Modern management places enormous significance on ethical decision-making. The complex relationships among principles, values, and actions within organizations – especially sports teams – necessitate an in-depth grasp of managerial ethics. Barbu and Craciun (2012) provided important insight into this aspect in their scholarly work “Considerations on Managerial Ethics in Sports Organizations.” As we journey into sports management and its ethical depths, our focus will inevitably come together around where moral boundaries, leadership styles, and accountability collide. On this journey, we explore ethics and investigate what forms the basis for sports organizations’ ethical framework. Barbu and Craciun’s insights allow us to uncover definitions and theories and their effects on sports organizations’ integrity and sustainability. Over the next paragraphs, we explore these topics under their guidance, providing insight into the ethical dimensions that define sports management.
Exploring Ethical Dilemmas and Management Aspects
Barbu and Craciun (2012) define “ethical dilemmas” as complex situations with conflicting moral imperatives, necessitating ethical decision-making processes to navigate tradeoffs between competing ethical considerations and navigate moral turbulence (Barbu & Craciun, 2012, p. 60). Such dilemmas place individuals and organizations at an ethical crossroads, necessitating a thorough evaluation of all ethical dimensions associated with their actions (Barbu & Craciun, 2012). Lastly, this article delves into the multifaceted management world by exploring its four primary aspects – strategic, operational, organizational, and cultural. Within strategic management, the focus lies on creating objectives and making plans to achieve them. On the operational front, emphasis is given to executing these plans efficiently, while organizational considerations center around creating efficient structures with optimal resource usage in mind. Cultural elements foster an atmosphere of belonging by inculcating shared values throughout an organization (Barbu & Craciun, 2012, p. 61). As we explore ethical dilemmas and management facets, it becomes evident that effective navigation of ethical crossroads and orchestration of different facets are integral to maintaining ethical integrity and sustainable progress within organizations.
Pillars of an Ethical Organization and Tools for Ethical Management
Barbu and Craciun (2012) outline three essential pillars of building an ethical organization: ethical culture, leadership, and governance. Ethical culture acts as the bedrock, embedding shared values and principles among employees while instilling a collective commitment to ethical conduct. Ethical leadership then sets an example for moral behavior throughout the organization. At the same time, ethical governance is influential by advocating transparent decision-making processes backed by robust accountability measures (Barbu & Craciun, 2012, p. 61).
As we explore ethical management more deeply, this article presents a toolkit of seven core components to further our exploration. These elements include codes of ethics, ethics committees, training programs, audits, whistleblower protection measures, stakeholder engagement initiatives, and reporting mechanisms. Collectively, these serve to promote ethical behavior while creating a culture characterized by responsibility and increased ethical awareness (Barbu & Craciun, 2012). The interplay among culture, leadership, and governance within ethical organizations provides the basis for sustainable, ethical practices. Codes of ethics, ethics committees, training initiatives, audits, whistleblower safeguards, stakeholder engagement initiatives, and reporting mechanisms help create an environment where ethical standards are upheld with care; accountability is prioritized and ethical conduct is fostered.
Guiding Principles and Assessing Ethical Practice
Organizational ethics depend upon having a written “Code of Ethics” containing their principles, values, and standards in an official document. Serving as an ethical compass for stakeholders of an organization to navigate complex moral dilemmas while remaining true to its moral framework (Barbu & Craciun, 2012; p 63). Schwartz (2002) provides additional ethical guidance by outlining the Five Cardinal Moral Standards contributing to a code of ethics’ effectiveness. These standards encompass harm prevention, fairness principles, reciprocity of values, and protecting human dignity as an integrated framework that protects from detrimental outcomes while encouraging compliance with ethical norms (Barbu & Craciun, 2012, p. 64).
Deepening our understanding, an “Ethics Audit” emerges as an exhaustive process designed to comprehensively evaluate an organization’s ethical practices, policies, and conduct. This evaluation procedure pinpoints areas for improvement while checking compliance with ethical standards (Barbu & Craciun, 2012, p. 65). Through ethics audits, organizations hone their ethical performance further and strengthen their reputation while upholding unwavering commitments to ethical conduct (Barbu & Craciun, 2012). An effective Ethics Code of Ethics combined with Schwartz’s moral standards and an Ethics Audit is the perfect combination to drive ethical excellence within organizations. Each component contributes to creating an environment of ethical awareness, accountability, and advancement – essential elements for creating sustainable organizations with strong ethical fabric that thrive.
Fostering Accountability and Addressing Ethics Gaps
“Whistleblowing Phenomena” has become an integral component of organizational ethics, representing an act undertaken by individuals within an organization to report unethical or illegal activities to external entities or the general public. Such actions have two goals in mind: to enhance accountability and transparency while at the same time calling out any form of misconduct that undermines or threatens the ethical pillars or social norms of an organization (Barbu & Craciun 2012, p. 65). DeSensi and Rosenberg (2003) offer additional insight by investigating the causes behind unethical attitudes and behavior among sports club managers. These factors can be broken down into three main components: Organizational Culture, Pressure for Results, and Competitive Environments. This interplay of factors may create an environment conducive to unethical conduct in an organization (Barbu & Craciun 2012, p.66). A coherent picture emerges as we dissect the intricate dynamics of whistleblowing phenomena and delve into the causes of unethical conduct. Whistleblowing catalyzes accountability, as individuals seek to uphold ethical standards within an organization by holding it to its moral code. DeSensi and Rosenberg (2003) identified factors that illuminate the external pressures which have an outsized influence over individual decisions, ultimately shaping the ethical landscape of organizations.
Conclusion
Importance of Ethical Management in Sports Organizations: Sports organizations are highly dynamic environments where adopting ethical management practices represents an ethical obligation and is seen as a strategic imperative. Barbu and Craciun (2012) highlight the complexity of ethical considerations within managerial settings. Understanding ethics as defined, ethical dilemmas, management facets, ethical pillars, tools for ethical management, codes of ethics, moral standards, ethics audits, whistle-blowing, and influencing factors all play an integral role in creating an environment in which integrity, accountability, and ethical behavior thrive. Such principles protect sports organizations’ reputations while creating an atmosphere of responsible and principled leadership.
Work Cited
Barbu, R., and Liviu Crăciun. “Considerations on Managerial Ethics in Sports Organizations.” Management and Marketing Journal, 2017, www.semanticscholar.org/paper/Considerations-On-Managerial-Ethics-In-Sports-Barbu-Cr%C4%83ciun/cd63aa275904f2aa48e2295410252d551f1f72e9. Accessed 21 Aug. 2023.
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