Choose TWO of the questions below and write a response to each question.
Section 1: To what extent is it fair or unfair to punish people for unethical behavior, as long as they were operating within the law?
Section 2: If you were interviewing for multiple jobs, and you could not find a future employer with both of these traits, which would be more important to your employment decision…working for a boss with character or competence? Explain your opinion.
Section 3: If you answer business emails and phone calls during your personal time during nights and weekends, is it okay to arrive at work late, leave early or take extended lunch breaks? Why or why not?
Section 4: Do agree that ethical leaders can have unethical conduct present in any part of their organizations? Why or why not?
Section 5: If you were an employee at any of these organizations, what (if anything) could you have done to be a positive ethical influence at these companies, even in an entry level position?
As Pettigrew and Whipp (1991) express “the administration of vital and operational change for aggressive achievement is a dubious and new process” (p. 108). Essentially, Burnes (2000) contends that the arranged authoritative improvement (OD) approach that gets from Kurt Lewin’s ice 3D square model of progress (unfreezing, changing and refreezing), ruled reasoning from the late 1940s to the mid 1980s. Whilst the earlier model was more linear, Pettigrew and Whipp’s model focuses on that “what (content), how (process) and why (context)” of the change, all of which are interrelated and unpredictable (The Open University,2018). Hence, the model recognises that change is a continuous process involving evolution to stay relevant, current and proactive rather than a linear plan which can be too rigid, irrelevant and reactive at times. Developmental viewpoint can be transitional, transformational and formative. Transitional change progresses the present state through inconsequential, continuous change in individuals, systems, structures or innovation. Transformational change endeavors results in a fundamental and radical move that rejects existing ideal models (Kuhn. 1970). It implies administration driven alterations of culture, detailing of completely diverse system or requests for similarity because of a merger or obtaining by an overwhelming organization (Derming, 2005). Pettigrew and Whipp model pays attention to three aspects of change: context, content and process. The key assumptions behind this model can be summarised in four perspectives: 1) Changes are complex, non-linear, processual nature and takes into consideration all contexts of a social system; 2) Changes involve taking a step back and doing a high level analysis which includes both internal i.e. within organisation and external i.e. political and social environment; 3) Changes have iterative processes that is in some part always predictable 4) change has unintended and unpredictable consequences (Caldwell 2005). With this model Pettigrew (1987, 2003) cited in Caldwell (2005, p.93) aims to challenge ‘ahistorical, aproccesual and acontextual’ approaches to organizational change. Sturdy and Grey (2003) admit that processual models ‘point to greater recognition of the importance of context-action connections, processes, time (The Open University 2018). In their critique they also state that the model of Pettigrew and Whipp continues to be based on assumptions linked to traditional accounts of OCM, such as those of pro-change bias, universalism and managerialism. However, they do also admit that the model tries to integrate the change as work in progress and also to look at an organisational change from both sides; internal and>GET ANSWER