Ethical leadership and decision making

The policies specific to ethical practices Some policies are specific to ethical practices that I will have to protect the integrity of my organization when working with cross-cultural teams. The first policy will be concerned with the hiring process. According to the policy on hiring, the company will be using a broad-based recruitment plan and have a mandatory assessment on certain ethical standards for all the employees upon hiring before they can be allowed to begin their work in the organization. The evaluation, however, will be after they undergo three-month training on ethics and integrity within the firm. A broad-based recruitment plan is used when the mode of communication is through the mass media, and there is a need for a vast pool of resources with varied skill set (Wallace & Blanchard, 2017).

The company will use the flat structure with a blend of locals and expatriates in senior management positions. In this structure, the senior managers make most of the decisions of the company and the employees work under the least or minimum supervision (Hengameh, 2018). There are no middle level managers and the extra money that is to be used in hiring them are used for marketing the company and advertising. Having a flat structure with the locals and expatriates at the top level god the management is one of the ways of ensuring that the BCW organization manages to balance between diverging cultures and integrity of its operations and processes while maintaining a competitive advantage. That is because, with a good number of the locals at the decision-making level, the management can ensure that all the decisions made and communicated to the employees and other staff members.

It is important to note that individuals with information on how best to handle diverse cultures and other aspects are likely to respect other people’s cultural values and norms while exercising restraint and being able to balance the cultural values with the organizational standards on integrity (Zapata, 2016). The training for the BCW workers will be taking place at the end of the interview process for recruits and, it will take at least two months (Tjew-A-Sin & Koole, 2018). After the training, there will be an assessment to determine if the employees can balance ethical values with the organizational requirements in integrity. Those who fail to meet the expected threshold in the evaluation will be expected to either continue with the training for the next one month or consider quitting the job.

Even after confirmation of employment, there will be a yearly review of the employees' behaviors in relation to upholding integrity while respecting others' cultures when doing their work in the organization (Czerw & Grabowski, 2015). The effects can be in all areas of management and business operations. To begin with, making critical decisions on the management of the organization can be difficult as a result of the cultural differences (Jørn & Evangelia, 2018). For instance, in individual communities, women are considered inferior to men. As such, they are not allowed to rule over men. The same applies to organizational management in which women are not supposed to be in positions of power according to such cultures. That is because in certain cultures, cutting the wages or minimum salary is not considered ethical.

As such, the company is likely to face several strikes in its bid to make such decisions. All these indicate instances when several moral and cultural differences can affect the decision-making processes in BCW. Nevertheless, the strategies, policies, and procedures discussed will enable the management of the company to overcome all these barriers. Conclusion In this paper, I have discussed the implications for the management of the BCW Company in its new global markets’ ventures in relation to the effects of ethical values and cultural differences on decision making. researchgate. net/publication/260746271_Investigating_the_Relationship_between_Business_Process_Orientation_and_Social_Capital Czerw, A. , & Grabowski, D. Work Attitudes and Work Ethic as Predictors of Work Engagement among Polish Employees, Polish Psychological Bulletin, 46(4), 503-512.

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