Business ethics report assignmentcase 16 ethical leadership at cardinal ig the foundation of a cultureof diversity

How has David Pinder embraced ethical leadership to create an ethical culture at Cardinal IG?...7 2.. - This case study explores the main factors contributing to the Fargo plant’s succes

MINISTRY OF EDUCATION AND TRAINING

NATIONAL ECONOMICS UNIVERSITY

Business ethics report assignment

Class : International Business Management 64C

Lecturer : Dr Nguyen Bich Ngoc

Hanoi, 2023

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Table of Contents

A ABOUT CARDINAL IG 3

I BACKGROUND 3

II THE CARDINAL IG STORY 3

III MISSION AND VISION 3

IV VALUES, PRINCIPLES AND BEHAVIOUR 4

V LEADERSHIP THRUOGH A MULTI-LEVEL TEAM STRUCTURE 4

VI A CULTURE OF DISCIPLINE AND RESPECT 5

VII ETHICAL EXPECTATION 6

VIII ALIGNED INCENTIVES, REWARDS, AND RECOGNITION 6

IX SYNERGY THROUGH DIVERSITY 6

X CONCLUSION 6

B QUESTIONS 7

1 How has David Pinder embraced ethical leadership to create an ethical culture at Cardinal IG? 7

2 How has Cardinal’s principles and values shaped the ethical behavior of employees? 10

3 How has Cardinal empowered its employees to practice responsible and accountable leadership? 12

A ABOUT CARDINAL IG

I BACKGROUND

- Cardinal Glass Industries, Inc., is a corporation that specializes

in the design and manufacture of high technology in insulating and solar glass Cardinal Glass is the largest company of its kind in the world Its 5,500 employees serve customers

throughout the United States, Canada, Latin America, Europe, Asia and the Middle East

- One of its manufacturing plant, Cardinal Insulating Glass (Cardinal IG) in Fargo, North Dakota, consistently outperforms all others in Cardinal subsidiary

- This case study explores the main factors contributing to the Fargo plant’s success through the story of plant manager, DavePinder, his leadership team, and the Cardinal IG employees

II THE CARDINAL IG STORY

- Dave Pinder, the newly hired plant manager of Cardinal IG, arrived in Fargo, North Dakota, in 1998 He had been hired to start the plant from the ground up – build the new factory, hire and train new employees, and develop relationship with his customers

- Getting started was a daunting task, beginning with building the leadership team Pinder did not hire glass experts He couldn’t find any Instead he hired people with leadership potential, a positive attitude, and a passion for learning the business and teaching others

- The Fargo plant became a leadership training center for other Cardinal plants, and Pinder’s Responsibilities expanded to include troubleshooting and leadership coaching at other manufacturing sites

III MISSION AND VISION

- Before hiring anyone, Pinder had a good idea of what he wanted to create: “I wanted my employees to love to come to work every day because the work was challenging, meaningful and fun; the plant was clean and well lit, they felt like they hadownership and a say in the business, they were treated with dignity and respect”

- Cardinal IG’s mission melds the business purpose with Pinder’s vison of how how that purpose will be achieved

To make money, by thrilling our customers with our

product and service, and by taking care of our people

- The mission influences the hiring process, reward system, leadership Team control and work processes The company is intentional in keeping all traditions objectives (profitability, customers and employees) paramount and visible

IV VALUES, PRINCIPLES AND BEHAVIOUR

- Company values include loyalty, duty, respect, selfless service, honor integrity and personal and moral courage Values are the foundation of culture but remain abstract unless they are lived in day-to-day actions The values are future translated into specific expectations, in Cardinal’s Guiding Principles, statements that serve as a code of conduct for the way employees do their work and treat one another

 Safety (their #1 priority)

 Respect for Others

 Care for Families

 Integrity

 Attitude

 Keep a sense of humor and have fun

V LEADERSHIP THRUOGH A MULTI-LEVEL TEAM

STRUCTURE

- Structures is the is the process of aligning work through tasks Responsibilities Departments and divisions Cardinal IG Has a hybrid-type Structure that includes our traditional hierarchy – using basic centralized administrative functions that include accounting sales, and marketing Yet the heart of the company

is an integrated team network embedded in this organizational

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framework Teams operate both at the top level and within many manufacturing divisions within the plant, assuring everyone is working toward the same purpose.

- The sixth manufacturing divisions of the company are

responsible for specialized components of production, such as glass cutting/tempering, spacer fabrication insulating glass production shipping and receiving There are three teams, eachhas a supervisor, in each of six categories Theme leaders serve at the front of production, managing the day-to-day operations and maintenance of the plant, and also take on a major part of the human resources functions of the employee Cardinal IG Does not have a human resource department, although it does maintain a centralized function for the

technical administration of payroll and benefits to assure compliance with laws and regulations and internal consistency Duties such as hiring firing personnel problems, scheduling andtraining are done by the team leaders and department

supervisors Pinder comments that the team leaders are considered the most crucial part of the organization

- All Cardinal IG employees are considered leaders, accountable for their individual behavior and performance as team

members Pinder meets with all new employees and make sure

it is understood that if they choose to work at Cardinal they must meet four criteria: First be willing to work hard Second, have a good attitude Third be a team player Fourth, be willing

to support the mission

- The leadership training program established a Cardinal IG is extensive, continual, formal and informal It includes quarterly

leadership training sessions, reinforced by the Cardinal IG Leadership Handbook Leadership development is a key part to

building confidence and competent leaders and ensures a ready bench for people prepared to lead

VI A CULTURE OF DISCIPLINE AND RESPECT

- In the book, Good To Great (2001), Jim Collins Describes

companies that outperformed others as having a “culture discipline” They had a freedom and responsibility within a defined framework, they have a fanatical adherence to doing what they do best

- Pinder models what it means to balance affection and

discipline Stories are characteristics of Pinder’s leadership style and they contribute to Cardinal’s strong control and identity

VII ETHICAL EXPECTATION

- Employees are rarely terminated, but certain actions can result

in dismissal First, if employers are not living up to the four criteria (Work hard, good attitude, team player, support the mission), they can be terminated Second, Pinder has no tolerance for resist or sexist comments and jokes, stealing, fighting, drugs or alcohol in the factory The balance of

discipline and respect/carring of the individual team members

is discussed often by the management and the team members

VIII ALIGNED INCENTIVES, REWARDS, AND RECOGNITION

- All employees are part of Cardinal’s profit sharing plan

Cardinal IG pays their employees well but, in addition, they canreceive anywhere up to 52% additional each month if they meet the target profit goal Cardinal IG in general does not advertise or recruit outside of the company for new employees

- An important part of the Cardinal IG control is the award program for recognizing exceptional team members and exceptional teams Since January 2000 the company has given

140 Employee of the Month awards The new Americans

received 80 those awards for 57% Employee of the Month awardees are eligible to compete for the Employee of the Year award The Employee of the Year award is presented at the company’s annual employee banquet held at the Ramada Plaza & Suites in Fargo with all employees and spouse present

In the past 11 years, night of the Employee of the Year awards have been received by New Americans

IX SYNERGY THROUGH DIVERSITY

- Pinder’s leadership style breakthrough communication and control barriers through the universal language of love, respectand authenticity By knowing his employees, their families and their stories, he honors, their dignity and makes it a powerful force in the country and success of “the Big story”

X CONCLUSION

- How effective is the Cardinal IG plant in Fargo? It excels at being a great company, not just a good company The financial performance of the companies as the top performer within the organization of 29 different plants is evidence of this along with the overall success of the corporation, Cardinal Glass Industries Inc It is an exceptional plant in taking care of its employees

- As we examine the company from a holistic and systems perspective it is evident many of the elements of the

organization are interrelated They fit together to achieve a share gold, a great example of an organization “designed” to accomplish its purpose The elements that make this happen are the strength of its leadership, specific goals and objectives,

a team-based structure, strong values and culture, and

international and discipline procedures throughout the

organization

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- The Cardinal IG plant also exemplifies ethical leadership The firm developed solid principles that are non-negotiable, such asrespect for employees The firm lives and breathes its values Cardinal’s strong ethical leadership enables the company to thrive while providing it with the opportunity to become a positive force in its community.

7 roles and mentoring them in the process is the uniqueness

of ethical leaders (Zerbe,

8 et al., 2008) This unique strength of ethical leaders fosters their development within

9 the organizations Ethical leaders ensure that they develop future leaders who are

10 trained effectively to take up leadership roles whenever required They increase the

11 overall functioning of the organization ensuring large number of resources is

12 available in times of crisis and challenges (Armstrong & Stephens, 2005) David

13 Pinder embraced this unique characteristic of ethical leadership to create ethical

14 culture at Cardinal IG plant in Fargo Since the very beginning Pinder focused on

15 hiring individuals with a positive attitude, leadership potential, and a passion for

16 learning the business and teaching others, rather than hiring glass experts He just

17 emphasized on developing future leaders who values their employees’ well-being,

18 growth and development more than anything else Pinder’s vision for the

19 organization and its culture was very clear and he had a plan to develop that culture

20 and maintain it He recognized that culture of an

organization plays a very vital role

21 in achieving its vision

22 Ethical leadership is directed by respect for ethical valuesand beliefs and for

23 the rights and dignity of others (Waluchow, 2003) Honesty, trust, charisma,

24 consideration and fairness are the key attributes of ethical leadership (Avery &

25 Bergsteiner, 2011) Significance of ethical behavior is recognized by ethical leaders

26 and they know what their values Encouraging their followers to take leadership

27 roles and mentoring them in the process is the

uniqueness of ethical leaders (Zerbe,

28 et al., 2008) This unique strength of ethical leaders fosters their development within

29 the organizations Ethical leaders ensure that they develop future leaders who are

30 trained effectively to take up leadership roles whenever required They increase the

31 overall functioning of the organization ensuring large number of resources is

32 available in times of crisis and challenges (Armstrong & Stephens, 2005) David

33 Pinder embraced this unique characteristic of ethical leadership to create ethical

34 culture at Cardinal IG plant in Fargo Since the very beginning Pinder focused on

35 hiring individuals with a positive attitude, leadership potential, and a passion for

36 learning the business and teaching others, rather than hiring glass experts He just

37 emphasized on developing future leaders who values their employees’ well-being,

38 growth and development more than anything else Pinder’s vision for the

39 organization and its culture was very clear and he had a plan to develop that culture

40 and maintain it He recognized that culture of an

organization plays a very vital role

41 in achieving its vision

42 Ethical leadership is directed by respect for ethical valuesand beliefs and for

43 the rights and dignity of others (Waluchow, 2003) Honesty, trust, charisma,

44 consideration and fairness are the key attributes of ethical leadership (Avery &

45 Bergsteiner, 2011) Significance of ethical behavior is recognized by ethical leaders

46 and they know what their values Encouraging their followers to take leadership

47 roles and mentoring them in the process is the

uniqueness of ethical leaders (Zerbe,

48 et al., 2008) This unique strength of ethical leaders fosters their development within

49 the organizations Ethical leaders ensure that they develop future leaders who are

50 trained effectively to take up leadership roles whenever required They increase the

51 overall functioning of the organization ensuring large number of resources is

52 available in times of crisis and challenges (Armstrong & Stephens, 2005) David

53 Pinder embraced this unique characteristic of ethical leadership to create ethical

54 culture at Cardinal IG plant in Fargo Since the very beginning Pinder focused on

55 hiring individuals with a positive attitude, leadership potential, and a passion for

56 learning the business and teaching others, rather than hiring glass experts He just

57 emphasized on developing future leaders who values their employees’ well-being,

58 growth and development more than anything else Pinder’s vision for the

59 organization and its culture was very clear and he had a plan to develop that culture

60 and maintain it He recognized that culture of an

organization plays a very vital role

61 in achieving its vision

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- Ethical leadership is directed by respect for ethical values and beliefs and for the rights and dignity of others (Waluchow, 2003) Honesty, trust, charisma, consideration and fairness arethe key attributes of ethical leadership (Avery & Bergsteiner, 2011) Significance of ethical behavior is recognized by ethical leaders and they know what their values Encouraging their followers to take leadership roles and mentoring them in the process is the uniqueness of ethical leaders (Zerbe, et al., 2008) This unique strength of ethical leaders fosters their development within the organizations Ethical leaders ensure that they develop future leaders who are trained effectively to take up leadership roles whenever required They increase the overall functioning of the organization ensuring large number

of resources is available in times of crisis and challenges (Armstrong & Stephens, 2005) David Pinder embraced his unique characteristic of ethical leadership to create ethical culture at Cardinal IG plant in Fargo Since the beginning, Pinder built the leadership team instead of hiring glass experts

He prioritized people with leading potential, positive attitude and have passion for learning the business and teaching others Pinder’s vision for the organization and its culture was very clear and he had a plan to develop that culture and maintain it He recognized that culture of an organization plays

a very vital role in achieving its vision

- Ethical leadership is not just about motivating and encouragingfollowers but motivating

- them to do what is right (Bonnici, 2011)

- Ethical leadership is not just about motivating and encouragingfollowers but motivating them to do what is right (Bonnici, 2011) Pinder through his ethical leadership ensures that ever employee irrespective for their position or other