Managers are known for possessing vast amount of technical skills and knowledge that is inevitable for the success of any cooperate institution. Surprisingly, many business institutions have seen collapsing at the mercies of their hands. Making the matters even more badly, many corporate managers have substantially contributed to the collapse of such institutions. As a result many measures have been established to govern the conduct employees in cooperate organizations despite their rankings within such organizations.
However, at many times the regulations that aim in reducing the level of malpractices in such organizations target the top officials who have the authority over a company’s most important financial documents. The ethical requirements that ought to be met aims at molding corporate managers with a personal dedication to the rule of law and dedication to both personal and business ethics not only in their professions but also in their personal lives.
First and foremost, for one to qualify for the appointment of such a position, he or she must be of good moral characters and qualities. This entails a scrutiny of the top official’s background as to whether he or she has ever been convicted before or pleaded guilty of any form of crime. If the crime relates to instances of dishonesty such as fraud or embezzlement of funds, the applicant then fails meeting the character requirements. This makes such a candidate not suitable there for not up to the task.
Many board rooms currently do not tolerate any forms of professional misconducts. If a manager is found associated with such instances, he or she would not be compromised at any way whatsoever. The severe ethical codes that have been put in place are mainly as a result of the effects of cooperate corruption that also greatly contributed to the great recession. Investor confidence have been lost in many cooperate organizations thus undermining the American economy to a great extend. Cooperate integrity is a virtue that cannot be neglected. Every corporate body must uphold it at any cost whatsoever.
Work cited
Venuti, V. (2004) ‘The going-concern assumption revisited: assessing a company’s future viability’, The CPA Journal, 74, pp. 40-43.
