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Organizational Behavior Trends and Decision-Making


Decision making in modern organizations should be based on moral and ethical principles followed by employees and management staff. The ethics itself is based on the principle of “the standard of care”. It means that all decisions and problem-solving approaches should be based on detailed analysis of consequences and outcomes of an accepted decision. Ethics will involve moral and social responsibility issues, fair attitude towards customers and colleagues.

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Clients served by professional of different fields have no choice but to rely upon them. Managers and employees are assumed to have a command of a complicated and changing subject matter; that is why they have been hired. But this also means that clients are rarely able to assess the professional’s competence.

Main Body

If the organization recognizes these beings and is able to improve their condition, then moral and ethical issues in decision-making arises. The fact that an ethical approach to decision-making is recognized by managers of organization is demonstrated by the fact that they cause the corporations to make charitable contributions. One is hard pressed to consume utilitarian way of thinking that such contributions may in the long run improve profitability by the formation of goodwill. In fact, the best arguments against such action are utilitarian in nature. Duties of ethical decision-making are the most difficult duties of modern managers to translate to an organization (Buchholz and Rosenthal 2000).

Duties of ethical decision-making rest on the issue that one can improve his/her own condition with respect to good value or intelligence. An example is the practice of organizations paying the cost of sending managers to universities to improve their skills and knowledge. Utilitarians would undoubtedly argue that such achievement is taken to improve profits through lower costs generated from the better management the organization expects to receive from better-educated managers.

Organizations would undeniably justify this practice on such utilitarian grounds. Though, the ethics must truly be stretched to translate an individual manager’s education to the bottom line. A more credible explanation for such things as classes in human relations might be found in the desire to fulfill a duty for self-improvement. For example, one could argue that by failure to improve managers’ knowledge of ethics, a corporation has caused the public to incur greater risk of unethical conduct by the organization (Boatright 2001).

The duty of ethical decision-making becomes one professionals may more easily associate with business enterprise if professionals expand upon definition a bit. A commonly held and frequently cited moral rule is that business organizations have the duty to make profits.

Total impact ethical rules provide the broad classification into which the deontological basis suggested here will fit. The classifications scheme could take the form of accounts set up for each of the duties that an organization has chosen as applicable to it. Since doing one’s responsibility has an associated impact upon profit, an account would also be created to summarize those effects over periods of time. The ethical decision-making is a key professional involved in assisting management with the task of setting responsibilities and with monitoring progress toward meeting such responsibilities (Buchholz and Rosenthal 2000).

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So, decision-making relies upon moral standards and strong ethical principles accepted by the organization. In the personal code of a manager, independence in decision-making may be defined in a professional context as a state in which one is self-reliant and not easily influenced by others. Professionals rely upon their own expertise and judgment rather than opinions, biases, or emotions of other persons. Self-determination, as an ethical concept, is prominent in the engineering profession. Indeed, all professionals should be independent in that they should not subordinate their judgment to make a client happy.

Technology influences all spheres of business and economy. In organizations, employees are subjected to impact of technology and information systems. Thus, critics admit that technology leads to stress among workers. Stress and conflict are the main problems affected the modern workplace. In order to manage stress, employees use problem analysis method and relaxation. The important factor of dealing with technological stress is control of stressful situations and avoidance of stress. the main solutions to stress management are

  • the need to set and meet deadlines (it can involve scheduling and individual commitment);
  • the need for dynamic work (it can be reflected in efforts at synchronization and the sequencing norms adopted by the employee); and
  • the need to assure an adequate demand (it can involve resources and the employee’s duties and tasks).

These methods arise at the interface between individual and the company. Most often, that employee interface takes place within the kinds of functional teams; therefore, those interface issues get played out mainly in an organizational context (Davis 2008).

Working as a project manager, employees have to deal with diverse tasks and control allocation of technological solutions. Many of the projects are apparently new to the employees, both collectively and distributively, so the staff also has a lot of work to do in the problem-solving stage, and possibly in the conflict resolution stage, of its production function. While this is no revolutionary insight, in the context of presently emerging technologies the choices made have far-reaching consequences. In our judgment the key to the continued innovation success rates these companies enjoy is to be found in their careful management of structure (Davis 2008).

Technology affects mental and physical state of a person. It leads to mood disorders, anxiety and fear. Many employees feel that they are unable to cope with technology and experience emotional distress working with new machines or automated production systems.

The personal experience allows me to say that effective stress management, conflict management and project scheduling is based on careful analysis and evaluation of alternatives. A manager should pay a special attention to current situation and predict possible problems in employees’ relations. It is easy to predict and prevent stressful situations and conflicts then to reduce and solve the problems occurred. Strategic vision, careful planning and time allocation are the main success factors in modern management (Davis 2008).


In sum, a number of plans might help reduce the problems created by a neglect of employee support and team well-being functions, and of the middle stages of the project function as well. For example, employees might create work groups initially on a face-to-face basis, and then when they are recognized (in the sense of the functions and stages of the project) add the technological tools to their time resources. On the other hand, managers might try to create large working teams of communicators, using technologically mediated systems at the beginning but dealing only with routine project management issues.

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Boatright, J. (2001). Ethics and the Conduct of Business, 2nd edn, Upper Saddle River, NJ: Prentice Hall.

Buchholz, R. and Rosenthal, S. (2000). Business Ethics, Upper Saddle River, NJ: Prentice Hall.

Davis, M. (2008). The Relaxation & Stress Reduction Workbook (New Harbinger Self-Help Workbook). New Harbinger Publications; 6 edition.

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"Organizational Behavior Trends and Decision-Making." StudyCorgi, 28 Oct. 2021,

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