In this survey, I will be offering the consultation services toMcDonald’s Corporation. McDonalds’s is the world’s largest chain of hamburger fast foods restaurants. It serves approximately 68 million customers every day in 119 countries. Its headquarters is located in the United States. The company began operating in 1940 as a barbecue hotel under the management of Richard and Maurice McDonald.

Recommend key steps that the organization should take to create a strong culture:

Step one: Evaluate its present culture and performance

Here, the organization defines its critical performance priorities, such as its growth, the profitability, customer satisfaction among others. Here, the organization also its behavioral strengths and also the value weaknesses that may be holding back the organization from succeeding. If the present culture encourages appropriate ethical behavior, then it will be an indication that the organization needsto uphold it. On The other hand, if the findings reveal that the prevailing organizational culture has led to degeneration of the conduct among the employees, then this is an indicator that the organization should take immediate actions to revert the situation.

Here the organization defines its vision for improving results with at least one its performance priorities. The company also finds out how it can build a culture advantage by leveraging the behavior strengths and also improving weaknesses. Over time, the priorities of the organization may change; hence a need arises to reaffirm the organization’s visionThe reaffirmation will ensure that the new employees are at par with the old ones. It also eliminates the room for misinformation to the new employees.

Step three: Clarify strategic priorities

Here the organization defines and clearly shares at least three actionable strategic priorities that it will focus on. For example, if the priority is growth, will it be achieved through new products or services or other strategies? The significance of clarity is that when there is no organizational frame of reference to acting as a guide, employees are left to act as they deem appropriate and act according to their moral intuition. Owing to this, the employees are left at a higher risk of unethical conduct. Clarity removes the ambiguity and vagueness of the moral expectations which reduces the chances of unethical conduct within the organization.

Step 4: engage its team in defining

Here utilization of the feedback is critical in defining the objectives that support each strategic priority. For example, if there is a weakness with accountability, the goals should include more disciplined plans, reviews and other approaches that support the behavior you want to achieve.When the employees are involved in the decision-making process, they can raise their issues of concern. But when criticism is not allowed, people only close their eyes and ears to what they do not like to see or hear. In such situations, the result will be a blockage of negative information, which might have helped the organization to change for the better. r experiences, they are denied thechance of learning from others mistakes.

Step 5: manage communication habits and routines

Transparent, genuine and consistent communication is essential part of the process.Employees can only be held answerable if they knew or rather could have known the consequences of the actions they take. Employees who are not aware of the consequences of their conduct are denied the opportunity to alter, modify or account for their conduct. The lack of awareness will lead to asituation where the employees only concentrate on the actions without any regard to the possible consequences. Conversely in the organizations where there is a high level of transparency, the employees will be in a position to modify or correct their behavior or those of their fellow workers.

Step 6: build motivation

Here feedback and recognition are utilized to make the process successful. The organization should ensure that it shares and celebrates thetransparent. Research has shown that when the staff is demotivated or dissatisfied, there are high chances that it will act unethically. Employees who feel that they are treated unfairly may try to balance the scales of justice by intentionally causing harm to the organization. Instead, the employees should be encouraged to identify themselves with the values of the organization.Because of this they will be intrinsically motivated to comply with the ethical standards of the organization(“Corporate Culture: The Center of Strong Ethics and Compliance – Deloitte Risk & Compliance – WSJ,” 2015)

The tie between the organizational culture and ethical conduct.

Organizational culture has far-reaching influence on the employees’behaviors. Ethics policies and ethical leadership are embedded in the organizational culturehence if well designed; they can have far-reaching effects in ensuring the success of the organization.Strong leaders model and pass on ethical aspects of the culture to their employees. The stronger the organizational culture with better evolution, the more insistence on the ethical behavior of the employees and their implement. We see thatbetter ethical behaviors are expected from employees when you increase their adaptability to the work environment. Better ethical behavior is also expected when the value and the significance of work methods are increased. The behavior is also enhanced by increasing the employees’ attention to the organization’s mission and objectives and involving them in the decision-making process. With a more open and ethical organizational culture, employees will tend to be committed to the corporate social responsibility that will create more honest environments. As aconsequence, this will not only decrease the unhealthy environment, but may also restore back to healththe worsening environment(Schein, 2010, p.7)

Groups to take the survey

Group 1- five representatives from the senior management

Group 2- 10 representatives from the junior/ subordinate staff

The administration plays a crucial role in ensuring the success or even failure of any organization. Hence, the representatives from the senior management will be crucial in giving the informatioministrative strategies the organization is employing. The information gotten will be helpful whengiving recommendations regarding the proposed administration modification to achieve the required ethical conduct.On the other hand, the subordinate staffs form the backbone of the organization in that they are the ones who implement the policies of the organization.Hence, they are important in that they will give their views towards the organization, in terms of employer-employee relationship, which will be important in advising the management. The advice will assist the management to build arapport with the subordinate staff.

The invitation to participate in the survey

, for the purpose of building rapport, amongst the employees in the organization. A good rapport is essential for effective running of any organization. Employees being the backbone of any organization, should be treated with utmost diligence. The survey is intended to establish the current status of ethical conduct in the organization, organization’s culture. After the completion of the survey, the results will be availed to the management, for the purpose of implementation. Confidentiality is assured for the suggestions you give. Feel free to contribute, for the betterment of the organization.

criteria for conducting the ethical climate survey

The target audiences in this ethical survey are both the senior management staff and the subordinate staff. The survey will be administered using both the open-ended and the rigid types of questionnaires. The survey forms will be distributed to the selected participants, where they will fill in the questionnaires at their convenience, preferably within three days. The questionnaires will consist of tworigid and ten open-ended questions. The rigid questions will consist of five answers framed as strongly disagree,disagree, moderately agree, agree and finally strongly agree. Three questions will be raised to evaluate each of the ethical behaviors. For the open -ended questions,, a space for a brief explanation will be provided. Our staff will avail themselves daily in the organization’s premises, in case of any consultations or clarifications. On the same note, we have also included our contact number at the bottom of the form. Employees who feel comfortable will be allowed to fill in the questionnaire in the presence of the researcher.

Sample questions

On employee satisfaction:

My supervisor portrays a good example in terms of ethical behavior

My supervisor does as he says

My supervisor is honest and reliable

On ethical climate of the organization:

In my immediate working environment, I am sometimes asked to do things that conflict with my conscience.

To be successful in my organization, I sometimes have to sacrifice my personal norms and values

In my job, I am sometimes put under pressure to break the rules

On the organizational culture:

The organization makes it clear to me how I should conduct myself appropriatelytowards others within the organization

The organization makes it clear to me how I should use my working hours responsibly

The organization makes it sufficiently clear to me how I should I should handle the office equipment

On Impact of existing ethics training program(s):

What is the ethical impact of the seminars conducted in the organization?

How do you reward the employees who show outstanding ethical conduct?

Are the seminars sponsored by the organization?

The intent, purpose, and expected impact of conducting the ethical climate survey

The intention of this survey is to retrieve information both from the management and the subordinate staff, on their views on the prevailing ethical standards in the organization.The

References

Schein, E. H. (2010). Organizational Culture and Leadership. New York, NY: John Wiley & Sons.

Ethics institutionalization, quality of work life, and employee job-related outcomes: A survey of human resource managers in Thailand. (2010, January). Retrieved from http://www.sciencedirect.com/science/article/pii/S0148296309000174

Corporate Culture: The Center of Strong Ethics and Compliance – Deloitte Risk & Compliance – WSJ. (2015). Retrieved from http://deloitte.wsj.com/riskandcompliance/2015/01/20/corporate-culture-the-center-of-strong-ethics-and-compliance/