Steps to Create A Code of Conduct
In the merger, corporate values must be enhanced by a robust code of conduct. The
company must thus come up with a code of conduct that ensures that employees are committed
to the values (Adam & Rachman-Moore, 2004). The first step is gathering information.
Information gathering should allow the management of the new company to come up with ideas
on items that should be included in the code of conduct. The management should be sure to
incorporate the ideas of all stakeholders. A team comprising the management of both
UWEAR and PALEDINIM should be formed. The next step is the definition of the values of the
new company.
Standards of how employees should behave and how the management should operate
should be laid down. The values should include how customers should be treated. Employees
should give their opinions to ensure that the values are comprehensive. Involving the
employees will help them feel like part of the organization (Adam & Rachman-Moore, 2004).
The next step is the creation of a draft. The draft should ensure that it embraces positive
language, and it is not seen as a threatening document. The next step is reviewing the draft. A
comprehensive review that involves all stakeholders should be undertaken. The code can be
given to targeted groups of employees. The employees can then submit their feedback. The final
step is formally adopting conde and implementing it.
What Should Be Included in the Code of Conduct
One item that should be included in the code of conduct is ethical principles. Ethical
principles help in guiding workplace behavior. Ethical principles express the company beliefs

UNIT 5 IP 3
and may include values such as honesty, loyalty, fairness, and respect for others. Ethical
principles communicate principles that cannot be violated in the workplace. Another item that
should be included is values (Akers & Giacomino, 2000). Values are the guiding principles that
help employees to make decisions in the workplace. Values define what is right and wrong, and
these define how employees and management will behave under certain conditions. Values
ensure that there is clarity around decision making. A message from the management should also
be included. The management should communicate to all employees in the code of conduct. The
management should express their beliefs as well as their vision for the company.
Impact of a Code of Conduct on an Organization’s Culture
Through a code of conduct, values that drive an organization are established. These
values help inform decision making and, in so doing, help create a strong company culture
founded on principles. A code of conduct enhances the company’s core values and beliefs. To
this end, a code of conduct helps build a strong ethical culture. A code of conduct also builds a
company’s reputation (Adam & Rachman-Moore, 2004). With a strong code of conduct, the
behavioral expectations of employees are clearly defined. The implication is that employees are
well equipped to handle different situations that may arise in the workplace. A conducive work
environment is enhanced through employees following the laid guidelines. Violators of the code
of conduct are punished, and this helps enhance strong company culture.
Change Management Model and Steps Selected
The change management model that should be applied is Lewin’s model. Lewin’s model
of change is based on three important steps, namely unfreezing, changing, and refreezing. Then
the first step is unfreezing. All employees of UWEAR and PALEDENIM need to be prepared for

UNIT 5 IP 4
the change that is about to occur (Kaminski, 2011). A compelling message from the management
that is keen on emphasizing the importance of the change is necessary during the unfreezing
stage. The management needs to challenge the beliefs of all employees and stakeholders.
Unfreezing focuses on ensuring that all employees are onboard and that barriers to change are
managed effectively. The idea is to ensure that everyone understands the need for change and the
benefits of the change.
The next step is changing. Changing involves transitioning and implementing the desired
changes. The second step relies on the success of the first step. If all employees understand the
need for change, the change step will be implemented with ease (Kaminski, 2011). The process
will involve combining the ideas of the two companies and ensuring that one strong team is built.
The final step is refreezing, which involves internalizing the changes. After the changes are
implemented successfully, the next step is refreezing and ensuring that the changes are
implemented in everyday business (Kaminski, 2011). The model is important and suitable
owing to its simplicity. Plans founded on the model are easy to implement. It also ensures that all
employees understand the need for change, and this results in a smooth transition.
Addressing Resistance
Resistance to change can be a major stumbling block. One of the methods that the CEO
can use to overcome change is involving all employees. Many employees resist change owing to
the fact that they are not involved. Involving all employees in the change management process
can help eliminate resistance to change (Erwin & Garman, 2010). Another step is implementing
the change in several stages. Change takes time and ensuring that change is implemented in
several stages can help ensure that resistance to change is minimal. Communication is key when

UNIT 5 IP 5
ensuring that employees do not resist change. When all employees understand the workings of the
company, it is easier to overcome the resistance to change.

References

Adam, A. M., & Rachman-Moore, D. (2004). The methods used to implement an ethical code of
conduct and employee attitudes. Journal of Business Ethics, 54(3), 225-244.
Akers, M. D., & Giacomino, D. (2000). Ethics and the accountants’ code of conduct. Journal of
applied Business Research.
Kaminski, J. (2011). Theory applied to informatics-Lewin’s change theory. Canadian Journal of
Nursing Informatics, 6(1).
Erwin, D. G., & Garman, A. N. (2010). Resistance to organizational change: linking research and
practice. Leadership & Organization Development Journal.