Some of the positive observations regarding Harold Burns’ transfer case include the participation of leadership roles. Leaders are an integral part of a firm and they can enforce changes of enhance strict measures over the employees as per the company law. The role of original sales manager as the facilitator of the transfer procedures is visible. Although delayed, there is a good procedure of formally mailing the transfer letter to Mr Harold Burns. He is accorded recognition for the 20 years of service through the attached letter accompanying the 20-year service pin. This plays a vital role of neutralizing the effects of a belated and inadequately detailed transfer letter.
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Negative observations include a delayed letter and lack of sincerity. Ethically, a morally upright leader ought to be seen demonstrating some principled traits such as integrity. Mr Harold Burns was one of the long-term district sales representatives with extensive and excellent performance that met all district sales quotas. His discovery of an underperformance in the new district of appointment is a good indication that the post came up apparently as a measure to engage a better and higher performer with enough experience or cover someone else. The management therefore fails to explain the circumstances clearly to Mr Harold. A lot of information is hidden. Secondly the delivery of the formal transfer is too late, ill timed and a mock to his efforts. He has approximately three days to handover and move to the new district.
Organizational behaviour and culture are both operational concept of differentiating a firm from another. The same conception can be used to initiate the ethical culture capable of solving unethical issues arising in a firm. These rules ought to be part of the agreement where potential employees can view before making a decision. As an integral part of the organizational culture, incorporating ethics would be a major way of avoiding conflicts between individual values and work practices. In the case study, where Harold Burns is transferred to a new District, there is lack of proper HR approach over procedures. Good HR conduct involves systematic analysis and alignment of all factors and processes of facilitating the transfer.
Ethically, we can describe the original sales manager as either a weak link in the team, prejudiced or corrupt. The standards and guidelines were either not followed or they were non-existent in the company’s protocol. Lack of proper appointments, dismissal, or transfer procedures is nearly inapplicable for such a reputable and big company with a good number of retail outlets. A process of orienting or enlightens employees on the latest developments lacks in this case of Harold Burns and therefore someone in the management level discriminates against Him or undermines his efforts.
Good organizational behaviour builds better reputation or restores an already tainted one by enhancing equality among employees. One inappropriate effort that can be noted at the firm is on the leadership style. The original sales manager emphasizes on the importance of performance openly through the rewarding system (20-Years service pin), but fails to acts fairly by offers equal opportunities for service as per qualifications and negotiation.
The targeted system aimed at eliminating Harold Burns as a performer or diverting him to ill-fated districts and this portrays unethical leadership or hypothetical leadership systems. The current situation appears to be misaligned since the focus was not on performance but protection of an employee thus the lack of proper explanation. There was lack of a formal style of enhancing change. Ethics are enforced through socialization and not setting up a number of rules to be followed. A leader will have a hard time to change the way people think but can easy and possibly change their actions.
As the original sales manager, I would base my executive ethical leadership powers explicitly on values, fairness, and societal concern. If the transfer has to be done, then Mr Harold must be accorder a proper and timely assignment to the new district. He ought to have been the first person to know the transfer arrangements other than learning informally from friends. A good performer deserves recognition and therefore as the overall manager, I would deliver the transfer mail in person and present the 20-year service pin honourably.
I would give a good explanation and emphasize on the need to have him to take over and steer Gunning District to better profit margins due to his experience. A good leader has to focus on all the key points to maintain the firm’s reputation as opposed to personal needs. A good physical engagement would align or articulate goals, identify some performance metrics, and enhance growth or stability of Gunning District. A leader has to work as per some existing code of conduct for the system to be considered aligned. Lastly, the whole procedure gives the impression that it was well calculated to favour one side. From a personal point of view, having the affected parties meet and agree on some procedures would enhance cooperation, appreciation, and easy changeover.