Bring out changes in work environment to represent the best of oriental and western

work ethics and culture

Work ethics and working traditions are measures or values that are by and large based around
carefulness. Work ethics can incorporate safeguarding social abilities, being dependable and
motivated wherever required in a work setting. (1) Basically, Work ethics attitudes separate to
what one does or would do in a specific circumstance. Clashes in the work of open officers are
additionally associated with the contrary appearance because of its adverse effect on the
individual himself and the general population around - clients, partners. It likewise negatively
affects the productivity of work, correspondence, working environment.

Western visitors to Far-East often are worried by the vast differences in the way negotiations are
conducted. One should remember that in business, ethics is not only about values and morals,
but also about engaging cooperation, communication, and standards that improve human rights
and working conditions. Many Westerners are upset to find that partiality is widely practiced
throughout Southeast Asia. (2) This is because the Asian culture in general is considered a
collective one. This means that the group, as a whole, is more important than the individual.
Western culture is just the opposite. In Western countries, individual achievements and
advancements are respected and recognized as the spirit of success. Therefore, it is not
uncommon in Far-East business environments to find fathers, sons, daughters, cousins and
other extended family members working in one business. (3) In the Western world, such
practices are not encouraged, because it is believed that favoritism will lead to bring dispute in
the workplace.
In this way, values that are honored and respected in one country may not be considered very
important in another. (4) Westerners place more importance on business ethics than other
countries. These are based on:

Laws and regulations

Consumer rights and expectations
Business values and work ethic
Morality, and protection

Process of developing SEALs own engineering and technical practices, standards and
procedures acquiring required technical licenses, accreditations and certification
The process involves Kotters 8 Step Process for Leading Change

Kick-of
meeting to
set deadlines

Creating Core
Team &
support areas

Vision
Statement &
Strategies to
be adopted

Identify and
understand
stakeholders

Encourage
ownership &
participation

Generate
short-term
improvement
s

Change
Leadership &
continue to

Assess
behaviour
change

minimize
barriers

1. Kick-off Meeting to set Deadlines:

Company should organize Kick-off meeting involving all Heads of Departments to provide the
guidelines and realize the importance of deadlines to the proposed action plan. All should
understand that change can bring out an emotional response from the employees. It is
important therefore to make sure that right from the beginning of the change process one
understands the need to engage staff emotionally with change, in a positive way. (5) The
differentiation between those aspects of the change that speak to logic and those aspects that
appeal to emotions must be made transparent. By engaging these aspects, one will be relating
to employees response and approach to change so that they are able to see, feel and then
embrace the need for change.
2. Creating Core Team & Supporting Areas
The guiding association is your group of change leaders, and has a very important role to play.
The guiding association is involved in setting direction for the change, identifying options and
making decisions about where energy should be focused, as well as gathering support and

resources from other parts of the organisation. Putting together the right team to lead a change
initiative is critical to its success. That team must have the right composition, a significant level
of trust, and a shared objective. These people should be committed to supporting the change
from beginning to end.
3. Vision Statement & Strategies to be adopted
Vision statement provides clarification on the purpose of the change. The statement serves to
motivate the staff to take action in the right direction. It helps to coordinate actions in a fast and
efficient matter. It helps to communicate quickly and clearly. It gives power to action.
Strategies should speak on the content of the change, the employees aspect of the change
and the process module of the change.
4. Identify and understand stakeholders
Stakeholder is an individual or a group of individuals who are directly or indirectly impacted by
the change that is to be implemented. (6) With the help of core team one should list all
stakeholders and explore understanding of their response to the change. With this initial
understanding team can develop appropriate messages or forums for this group to be engaged.
Note to include your own people as stakeholders in the change.
5. Encourage ownership & participation
One should allow the interested staff to take ownership of the respective areas. This will enable
the company to fulfill the deadlines and overcome any obstacles with the help of support staff.
6. Generate short-term improvements
During the above phase, technical licenses are obtained. Accreditations from the relevant
organizations are obtained and Certifications are respective authorities. Manuals relating to
engineering and technical practices have been drafted. Standard Operating Procedures (SOPs)
are in line from the HR Department.
7. Change Leadership & continue to minimize barriers
Leadership is invaluable. But, at this time, they will also take time to ensure that all the new
practices are firmly grounded in the organizations culture. (7) It is for the leaders to steer the
course for the long-term. Without sufficient and consistent leadership, the change will stall, and
succeeding in a rapidly changing world becomes highly problematic.
Core Team should constantly review the barriers and gauge which are the most important ones
to address for the particular change. The Team can then determine the most workable solution
for the change context.

8. Assess behaviour change

The most crucial part is assessing behavioral change. One should remember the following:
Cultural change comes last, not first
Core Team must be able to prove that the new way is better than the old
The victory must be noticeable and well communicated
Team must strengthen new standards and values with incentives and rewards including
promotions.

References:
1. Chen, S. (2005). A Social Exchange Perspective on Business Ethics: An Application to
Knowledge Exchange. Journal of Business Ethics, Nr. 62.

2. Fassin, Y. (2005). The Reasons behind Non-ethical Behaviour in Business and

Entrepreneurship. Journal of Business Ethics, Nr. 60.

3. Kulik, B.W. (2005). Agency Theory, Reasoning and Culture at Enron: In Search of a
Solution. Journal of Business Ethics, Nr. 59.

4. Wagner-Tsukamoto, S. (2005). An Economic Approach to Business Ethics: Moral

Agency of the Firm and the Enabling and Constraining Effects of Economic Institutions
and Interactions in a Market Economy. Journal of Business Ethics, Nr. 60.

5. Gray, J. H., Densten, I. L., & Sarros, J. C. (2003). A matter of size: Does organizational
culture predict satisfaction in small organizations. Melbourne, Australia: Working paper
65/03, September, Faculty of Business and Economics, Monash University.

6. Lipset, S. M. (1990). The work ethic - then and now. Public Interest, Winter 1990, 61-69.

7. Randall, D. & Core, J. (1991), Interrelationships of work commitment constructs, work

and occupations. Vol. 18 (2), pp. 194-211.