Ethical Decision Making in Organizations: A Person-Situation Interactionist Model
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Linda Klebe Trevino (1986) proposed an interactive model to ensure ethical decision-making within the organization. People have paid great attention to moral decisions within the organization, especially for various reasons, such as the increasing public attention to the ethical behavior of the organization, irony of the administrator. The interactive model of ethical decision means contextualization. Individual variables interact with cognitive elements to determine how administrators behave in response to moral dilemmas. Identify these behaviors and take necessary actions to transform administrator's decisions into a more ethical perspective (Trevino 1986, 601-17).
One of the main areas of interest in the current decision making process is ethical decision making. Management of ethical behavior in an organization is one of the big problems facing organizations today. The decision that an employee acts ethically is greatly influenced by contextual factors. The history of decision making, personality and management philosophy are a number of factors that turn employee behavior into more ethical behavior (Stead, Edward and Stead 1990, 233-42). This means that the management philosophy can play an important role in transforming decisions into ethical decisions.
There are several decision models that you can choose in any situation. In my research I came across some of the responsible decision making models, moral decision making models, democratic decision making models, collective decision making models. Decision making is performed through all other management functions and plays an important role in building active relationships. Decisions are required to execute all administrative tasks from organization to management. How these decisions are made will benefit the organization or harm the organization depending on whether they are valid or invalid. The effectiveness of decision-making modules within an organization helps to determine if interpersonal relationships are advantageous or disadvantageous. This is because the decisions made by the administrator determine the nature of the three elements of the work environment (work, leadership, and organization).