Ethics and The Three Tiers of Management Conclusion

Published July 11, 2014 by Mayrbear's Lair


First line employees are typically concerned with specific, technical issues. An building manager, for instance, at a construction company will be focused on making sure that all building plans associated with their projects follow building and zoning codes legally. A retail chain manager in the meantime, would spend their time organizing inventories, creating promotions and teaching staff members selling techniques. To help build an ethical culture, companies will have their human resources team develop ethical training designed to address the kinds of issues staff members at this level may face .


Middle and tactical managers in the meantime, oversee departmental operations and hold titles like division head or operations managers. They are engaged in the complexities of meshing various tasks which require more intricate managerial levels of critical thinking. In short, they are less task oriented and focused more on devising tactical solutions like the acquisition and application of new technologies or shifting strategies with changing trends. In addition, managers at this level also interact with staffers and both higher and lower levels so their roles are more complex. For example, they must understand the concept of having a boss while being a boss and know when to exercise their authority as a leader and when to behave as a follower. This level of management requires a wider range of human relation skills. They must know when to apply knowledge in various situations. Furthermore, their decisions affect the long and short term outcomes so companies will develop ethical training programs to address issues middle managers may face. Developing ethical organizational behavior at this level would include for example, helping individuals improve their conceptual thinking skills as well as developing a greater understanding of how to maintain quality relationships with people of lower and higher ranking.


Finally, at the top level, strategic managers must know how to deal with a vastly different set of duties that require different skills needed than at other managerial levels. These are the executives who look at the bigger picture and are required to comprehend how all parts of a firm’s operations work together to create a smooth, efficient well-oiled machine. In addition, they must develop premium level conceptual and managerial skills as the ring masters who set the tone of their cultural arenas. Their interpersonal roles include leader, acting as the visible director of activities and as the liaison who interacts with the company’s internal divisions as well as the external publics. They also take on informational roles as: (a) the monitor who collects internal and external data, (b) the disseminator who transmits data to internal constituents, and (c) they act as the firm’s spokespeople that communicate information to the external constituents and publics. In addition, they are the key figures who make decisions as entrepreneurs who develop new ideas, concepts, products, and brands. Furthermore, they are the disturbance handlers that deal with unforeseen crises and events. They are also the allocators of the firm’s resources and budgets. Equally important they are the negotiators who complete contracts with buyers, suppliers, and various unions. In short, managers at this top level are required to have acknowledge and engage in a different level of ethical conduct. In short, these are the top guns of an organization and it is up to them to help establish  the culture of the firm.


In conclusion, when developing a company’s ethical culture, the most effective way to do so will require the education and training staff members and making sure they understand that a different set of technical managerial skills are needed at the lower ranks that will continue to evolve as individuals move to middle and upper management levels. In other words, companies interested in maintaining good standing in the marketplace will incorporate systems to develop and maintain an ethical climate to help them achieve successful goals.

That’s it for this week. Thank you everyone for your continued support and sticking along with me for this journey. We appreciate your input on our blog posts, feedback on publications, and grateful that readers and listeners are finding value from this information. To find out what people are saying about our first publication, Breaching Communication Barriers, please click the image below for a short video presentation.

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Have a great weekend everyone and keep working on your management and leadership skills!


Anyone who doesn’t take truth seriously in small matters cannot be trusted in large ones either. – Albert Einstein


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