The Wheeled Mechanic Department of the United States Army’s code of conduct values integrity, commitment to excellence, and people. This code provides a framework and guidance about business culture as expected among employees, stakeholders, and senior management. The code forms a fundamental basis through which we undertake business enhancing the upholding of high levels of ethical and legal responsibilities.
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Treating People with Respect and Dignity
The culture of a successful business revolves around the management and treatment of people with care and dignity. Understanding that the entire United States Army values the contribution of every individual, our department takes cognizance of the need to treat our partners, customers, and one another with respect and dignity. The leaders of the department encourage an open work environment and ethical culture, which fosters a respectful relationship under which employees may raise concerns without fear of retaliation.
Development of Safe Workplace
People form the greatest assets of the department. The department strives to protect the safety and environment of its employees through the entrenchment of safe workplace policy. This involves full compliance with workplace regulations and laws. It is our mission to protect the environment by observing sensible environmental practices. Furthermore, the department strives to maintain a drug-free and secure workplace environment. The employees are encouraged to adopt proactive approaches in the management of injuries and accidents.
Maintenance of Financial Integrity
The department handles huge amounts of resources and as such upholds high levels of integrity in its financial management and practices. The department’s accounting officer documents all transactions to ensure accuracy and integrity of financial reports. It is within this perspective that financial books, records, cost accounts, and financial statements are handled transparently. The department has developed an effective chain of command through which financial concerns are raised without fear of victimization. Shah (2007) underlines the fact that demonstration of ethical code of conduct demands that “all books, records, accounts, and financial statements must be maintained in reasonable detail, must appropriately reflect the transactions, and conform to applicable legal requirements and accepted systems of internal controls.”
In the understanding that appreciating diversity in organizations calls for the fact that each person creates a larger part of the “business entity” and works together striving for the same objectives and aims are much more important than their differences, diversity management forms a major component of our department’s life and forms the very foundation of its stability. The role of each employee in this chain is to facilitate and accelerate the rate at which diversity happens within our businesses. The policy seeks to incorporate the participation of every individual being a part of the department.
In addition to the above, we strive to promote and change the communication culture of the department. The common challenge that arises from diversity is that different people within an organization have different backgrounds (Jackson, 1993). A different group may consider something as very abnormal that can be considered as normal by a group of employees with a similar background. This issue becomes poignant when one group forms the majority. “Prejudice is a preconceived judgment about an individual or group of people” (Sonneschein, 1999). Our policy is to appreciate the contribution of all employees regardless of their backgrounds. This revolves around the understanding that diversity is our strength.
Jackson, S. (1993). Diversity in the Workplace: Human Resources Initiatives. Philadelphia: Guilford Press.
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Shah, A. (2007). Local public financial management. London: World Bank Publications.
Sonneschein, W. (1999). The diversity toolkit: how you can build and benefit from a diverse workforce. New York: McGraw-Hill Professional.