Ethics, Culture and Project Management in 21st-Century Organizations
The Project Management Institute defined the framework for commonly shared values that members of the profession must emulate. These universally accepted values are responsibility, respect, fairness, and honesty. They form the ethical core that is the basis for effective project management and eventual success in organizations. That is true today, but more so in 21st-century organizations. This paper discusses the two major effects of unethical behavior (corrupts organizations and demoralizes the workforce) and its negative impact in project and program management, asserting that unethical behavior ultimately frustrates the capability of enterprises and people.
Additionally, the topic of generational diversity is an important consideration for project managers because it affects project team integration. This is also discussed positing that a common, shared ethic can close the generational gap and aid in team integration. Finally, given the case for shared ethics, organizations can build a shared culture, but the catalyst for that shared culture must be embedded in the leadership’s participation in behavior that reflects the four universally accepted shared values in the project management profession.
Ethics, Culture, and Project Management in 21st-Century Organizations
A few months ago, I was ushered into an interesting discussion. Leaders sat around a
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