Supervisors in organizations with ethical programs do have tools to enforce standards, which may affect employee behavior. The influence of the Hawthorne effect and internal bureaucratic oversight contribute to maintaining ethical conduct and control.
The question pertains to the control supervisors have in organizations with established ethical programs. In the context of modern corporations and business ethics, supervisor-employee relations have evolved. A traditional hierarchical structure may suggest greater control due to defined roles and responsibilities, complemented by the expectations set out in ethical programs. Conversely, flat organizational structures, where power dynamics are more evenly distributed, might see less direct control but encourage self-regulation and adherence to ethical standards due to strong workplace relationships and corporate culture.
At the heart of this issue is the balance between control and cooperation. Supervisors in organizations with clear ethical programs typically have the tools to enforce these standards, which may in turn affect the behavior of employees. The concept of the Hawthorne effect, where employees improve their performance when they are being observed, also plays a role in highlighting how oversight and interaction can lead to better adherence to organizational goals and ethics. Moreover, the internal bureaucratic oversight within a company can help in maintaining ethical conduct, irrespective of the level of direct control supervisors exercise.