Ethical and Socially Responsive Business

Ethicaland Socially Responsive Business

Theparamount aspect of the Cheesecake Factory’s code of conduct is theadherence to the common sense as well as good judgment rule. As theCompany’s code of conduct says, it is hard to cover all situationsthat may arise and thus, every employer is expected to make a soundjudgment by assessing the relevance of the decision to be made andthe outcome of every choice. The other aspect that is also crucial isprofessionalism which entails many things. First, professionalismmeans that every employer should treat the company’s informationwith the level of confidentiality it deserves. Additionally, everyemployer should desist from undertaking activities that may reducetheir loyalty to the company objectives such as desisting, unlessotherwise advised, from engaging with related parties, engaging inactivities that may give rise to a situation where there is aconflict between personal and the company`s interest. Professionalism is paramount to any business as it saves the businessfrom losses in case an employee is to achieve personal gain whileexecuting their company-given mandates. Professionalism also helps inthe protection of the company`s reputation such as by not revealingbusiness secrets to the outside world.

Toensure that the employees adhere to the Company’s code of conduct,this code of conduct must be employee-focused. As much as they areintended to ensure the company achieve its objectives, the employeesare the customers when it comes to a code of conduct. Therefore, theconduct of conduct must have the workforce in mind during theformulation stage, and this may be possible if employees are allowedto take part in the formulation stage. The second step is creatingawareness of the code of conduct to its customer which are theemployees. In other words, the second step entails marketing the codeof conduct to the employees which means placing either the booklet ora soft copy of it in a strategic place where employees will moreoften encounter with it as they go about their daily chores which maytrigger an interest to read it. Examples of place the company can useis the intranet and the conference room. For example, when placed inconference room employees are driven by the need to kill time whilewaiting for the conference to start by reading any content availableregardless of its relevance hence, the restaurant should utilizethis opportunity to make the employees read the code of conduct. Thethird step involves evaluating the type of code, for example, eitherthe value-based or the rule-based where while the former containsinspirational tone and language the latter contains the actions andtheir consequences. Tyler,&amp Blader (2005), think that the employee’s likelihood ofobeying the rules increase when there is a reward or suctionassociated with the behavior.

First,the restaurant can engage in a socially responsive activity throughcorporate social responsibility. According to D’Amato,et al., (2009) CRS entailsgiving back to the community for the value an organization isreceiving from the resources both human and non-human from it. Thismay include ensuring street lighting, setting aside funds for theneedy students and as well as helping with the infrastructure.Second, the company can engage in a socially responsive activity byavoiding polluting the environment. Restaurants are known to producemuch polluting component starting from their energy use, the methodof releasing waste as well as the use of resources such as water.Thirdly, the restaurant can engage in a socially responsive activityby offering quality products such as foods that do not comprise thehealth of the customers. Additionally, it should take care ofspecific group such as the children by not selling junky food to themas they are below the age of assessing the effects of junky eating.

References

D’Amato,A., Henderson, S., &amp Florence, S. (2009). Corporate socialresponsibility and sustainable business.&nbspGreensboro,North Carolina: Center for Creative Leadership.

Tyler,T. R., &amp Blader, S. L. (2005). Can businesses effectivelyregulate employee conduct? The antecedents of rule following in worksettings. Academyof Management Journal,&nbsp48(6),1143-1158.