain
why topics to be covered in an important consideration. Please cite sources from the text and the
CTU Library to support your explanation. Replace the question above with a shorter
subheading.
What impact does a code of conduct have on an organization’s culture?
Describe for the CEOs what the potential impact on the culture of the new company a
code of conduct may have. Please cite sources from the text and the CTU Library to support
your explanation. Replace the question above with a shorter subheading.
Conclusion
Summarize the main points of your paper. Be sure to proofread your assignment for
organization, grammar, punctuation, and APA style.
Unit 4 IP 3
References
Cite 3–5 sources in APA format. Here are some examples of references cited in APA
format:
Gliddon, D. G., & Rothwell, W. J. (2018). Innovation leadership. Routledge.
https://login.proxy.cecybrary.com/sso/skillport?context=137758
Khan, M. A., Ismail, F. B., Altaf, H., & Basheer, A. (2020). The interplay of leadership styles,
innovative work behavior, organizational culture, and organizational citizenship
behavior. Sage Open, 10(1).
http://dx.doi.org.proxy.cecybrary.com/10.1177/2158244019898264
Kmec, J. (2012, March 13). Where’s the boss? And what counts as “work”? The Society Pages.
https://thesocietypages.org/socimages/2012/03/13/wheres-the-boss-and-what-counts-aswork/
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