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European Journal of Economics, Finance and Administrative Sciences

ISSN 1450-2275 Issue 97 February, 2018

© FRDN Incorporated

http://www.europeanjournalofeconomicsfinanceandadministrativesciences.com

Work Ethics Impact for Organizational Response Strategies of

Some Institutes and Colleges in Middle Technical University

Abbas Khodther Al-Janabi

Ass. Prof. Iraqi Ministry of Higher Education and Scientific Research

Dijlah University College

Abstract

This paper presents the impact of work ethic in the organization response strategies

of some institute and colleges in the middle technical university. The objective of the

research is to identify the impact of business ethics on the strategies of organizational

responses and to measure and analyze the impact of business ethics indicators on

organizational responses in the study sample. According to the hypothesis, there is

significant correlation between the indicators of work ethics in some colleges of the middle

technical University in the Iraqi Ministry of Higher Education and Scientific Research. The

rest of the verification of the hypothesis and reach the goal has addressed the subject of

research through this study.

Keywords: Work ethic, organization response strategies, Middle technical university

1. Introduction Business Ethics is a key to success because it reflects the trust of the organization with its employees

and agencies as well as the confidence of the community in which it operates and expresses culture.

Organization, staff, work, leadership, managers, and organizational structure systems. Therefore,

knowledge of public service ethics and awareness in turn will enhance organizational response

strategies for their performance and reduce burdens. Implications. Business ethics relate to the behavior

of leadership and individuals in their activities in the internal environment of the organization. This

includes the way they deal with their colleagues, the study community and the surrounding

environment, and some find it very difficult to identify personality and business ethics. It is important

to distinguish between ethical behavior and behavior of legal ethics. Ethics is the behavior expected of

individuals at all levels of the organization. Laws deal with the acts required. An act may be legal but

is immoral, moral or illegal. The extent of the responsibility of each organization through its social and

moral performance is determine by the retention of skilled, diverse, and honest professionals. The

development of their skills according to new techniques and new ideas suited to the strategies of

organizational responses from prospectors, analysts and responders. The abandonment of the

philosophy of maximizing rents as a good objective and the response of business organizations to

concepts and ideas of business ethics and social responsibility In terms of legislation and rules that give

the obligation of individuals and the management of the organization to abide by them. Global

challenges such as globalization have increased the interest of productive and service organizations in

their organizational culture. The human resources have become a response to the ethics of business in

the performance of their responsibility that requires them to carry out work as ethical responsibility.

The working individuals and other parties in their external environment in order to achieve the

expectations of social performance internally and externally. The question of whether or not to engage

20 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)

in immoral behaviors of administrations and members of the organization is negatively reflecte on the

organization.

2. Problem of the Research The ethics of the public service are essential to success because they reflect the trust of the organization

with its employees and agencies as well as the confidence of the society in which it operates.

Therefore, knowing the ethics of public service and awareness in turn will enhance organizational

response strategies and reduce the burdens. Therefore, the problem addressed by the study could be

indicate through the following questions:

1. Lack of awareness of the concept of public service ethics.

2. There is no clear conception of the relationship between the ethical and professional standards

of the public service and the improvement of performance in the technical education system.

3. The relationship between the impact of the ethics of direct and indirect work in the

organizational response strategy in the technical education commission need studies to show

the significance of this relationship or not

3. Objective of the Research This study aims at clarifying the general framework of business ethics and organizational response

strategies and identifying their different aspects, and measuring and analyzing the direct and indirect

effects of business ethics indicators in the organizational response strategies by surveying the opinions

of the senior managers in the faculties and institutes of the technical education institute.

Thirdly, research assumes:

A The first basic hypothesis: This hypothesis provides that there is a significant positive

correlation between the work ethic and strategies of organizational responses. There are

several sub-hypotheses for the first basic hypothesis and as follows:

1. Sub-hypothesis 1: There is a statistically significant correlation between

organizational culture and organizational response strategies

2. Sub-Hypothesis 2: There is a significant correlation between business ethic and

organizational response strategies.

3. Sub-hypothesis 3: There is a significant relationship between the ethics of

organizational structures and organizational response strategies.

4. Sub-hypothesis 4: There is a significant correlation between work ethic and

prospector strategies.

5. Sub-hypothesis 5: There is a significant correlation between work ethic and analyst

strategies.

6. Sub-hypothesis 6: There is a significant correlation between work ethic and

respondent strategies.

B The second basic hypothesis: This hypothesis provides that there is a positive effect of

moral significance of the work ethic in organizational response strategies, and derived

from several sub-hypotheses agencies:

1. The first sub-hypothesis: There is a significant significant relationship of

organizational culture in organizational response strategies.

2. There is a significant relationship of moral impact of work ethics in organizational

response strategies.

3. There is a significant relationship of significance to the ethics of organizational

structures in strategies of organizational responses.


4. Default Search Schema Figure 1 illustrate the default research plan shows variables (work ethic, organizational response

strategies) with the main variables for each subject:

a. Independent variables

1. Organizational culture, and there are three main divisions of culture provided by the

relevant literature, namely: a - openness B - Justice C - risk load).

2. Work ethics, including (individual ethics, leadership ethics, community ethics, ethics of

activities).

3. Ethics of organizational structure systems, including (moral intuition, moral comparison,

ethical code).

b. Dependent variables (strategies of organizational responses), which are as follows

1. Prospectors strategy.

2. Analysts' strategy.

3. Respondents strategy

Figure 1: Default research schema

Figure by the researcher

Relationship Outputs (Proposal Model)

Indirect impact relationships

Direct impact relationships

Link Relationships

Organizational culture

• openness

• Justice

• Risk tolerance

Organizational response strategies

• Prospectors Strategy

• Analysts' strategy

• Respondents strategy

Work ethics

• Individual ethics

• Leadership

• Ethics

• Activities ethics

Ethics of organizational

brown systems

• Moral intuition

• Ethical comparison

• Ethical Code


5. Research Sample Given the conditions related to security, transport and communications, where the spread of colleges

and institutes on the geographical spread. The sample included some colleges and institutes in the

province of Baghdad. The researcher chose the method of sample (intentional), which was in some

colleges and institutes of the middle University College / Baghdad. As a result, the spatial sample

included (6) colleges and institutes distributed over a different geographical area of Baghdad

governorate, namely the Technical and Health Technical College. Technical Management Institute,

Institute of Training of Trainers, Institute of Applied Arts and Technical Medical Institute.

The research sample includes the administrative leaderships in the faculties and institutes

(deans, deans' assistants, department heads and associates) as the decision-makers in these institutes

and colleges. Therefore, they are better than the embodiment of ethical behavior practices and the

duration of service as shown in Table (1).

Table 1: Distribution of individuals of the research sample

Sex Number Percentage%

Male 14 38,9

Female 22 61,1

Total 36 100%

Age group

Less than 25 years 1 8,2

26-35 years 3 3,8

36 - 45 years old 14 9,38

46 - 55 years 7 4,19

56 and more 11 5,30

Total 36 100%

Scientific qualification

diploma 2 6,5

Bachelor 7 4,19

Higher Diploma 2 6,5

M.A. 17 2,47

Ph.D. 8 2,22

Total 36 100 %

Length of service

Less than 5 years 1 8,2

6 - 10 years 4 1,11

11-15 years 6 7,16

16-20 years 9 0,25

21-25 years 6 7,16

26 years and over 10 8,27

Total 36 100 %

Table by the researcher

6. Method of Research The researcher adopted two methods of analysis:

Method 1: The descriptive approach is adopte by clarifying the fundamentals of business ethics

and organizational response strategies.

Method 2: Adopt the quantitative approach by adopting work ethic indicators and

organizational response strategies by measuring and analyzing the impact of work ethic in

organizational response strategies using SPSS to conduct and analyze correlation relationships and

direct effects between search variables and hypothesis testing using statistical measures simple linear

regression. On the measurement of indirect effects by using path analysis (PATH analysis).


Chapter 1: Philosophical concepts and methods of work ethics and organizational response

strategies

The first topic: fundamentals and implications of work ethics

First: the concept of work ethics.

The concepts of work ethic are considere old concepts that have motivated the Islamic religion.

History, traditions, customs, national culture, tribal and family formation, political leaders, political

parties, means, media and the scientific and practical experience of the society contribute to the

formation of business ethics in any society (Amiri & 134)

The current business environment has imposed many challenges that have led organizations to

invest in activities that are consistent with the political principles set out in the law and moral values.

Many organizations seek to avoid boycotting them and meeting risks, which leads them to do more in

the field of moral dealing (Mohter etal, 2001, p: 45)

Deft, 2003, p. 139 states that morality relates to internal values , which are part of the cultural

environment of the organization. The ethical question affects the actions of the individual or group or

organization in a negative or positive manner. Koontz & Weihrich, "Ethics of Action" is all about

justice and some aspects such as the expectations of society, competition, advertising, public relations,

social responsibility, free will and organized behavior in countries and beyond the border”.

(Al-Maahedi, 2005: 6) affirms that work ethics are the comprehensive framework that governs

actions towards something and clarifies what is acceptable or true and what is rejected or wrong in a

way that contributes in light of prevailing norms in society governing. The presentation and the law,

FAO, values, FAO systems and stakeholders have a key role in determining.

Second: Factors Affecting Work Ethics (Substantive Components and Metrics):

In addition to the concepts of work ethics, several factors contributed to the development of the

standards of the ethical system of work. These factors referred to as the organizational culture, values,

ethics of the individual, leadership, society and the organization's systems. The latter includes many

deportations (Daft, 1992, p326) Such as ethical codes, testing and training these factors will be

presente and removed agencies :-

The culture of the organization dealt with as a factor because of its impact on the behavior of

individuals inside and outside the organization. (Al-Adli, 1981, 85) notes that organizational culture

represents the capital in which an individual begins his life. If he is isolated and deprived of it, he loses

many of his human resources and has the ability to respond to his surroundings. Organizational culture

can be counte as an inheritance that can be passe on from generation to generation in terms of a set of

values and beliefs held by the members of the organization that are transmitted from generation to

generation (Wheelen & Hunger, 1998, 136.

(2002: p. 67) refers to a set of dimensions that can be used as indicators to measure the

characteristics of organizational culture in terms of common behavior and intrinsic values. These

dimensions are:

1. Openness

This means that the individuals working in the organization are aware of the system as a whole and

how the sections fit into each other and how they are treated as a whole and how the sections fit into

each other and how the other parts are dealt with and with the external environment. The researcher

believes that internal openness and the removal of restrictions and boundaries within the organization

allows the free flow of ideas, information and knowledge, which supports the dissemination of

knowledge within the organization.

2. Justice Justice is the main value of the culture of the organization is the collective feeling and care among

individuals, the organization is a place to form a fabric of relationship that allows individuals to take

the risk and develop their potential through them, activities such as positions reserved for managers, as

well as other facilities are not taken into account. The individuals may act with high motivation and


sincerity if they feel that they are important in the organization and that the organization is where their

rights and dignity are preserved.

3. Culture is Built on Risk Tolerance, Change, and Continuous Improvement

Culture encourages the recognition of creators in the evaluation of new ideas, products or processes

related to production, and the modern educated organization gives great importance or encourages the

adoption of risks. The educated organization rewards those who fail to learn Growth, and even if

organizational culture is strong, cultural values encourage correct and proper adaptation to the

changing environment (Architecture: 2002: p. 67).

b. Ethical Values

Values are one of the most important influences in the behavior of the individual, and in light of the

values carried by the individual (such as honesty, honesty, sense of responsibility, honesty and

sincerity) to determine his behavior in terms of moral or immoral. Management literature has

addressed the concept of values with great attention to its impact on individual and organizational

behavior.

c. Individual Ethics

Managers are the main group of individuals who form the basis of the ethical foundation of the

organization. Here, it is important to note that these individuals are honest and honest, and that they

reflect their decisions and behavior, for the confidence of the other individuals inside and outside the

organization as managers. , Who are moral in their fair dealings with others, and who are making

efforts to reach sophisticated moral dimensions, and have to identify ways to focus attention on moral

values within the organization,

The primary path chosen by the leader to determine the moral tone of the organization is

through the actions and actions it takes, ie, the opposite of those values in practice. If individuals do

not listen to the moral values set by their leaders, this indicates that the ideas they hold revolve around

the irrelevance of moral values in the organization (Daft, 2003, p156).

7. Ethical Structures and Ethics of Organizational Brown Systems First Ethical Structures

They are the different systems, attitudes or assumptions, and programs that the organization undertakes

to apply moral behavior. These structures include a set of organizational paragraphs:

1. Ethical committees

A Group of departmental directors responsible for the examination of ethics in the organization.

The main tasks of these committees are to determine the appropriate provisions for the

questions raised about ethical issues in the organization. These committees also assess the

responsibility of the violations committed and the responsibility of the accountant, Son and c.

B These committees are necessary especially for organizations that wish immediately modify

their individual behavior (Daft, 2003, p158).

C Ethical Offices: The work of some organizations is the allocation of ethical offices within the

organizational structure and levels and the allocation of full-time cadres in these offices. The

mission of these offices is to ascertain the extent to which ethical standards are integrate with

the organization's various processes (Daft, 2003, p158). The office is heade by the Head of the

Ethics office to monitor and oversee the ethical removal and compliance with laws and

regulations including the establishment of transparent communication standards. Conduct

ethical training that addresses expectations or problems and then advise senior management to

deal with ethical problems when making decisions (Yuspeh, 2000, p21)


D Ethical Training: Strong and coherent ethical training programs help to deal with ethical

questions and translate the values expressed in ethical codes into their everyday behavior

(Geber, 1995, p110). In this regard, the organizations emphasize the need to pass their

employees working in an hour of moral training a year at least, and this comes originally from

the influential role achieved by those training hours.

E In the definition of ethical codes: To make the ethical training process useful, it is necessary

to emphasize the need to identify ethical training needs in a manner that is relevant to the local

context in the country in which the ethical training is conducte. In the cases of international

organizations - emphasizing the need to develop training programs In accordance with the

country or region in collaboration with the central offices of the Organization. Access to the

effectiveness of ethical training programs requires the use of local experts (internships) and

external ethical training experiences available anywhere in the World (Revan, 2004, p78).

F Reporting mechanisms: Within the framework of the adoption of reporting mechanisms, the

organization should identify individuals who disclose dangerous illegal and immoral activities

and subject them to reporting mechanisms that result in reporting to identify and expose

misconduct and misrepresentation to third parties, including interested agencies,

parliamentarians and editors. As a result, many organizations have created innovative programs

and opened reliable hotlines to encourage and support reporting within FAO so that the

organization has sought to identify preventive factors against unethical behavior (Graraventa,

1994, p373).

Second

The ethics of organizational brown systems could be structure as follows:

A Moral Intuition: It is a special inner sense and a purely subjective question. In his decisions,

the director can know very well whether his decisions are closer to ethics and within his region

or that, they are closer to and within the realm of immorality.

B Moral comparison: An ethical comparison could be made on a historical basis or based on

sectoral comparison according to the indicators of the sector, which the company operates, or

according to the reference comparison. In this comparison, each existing company can take

from the database of its activities in the past years a good and effective basis for the historical

comparison, measurement and annual evaluation of the ethical level in the company. The result

is either a positive trend in improving moral commitment or a negative trend in the

deterioration of this commitment. There are some observations on this comparison in that many

companies may not record ethical violations to protect the company from legal liability and its

reputation for harm, and some companies overlook the ethical violations of its manager (Najm,

2006, pp. 94-96).

C Ethical code and its commitment

So we can put a gradient of this scale can be place in three degrees and each degree can be at

least two dimensions:

a. There is no ethical code in the company, and the two basic dimensions in it are whether

the company's regulations have certain ethical values or there is no such affirmation.

b. The existence of a code of ethics in the company and the two main dimensions: Is there a

serious follow-up formula "reward for those who abide by the penalties for those who

violate it does not exist or follow-up. This measure, as we see it practical and flexible, and

can be effective in the circumstances of any company, regardless of size or large, or in the

field of production or service. (Star, 2006, pp. 96-97).

D The moral test

When talking about tests, it must be emphasize that it is an important tool in measurement and

is one of the most advanced tools in the study of human characteristics and individual

differences. However, they can easily be subject to misuse in preparation, analysis, and


conclusion, and are free of determinants without having a significant impact on their use in

psychosocial phenomena.

The Second Topic

Organizational response strategies (concepts and concepts)

First: the concept and importance of regulatory response

1. Organizational response concept: It is the relationship between the organization and the

environment in which it operates as shown in (Price), it is the degree of flexibility of the

system. (Price, 1986: 62). While Steers presented the capacity of the organization to change

the parameters of the regulatory process in response to environmental change. (Steers,

1977: 41). Joyce pointed to organizational responses as the choice of what is necessary to

respond to pressures from external environment factors. (Joyce, 1985: 330). Chakavarthy

linked the organizational response to the strategic management process. Strategic

management has been to achieve continued adaptation to changes in the environment.

(Chakavarthy, 1982: 30).

Dagher and Saleh (2000) report that the organizational response is an indicator of the

organization's ability to diagnose environmental changes in its working environment and thus make all

possible modifications and changes in its structure and regulatory activities to align with these changes.

(Dagher and Saleh, 2000: 534).

Macmilln and Tampoo (2000), in reference to the concept of organizational adaptation, have

distinguished between responsiveness and flexibility. Response does not mean flexibility; flexibility is

change and then return to the first state. Adjustment is to be appropriate to cope with different

possibilities.

The researcher considers that the organizational response is the amount of strategic

compatibility between environmental changes and the possibility of survival of the organization and

achieve its objectives in accordance with these changes.

1. The Importance of Organizational Response: The importance of the organizational

response has emerged through the approach of writers and researchers in the field of management,

management and strategy of this subject since the 1940s and until now. The importance of this topic

lies in how the organization can build its strategic capacity to survive and develop in the future in a

turbulent environment. Additionally, the serious relationship between the environment and the

organization and because part of the environment is predictable, analyzed and addressed through

planned change, other situations and parts of the environment can only be dealt with if the organization

is responsive to Hdadat and challenges when they occur. (Molt, 1972: 190).

2. Organizational Response Strategies: Organizations that operate in a changing environment

and in a competitive market can take into account the uncertain future and find ways to deal with it.

There must be more understanding, analysis and research on innovative ways of survival and

development. Adaptation in the organization is base on the capacity Shifting and quickly to meet the

requirements and new positions.

3. There are several organizational response strategies agencies: (Yassin, 1998: 71-72)

A Defenders Strdegy Defenders Strategy: The organization has within the idea of this

strategy. The ability and control of specific fields of the market and the development

of the product. The lack of the need to make fundamental changes in the technologies

adopted in the production and organizational structure and methods of work, and these

organizations are also characterized by the management of highly experienced in their

specific field because they are not looking for new opportunities outside Its field of

creativity is very rare.

Competitor organizations in their competition rely on providing a high-quality product with a

competitive price and overall orientation towards efficiency and cost reduction.


2. Prospectors Strategy: Miles & Snow believes that organizations that adopt this strategy

fear long-term commitments because they view technology strategically as not fixed and

must be flexible to face the potential for rapid, sudden and continuous changes.

For the external environment

Skeptical organizations have attempted to avoid dealing with a new product, market,

technological approach or specific production facilities, and are characterize by a large expenditure on

research and development to discover ideas for new products. The senior management of these

organizations is characterize by the decentralization of their administrative activities in terms of

planning and control, and making decisions, making communication and coordination among its units

complex and difficult.

3. Strategy Analysts (Prospects Strategy): Organizations working on this strategy combine

the ability to consistently achieved high efficiency with the process of change in products

and markets. It operates in two types of productive market, one stable and the other

variable. In stable areas, it operates relatively systematically and efficiently through its use

of formal organizational processes and structures

In unstable and rapidly changing areas, it closely monitors competitors, especially when it

comes to new ideas they are trying to adopt when they are successful. It balances the efficiency of the

advocacy organizations and the learning of the obsolete organizations as cost-effective and adaptive at

the same time. It balances the requirements of flexible technology and fixed technology. Thus stands

in line with the strategy of the defenders and the prospectors' strategy.

4. Respondent Strategy: The organizations that belong to this group are characterize by the

mismanagement of Miles & Snow because of the lack of clear formulation of their mission

or failure to form the strategies and policies needed to put the organization's message into

practice. (Saad Ghaleb Yassin, 1998: 71-72). These responding organizations were

characterize by the absence of a clearly defined and recognized competition plan by all

members of the Organization. Because of the need for these organizations to establish the

factors of stability for strategic building and the absence of the necessary administrative and

strategic requirements to achieve the state of harmony between the organization and

environmental challenges. Organizations that recognize processes of change and uncertainty

in the external environment are in turn unable to respond to these processes efficiently.

They lack the simplest harmony between the organizational structure and the strategy and

rarely make adjustments in any part of the organization unless the external environment

challenges it.

Third: Factors Affecting the Organization's Strategies:

Several factors influence the process of differentiation and selection confirmed by (Al-Enezi

1999: 159-160). Among the strategic alternatives to be studied and analyzed according to the

circumstances and possibilities of the organization,

A. Restrictions on Environmental Opportunities and Threats

The results of the analysis of the external environment, whether the environment in general or in

particular, should be taken into consideration. The organization focuses on the points that represent

opportunities and must be investe in complementarity with the internal strengths of the organization, as

well as the points that represent risks and threats to avoid them or reduce their negative effects.

B. The Objectives that the Organization Seeks to Achieve

The objectives set by the management of the organization contribute to the formulation of the

appropriate strategy, whether public or subsidiary, strategic or operational, taking into account the

coherence and coordination between these objectives.


C. Limitaions on Internal Strengths and Weaknesses

The organization must take into account the results of the analysis of the internal environment in all its

dimensions of production, marketing, financing and human and organizational resources, because this

defines the correct strategy.

D. Values and Ethics of Management, and Administrative Skills and Organization

Chapter II. Applied Side The first topic: Presentation and analysis of the results and importance of the study variables: This

study deals with the results of the study variables, the internal variables of the study (business ethics)

and organizational response strategies based on the responses of the study sample as follows:

First: To present and analyze the results of the study of the variable of business ethics:

This variable includes three dimensions, which can be defined as:

1. Organizational culture: Under this dimension there are three sub-dimensions:

a. Openness: This dimension achieved an arithmetic mean of (05.4), which is greater than

the mean mean of (3) according to the area of the Likert scale. This indicates that the

senior management is interested in changing openness and at a level of (980%). (87.0)

This indicates that there is a high homogeneity in the responses of the sample around

this dimension, and the first paragraph (the employees of the organization recognize the

system as a whole and how the sections fit together) has achieved a higher mean of

(31.4) The high awareness of employees of the system and harmony between

departments. The lowest mean was obtained by the second paragraph. It obtained an

arithmetic mean of (89,3) indicating a decrease in the understanding of the working

individuals of how their organization dealt with the external environment. 73.0). The

highest dispersion in the responses to the arithmetic mean was for paragraph (1) with a

standard deviation (07.1), which indicates that these results generally indicate the high

levels of openness in organizational culture in the organization through the agreement of

sample members On all its constituent paragraphs as shown in Table (2) below:

Table 2: A general description of the opening paragraphs of the organizational culture variable of the

research sample

Indicator

Paragraphs

Strongly

agreed Agreed neutral

I do

not

agree

I do not

agree

strongly

Arithmeti

c mean

standard

deviation

perce

ntage

openness

1

Individuals in the organization

recognize the system as a whole and

how departments fit into each other

0,0 2 3 13 18 ت

4,31 1,07 86,1 % 50,0 36,1 8,3 5,6 0,0

2

Working individuals understand

how their organization deals with

the external environment

0,0 2 8 18 8 ت

3,89 0,80 77,8 % 22,2 50 22,2 5,6 0,0

3 Encourage an organization to free

flow of ideas and information

0,0 3 8 13 12 ت3,94 0,73 78,9

% 33,3 36,1 22,2 8,3 0,0

The total number of opening hours 4,05 0,87 80,9

Justice ب

4 Justice is the main value of the trust

of the Organization

5 2 4 9 16 ت3,81 0,89 76,2

% 44,4 25 11,1 5,6 13,9

5

Fairness leads to giving staff the

facilities they need without

restrictions

3 4 7 13 9 ت

3,58 0,60 71,7 % 25 36,1 19,5 11,1 8,31

6

The justice of the fabric of

relationships allows workers to take

risks and develop their abilities

- 2 3 12 19 ت

4,33 1,12 86,7 % 52,8 33,3 8.,3 5,6 -


Indicator

Paragraphs

Strongly

agreed Agreed neutral

I do

not

agree

I do not

agree

strongly

Arithmeti

c mean

standard

deviation

perce

ntage

The total sum of the justice dimension 3,91 0,87 78,2

Take risks ج

7

Encouraging the creative culture of

the organization in presenting new

ideas or products and others

2 0 6 11 17 ت

4,14

8 The modern organization is given

great importance in adopting risks

1 3 7 20 5 ت3,69 0,87 73,9

% 13,9 55,6 19,4 8,3 2,8

9

Encourage cultural values to be

properly adapted to the changing

environment

- 1 9 12 14 ت

4,08 0,83 81,7 % 38,9 33,3 25 2,8 -

Total risk tolerance 3,97 0,89 79,5

Table of the work of the researcher based on the questionnaire and data system (spss)

a. Justice: This dimension achieved an arithmetic mean of 91,3, which is larger than the

accepted mean of the Likert scale. 3 This indicates that the senior management pays attention to the

variable of justice at a level of (2.78%). This dimension has also achieved a standard deviation (87.0).

It indicates that there is high naturalization in the responses of the sample members from this

dimension. The third paragraph (justice is a fabric of relationships that allows workers to take risks and

develop their abilities) achieved the highest rate of calculation (33.4). The higher perception of the

workers of this dimension, the lower the middle of my account has been obtaine in the second

paragraph. The pursuit of justice to give the facilitators (58.3) to indicate a decline in the understanding

of the individuals involved in the process of justice to facilitate their affairs. The lowest responses were

in paragraph (2) with a standard deviation of (60.0). The highest dispersion was In paragraph (3) with a

standard deviation (12.1). In general, all individuals agree on all the paragraphs forming this dimension

as shown in the table above

b. Risk: This dimension came at a mean value of (97.3), which is higher than the mean of the

scale area. This indicates that the senior management is interested in a risk-bearing variable at a level

of (5.79%). This dimension has achieved a standard deviation of (89). This indicates that there is a high

homogeneity in the responses of the sample members on this dimension. The first paragraph

"Encourages the creative culture of the organization in the presentation of new ideas or products and

others" has achieved a higher mean of (14.4). The top management in the organization encourages

creators, while the lower middle of my account has been obtaine by the second paragraph "gives the

modern organization of great importance to T. (69.3). To indicate a decrease in the respondents'

understanding of the modern organization's importance, the adoption of risk and the less dispersion in

the responses about the arithmetic mean. In paragraph (3) it reached a standard deviation of ( 83.0). In

general, the results indicate that the levels of risk tolerance in the organization are high through the

completion of the sample by all respondents, as shown in the above table

1. Ethics of work: Under this dimension, four sub-dimensions can be described as follows:

Individual Ethics: This dimension achieved an arithmetic mean of (86.3), which is higher than

the mean of the scale of (3). This means that senior management is concerned with the ethics of the

individual as one of the basic elements of business ethics, with an average of (1.77%), and this

dimension has achieved a standard deviation of (71.0). This indicates that there is high homogeneity in

the answers of the sample . The first paragraph has the highest arithmetic average of (03.4) to indicate

the participation of managers in decision-making. The lowest mean was obtained by the third

paragraph (72.3) indicating the decline in the organization's attempt to change the behavior of

individuals as an input to the development Abilities "as one of the dimensions in the ethics of work,

and was less fragmented in the answers at paragraph (4) when it reached the level (67.0). The highest

dispersion of the responses around the arithmetic mean was in paragraph (3) with a standard deviation

of (79.0). The results generally indicate a rise in the indicators of the ethics of the individual after the


ethics of work through the agreement of the sample members on all the constituent paragraphs as

reflected in the table above

A. Leadership ethics: Table 13 shows that this dimension has achieved an arithmetic mean of

(09.4), which is higher than the average mean of (3) according to the fifth Likert scale to reflect the

ethics of leadership in business ethics. (8.81%) and a standard deviation of (92.0) to reflect the

accepted homogeneity in the sample responses on the paragraphs of this dimension. The first paragraph

achieved the highest mean of 19.4, which means that the moral obligation in the organization is reflecte

in the administrative acts of the transaction. The standard deviation of this paragraph reached (03.1).

While the second paragraph achieved the lowest average of (94) 3) to reflect the decline in the

determination of the objectives of the work together by the managers and subordinates that are related

to the objectives of the organization, and paragraph (1) achieved the highest dispersion of the answers

and a standard deviation of (03, 1)

B. Community Ethics: Table (14) shows that the administration is concerned with the ethics of

the society at a good level. The computational mean of this dimension reached (06.4), which is higher

than the accepted mean, which reached (2.81%). (89.0) to indicate the homogeneity of the sample's

responses in an acceptable manner around the paragraphs of this dimension. The first paragraph

achieved the highest mean (22.4) and the lowest standard deviation (74.0) to indicate that the decision-

making process is based on To ethical standards, while the lowest of the middle of the account at the

third paragraph, got a center reached (75.3) to indicate the decline of the Organization's quest to

develop the strategic partnership other organizations.

C. Activity ethic: This dimension achieved a good level of interest by the organization. The

computational mean of this dimension was (02.4) with an agreement rate of (3.80%) and a standard

deviation of (86.0) to indicate an acceptable homogeneity in the responses of individuals in the sample

studied (14.4). The lowest dispersion of the answers was achieve by a standard deviation of (99.0).

This means that the workers are properly engage with each other in the case of ethical issues. While the

fourth paragraph took the lowest mean of (3.75) to indicate a decline in the employees' understanding

of the competitive advantages of ethics and how it affects a.

Table 3: A general description of the work ethics of the research sample

Paragraphs Indicator Totally

agree Agree Neutral

I do

not

agree

I do not

quite

agree

Balanced

Equation

Standard

Deviation Percent

person ethics

Share our managers to decision-makers

that directly affect their working lives

1 1 9 10 15 ت4.03 80.6 0.70

% 14.6 27.8 25.0 2.8 2.8

The mission of the Organization

emphasizes the importance and

development of human resources

0 4 9 11 12 ت

8.36 77.2 0.68 % 33.3 30.6 25.0 11.1 0.0

The organization seeks to change the

behavior of individuals as an input to

develop their abilities

2 2 7 18 7 ت

3.72 74.4 0.79 % 19.4 50.0 19.4 5.6 5.6

Provide employees with key data

including financial information related to

performance improvement

0 1 14 12 9 ت

3.81 76.1 0.67 % 25.0 33.3 38.9 2.8 0.0

The total number of individual ethics 3.86 77.1 0.71

Leadership ethics

The moral obligation of our organization

is reflected in the administrative acts of

dealing

2 0.0 3 15 16 ت

4.l9 83.9 1.03 % 44.4 41.7 8.3 0.0 5.6

The objectives of the work are

determined jointly by managers and

managers and are linked to the objectives

of the regulator

1 4 4 14 13 ت

3.94 78.9 0.82 % 36.1 38.9 11.1 11.1 2.8


Paragraphs Indicator Totally

agree Agree Neutral

I do

not

agree

I do not

quite

agree

Balanced

Equation

Standard

Deviation Percent

Performance evaluation measures ethical

behavior and attitudes

1 1 5 17 12 ت4.06 81.1 0.89

% 33.3 47.2 13.9 2.8 2.8

Moral safety is a crucial factor with

numbering from the perspective of

managers in the organization

1 1 4 15 15 ت

4.17 83.3 0.97 % 41.7 41.7 11.1 2.8 2.8

The total number of ethics of leadership 4.09 81.8 0.92

Community Ethics

The adoption process is based on ethical

standards

0 1 7 11 17 ت4.22 84.4 0.98

% 47.2 30.6 19.4 2.8 0.0

Clarify the dimensions of the objectives

of the community in the results of the

work

0.0 1 6 15 14 ت

4.17 83.3 0.91 % 38.9 41.6 16.7 2.8 0.0

The organization seeks to develop the

strategic partnership of the organization

with other existing organizations. In the

community

4 1 6 14 11 ت

3.75 75.0 0.74 % 30.6 38.9 16.7 2.8 7.2

Training of decision makers with a moral

dimension to society

1 2 4 14 15 ت4.11 82.2 0.93

% 41.6 38.9 7.2 5.6 2.8

The total number of the ethics of society 4.06 81.2 0.89

Ethics of activities

Building the process of private

decision-making is based on ethical

standards

0 1 4 20 11 ت

4.14 82.8 0.99 % 30.6 55.6 7.2 2.8 0.0

Reactions Workers interact with

each other appropriately in the event

of controversial issues

1 0.0 7 16 12 ت

4.06 81.1 0.86 % 33.3 44.4 19.4 0.0 2.8

Employees share their true feelings

with each other in training courses

that are business ethics

1 0.0 7 14 14 ت

4.11 82.2 0.88 % 38.9 38.9 19.4 0.0 2.8

Employees understand the

competitive advantages of ethics

and how they work

4 1 7 12 12 ت

3.75 75.0 0.72 % 33.3 33.3 19.4 2.8 7.2

Total number of ethics of activities 4.02 80.31 0.86


Organizational Structure Ethics This variable includes three sub-dimensions, as follows

A Moral intuition: This dimension achieved an arithmetic mean of 20.4, which is larger than the

average mean of (3) according to the Likert scale. It indicates that the senior management is

interested in moral intuition at a very good level and with a ratio of 84%, A standard deviation

of (41.0) confirms the high homogeneity in the responses of the sample members on this

dimension. The third paragraph achieved the highest calculation rate (25.4) to indicate that the

moral intuition encourages the strength of positions and correct administrative decisions. It

reached (17.4) and was obtain by the first paragraph to indicate a decline in encouragement of

moral intuition among workers, which is, with Yara, was good for personal appointment. The

second was less distracte by the standard deviation (67.0). The highest dispersion around the

arithmetic mean was at the first paragraph, with a standard deviation of (20.1) to the high levels

of moral intuition in the organization through the agreement of the sample members on all its

constituent paragraphs, as shown in the table above

B Moral comparison: This dimension achieved an arithmetic mean of (74.3), which is higher

than the satisfactory mean of (3). It indicates that the organization under study is interested in

moral comparison and a good level with a large agreement rate of (874%). The dimension


achieved a standard deviation of (53.0), which indicates the homogeneity of the responses of

the sample on this dimension. The second and third paragraphs achieved an equal calculation of

75.3 indicating the high moral comparison on the organization's database.

The organization uses the measurement and evaluation of the ethical level of the company,

while the lower the average arithmetic reached (72.3). The points of decline in the application

of the organization to the ethical comparison based on the sectoral comparison according to the

indicators of the sector in which it operates compared to the other dimension paragraphs. The

less the dispersion in the answers at the second paragraph with a standard deviation of (72.0)

These results indicate the high level of ethical comparison in the organization through the

agreement of the sample members on all dimensions of the constituent paragraphs, as shown in

table above.

C Ethical Code: This dimension has achieved an arithmetic mean of 21.4, which is greater than

the satisfactory mean of (3). This reflects the administration's interest in the dimension of the

ethical code of the organizational structure ethic variable, at a very good level (3.84%), That

this dimension has achieved a standard deviation of (41.0) which confirms the high

homogeneity in the responses of the sample of this dimension. In addition, the first paragraph

achieved a higher mean of (31.4) to confirm that the organization uses the ethical code as a

guide to the decisions and actions of its employees, while the lowest center of my account has

got the second paragraph reached (11.4) to indicate the decline of sections of ethical codes,

(69.0). The highest dispersion of responses around the arithmetic mean was in the second

paragraph (20.1). In general, the results indicate To high levels following the ethical code of the

organization through the agreement of individuals A sample on all its constituent paragraphs.

The responses of the sample on the dimensions of work ethic (organizational culture, work

ethic and ethics of organizational structure systems) show that, the work ethic variable achieved an

arithmetical mean of (05.4) and a standard deviation of (38.0). The respondents' agreement was highly

homogeneous in their responses to the organization's interest in the ethic of the work ethic and to a

very good level. As for the sub-dimensions of this variable, the administration's attention was very

good, except after the organizational culture was at a good level. The importance is as follows:

(infrastructure ethics, business ethics, and organizational culture).

Table 4: A general description of paragraphs after the moral intuition of the ethical variable of organizational

structure systems

Indicator

Paragraphs

Totally

agree Agree Neutral

I do

not

agree

I do not

quite

agree

Balanced

Equation

percent

age

standard

deviation

Moral intuition أ

Encouraging employees' moral intuition is a

good standard of personal certainty

1 1 7 9 18 ت4.17 83.3 1.20

% 50.0 25.0 19.4 2.8 2.8

Moral intuition leads to pressure of interest

(self-interest or mutual interest or both) in

order to achieve the goals of the organization

0 0 4 21 11 ت

4.19 83.8 0.67 % 30.6 58.3 11.1 0.0 0.0

Moral intuition encourages strong attitudes

and proper management decisions

0 0 4 19 13 ت4.25 85.0 0.74

% 36.1 52.8 11.1 0.0 0.0

The total sum of the dimension of moral intuition 4.20 84.0 0.41

Moral comparison ب

The ethical organization shall be applied on

the basis of sectoral comparison according to

the indicators of the sector in which it operates

1 3 10 13 9 ت3.72 74.4 0.80

% 25.0 36.1 27.8 8.3 2.8

The ethical comparison is based on the

organization's database in the past and present

years

2 3 6 16 9 ت3.75 75.0 0.72

% 25.0 44.4 16.7 8.3 5.6

The organization uses the measurement and

evaluation of the ethical level of the company

1 3 9 14 9 ت3.75 75.0 0.74

% 25.07 38.9 25.0 8.3 2.8


Indicator

Paragraphs

Totally

agree Agree Neutral

I do

not

agree

I do not

quite

agree

Balanced

Equation

percent

age

standard

deviation

The total number of the dimension of moral comparison 3.74 74,8 0.53

Ethical code ج

The organization uses the ethical code as a

guide to the decisions and actions of its

employees

0 2 4 11 19 ت4.31 86.1 0.69

% 52,78 30.56 11.11 2.56 0.00

Ethical morals in the Organization are

characterized by a clear sense of ambition and

moral aspiration

0 1 5 19 11 ت4.11 82.2 1,20

% 30.56 52.78 13.89 2.78 0.00

The ethical code represents moral awareness

and interest in the organization

0 0 6 16 14 ت4.22 84.4

% 38.89 44.44 16.67 0.00 0.00

total summation 4,21 84.3 0.41

Table of the work of the researcher based on the questionnaire and data system (spss)ا

Second: Presentation and analysis of the results of the study of organizational response

strategies:

This variable includes three dimensions, which can be describe as follows:

1. Prospector Strategy: This dimension achieved an arithmetic mean of (06.4), which is

higher than the mean mean of (3) according to the area of the Likert scale. This indicates

the administration's interest in the prospectors' strategy at a very good level and a

percentage of (3.81%). This dimension achieved a standard deviation of (65.0) to indicate

an acceptable homogeneity in the responses of the sample on this dimension. The

percentage (4.84%) to confirm the high work of the management of the organization to

make a great effort to retain competencies with skill and knowledge varied. However, the

lowest middle of my account was acquire by the third paragraph to indicate the decline of

the organization to spend on research and development to discover new ideas compared to

the paragraphs dimension. There was less dispersion of the answers at paragraph (2) with

a standard deviation of (49.0) and the highest dispersion of the third paragraph. The

results generally indicate the high levels of the prospectors' strategy through the

agreement of the sample members on all its constituent clauses

2. Analysts 'strategy: The arithmetic mean of this dimension (00.4) is higher than the

satisfactory average of (3). This indicates that the organization is interested in the

dimension of the analysts' strategy in performing its work at a very good level. This

dimension achieved a standard deviation of (39.0) to indicate a high homogeneity in the

responses of the sample on the paragraphs of this dimension. The first paragraph achieved

the highest mean of 25.4 and the lowest dispersion in the responses was around this mean,

(52.0). Meaning that the administrative leadership of the workers are in a state of

compromise between relatively consistent commitment to the ethics of work and change.

The lowest was the center of my account at the second paragraph as it was (75.3) to

indicate that the administrative leadership and staff do not focus on providing specific

services.

3. Respondents' strategy: Respondents' answers to the dimensions of respondents' strategy

indicate that this dimension achieved an arithmetic mean of 14.4, which is higher than the

average mean of (3) on the scale area. It indicates that the senior management is interested

in the strategy of the respondents and at a very good level (9.82%), and this dimension

achieved a standard deviation of (43.0). This indicates that there is a high homogeneity in

the responses of the sample on this dimension. The first paragraph achieved the highest

average of (44), 4) to indicate that there is a rapid response by the staff to the services

offered by the management of the organization. Nevertheless, the lowest the middle of my

account (00.4) for the second and third paragraphs refer to the decline in "the continuation

of the provision of the same services and programs" as well as the decline in "the services


provided by the Organization are stable and non-diversified" 62.0). The highest dispersion

of responses was in the fourth paragraph with a standard deviation of (13.1). The results

generally reflect the high levels after the strategy of the respondents in the organization

through the agreement of the sample members on all the paragraphs that contain them.

The responses of the respondents to the dimensions of organizational response strategies

(prospectors strategy, analysts strategy, respondents' strategy) show that the

organizational response strategy variable achieved an overall mean of (07.4) and a

standard deviation of (63.0) The study sample agreement was very good and

homogeneity. As for the sub-dimensions of this variable, all its dimensions achieved a

very good level of attention by the organization. This answers the question of "What is the

variable dimension of organizational response strategies?"

Table 5: A general description of paragraphs after the prospector strategy for the variable organizational

strategy responses

Indicator

Paragraphs

Totally

agree Agree Neutral

I do

not

agree

I do not

quite

agree

Balanced

Equation

percent

age

standard

deviation

Strategy prospectors أ

The management of the organization is

making great efforts to retain competencies

with diverse skills and knowledge

4 1 1 7 23 ت4.22 84.4 0.63

% 63.89 19.44 2.78 2.78 11.11

The organization seeks to increase the

knowledge and expertise of its employees

using various means and techniques

1 4 3 14 14 ت4.000 80.00 0.49

% 38.89 38.89 8.33 11.11 2.78

The organization spends research and

development to discover new ideas

1 2 7 13 13 ت3.97 79.4 0.70

% 36.11 36.11 19.44 5.56 2.78

The total number of post-prospectors strategy 4.06 81.3 0.65

Strategy analysts ب

The managerial leadership of the workers

are in a state of compromise between

relative stability by adhering to the ethics of

work and change for the better

0 0 5 17 14 ت

4.25 85.0 0.52

% 38.89 47.22 13.98 0.00 0.00

The administrative leadership and staff of

the organization are based on specific

services

2 5 4 14 11 ت3.75 75.0 1.20

% 30.56 38.89 11.11 13.89 5.56

The total dimension of analysts' strategy 4.00 80.00 0.39

Strategy Respondents ج

There is a rapid response by staff to the

management of the organization

0 0 3 14 19 ت4.44 88.9 0.87

% 52.78 38.89 8.33 0.00 0.00

The organization responds to demands and

changes as a result of its failure to form the

appropriate strategy that is appropriate to the

nature of the services

1 2 8 10 15 ت

4.00 80.00 0.75 % 41.67 27.78 22.22 5.56 2.78

Continue to provide the same services and

programs

0 3 6 15 12 ت4.00 80.00 0.85

% 33.33 41.67 16.67 8.33 0.00

The services provided by the Organization

are stable and non-diversified

0 3 3 19 11 ت4.06 81.1 1.13

% 30.56 52.78 8.33 8.33 0.00

The Organization's management does not

have the necessary ingredients to face the

various circumstances

1 1 6 9 19 ت4.22 84.4 0.62

% 52.78 25.0 16.67 2.87 2,78

The total number of strategic respondents 4.41 82.9 0,43



The second topic: Analysis of correlation between search variables:

This course attempts to select the main hypothesis and its sub-hypotheses using the Spearman

correlation coefficient, and the relationship test will be at the macro and sub-macro level.

The first hypothesis: This hypothesis states that there is a significant positive correlation

between the work ethic and strategies of organizational responses. Table (6) indicates that the variable

variable is relate to the work ethic and its variable variable or response variables Organizational

responses.

Table 6: Linking the ethics of work and its dimensions to the variable strategies of organizational responses

Accept or reject

the hypothesis Significance P. value

Coefficient of

correlation

Variance of work ethic and its

dimensions

Refusal Not significant 0.075 0.0357 Organizational culture

Acceptance Morality 0.007 0.651 Work ethics

Acceptance Morality 0.000 0.723 Organizational Structure Ethics

Acceptance Morality 0.000 0.750 Total work ethics


The above table indicates that the coefficient of correlation is statistically significant at 5% and

1%, where the coefficient of correlation to the dimensions of the work ethic is positive, and this is

shown by the value of P. value as it is less than (0.05) There is a significant correlation between

business ethics and organizational response strategies.

Sub-hypotheses could be studie as follows:

1. The first sub-hypothesis of the first main hypothesis (there is a statistically significant

correlation between the organizational culture and organizational response strategies), the

above table reflects this relationship and shows that there is no statistically significant

relationship with the correlation coefficient (0357.0) 1% and 5%), where the value of P.

value (75.0) is rejected. This hypothesis is rejecte and accepted the alternative hypothesis

which states (there is no statistically significant correlation between organizational culture

and organizational response strategies). On this basis, the study found that there is no

strong correlation between the organizational culture of a dimension of work ethic and

strategies of organizational responses

2. The second sub-hypothesis of the first main hypothesis (there is a significant relationship

between business ethic and strategies of organizational responses). The table above shows

that the value of P. value below (0.05) indicates a statistically significant correlation

between ethics dimension Work and strategies of organizational responses The correlation

relationship was medium and positive, ie, the higher the level of work ethic, the greater

the strategies for organizational responses, and the correlation coefficient was 651.0. It is

on this basis that this hypothesis is acceptable, that is, there is a moral relationship

between work ethics and organizational response strategies.

3. The third sub-hypothesis of the first main hypothesis (a significant relationship between

organizational structure ethics and organizational response strategies). The table above

shows that there is a strong correlation between organizational ethics and organizational

response strategies, and this relationship is strong and positive, Organizational strategies

were increased with a value of (723.0) at a significant level (1%) and a value of P value of

correlation coefficient (0,0).

4. The fourth sub-hypothesis of the first main hypothesis (there is a significant correlation

between the work ethic and the prospector’s strategy). The results, as shown in Table 7

below, show that there is a significant correlation between these two variables. 64.0)

below a significant level (01.0) and the value of the value of the correlation coefficient

(000.0) and on this basis accept this hypothesis.


Table 7: correlation of the response variable (strategies of organizational responses) and its dimensions with

explanatory variable (work ethic)

Accept or reject

the hypothesis Significance P. value

Coefficient of

correlation

Variable Strategies and Dimensions of

Organizational Responses

Acceptance Morality 0.000 0.64 Strategy prospectors

Acceptance Morality 0.000 0,60 Strategy analysts

Acceptance Morality 0.006 0.86 Strategy Respondents

Acceptance Morality 0.000 0.000 Total strategies of organizational responses


1. The fifth sub-hypothesis of the first hypothesis (there is a significant correlation between the

work ethic and the strategy of the analysts), where the results indicate the validity and strength of

the relationship between these two variables, which means that we accept the hypothesis.

2. The sixth sub-hypothesis of the first main hypothesis (there is a significant correlation between

the work ethic and the strategy of the respondents). When linking the clauses of the questionnaire

that belong to both variables, the correlation relationship as shown in Table (7) (P = .0). It was

found that there is a strong and positive correlation between the two variables (business ethic and

respondents' strategy), which reached (68.0) below a significant level (01.0) value for the

correlation coefficient (006,0) and accordingly accept this hypothesis.

Based on the above, it appears that the variable of work ethic and its dimensions (organizational

culture, work ethic, and ethics of organizational structures) has achieved a moderate and good

correlation relationship with variable organizational response strategies. However, after the

organizational culture did not achieve significant correlation relationship with organizational strategies

variable In order for the model to be more accurate, the organizational culture variable was eliminate

and the correlation between work ethic and organizational response strategies was established. The

results showed a strong correlation between work ethic and its dimensions (business ethic and ethics)

and the strategies of organizational responses, where the relationship was positive and positive. The

correlation coefficient (712.0) was significant (01.0) and (0.05) and the probability value was (0,0).

The third topic: Estimation and analysis of relations between the influence of the variables of

research and test results:

In this regard, we will explore the causal relationships between work ethic and strategies of

organizational responses using the regression analysis method. We will analyze the impact analysis of

hypotheses as follows:

The second main hypothesis: This hypothesis states that (the positive effect of the ethics of

work in the strategies of organizational responses is significant). Table (8) indicates the results of the

evaluation. The work ethic variable has an impact on organizational response strategies. (0) and (0.05)

indicates that the estimated model is significant as a whole, which means that not all parameters. The

estimated model is equal to zero and the estimated estimation factor R2 is also not equal to zero.

(R2) indicates that it is equal to (476.0), that is, the work ethic variable changes (6.97%) of the

total variation in strategies of organizational responses, and the remainder of the variation is due to

other variables reflected in the residues, 452%), which did not appear explicitly in the study model.

The value of constant (a) is (- 372.0) which means that there is a lack of organizational

response strategies of (372.0) when the work ethic is equal to zero.

The value of parameter (B), which is equal to (951.0), indicates that when increasing the ethics

of work by one unit, this will lead to a change in strategies of organizational responses by (951,0)

units. Meaning that, there is a positive and moral impact of the work ethic in Strategies of

organizational responses, which means acceptance of the second main hypothesis.


Table 8: The Effect of the Explanatory Variable (Business Ethics) in the Respondent Variable (Strategies for

Regulatory Responses)

Significance P. value

(F) F value

Fixed

value a

The value of

the parameter

R2

The value of

the coefficient

B

Variable work ethics and

dimensions

No effect 0.441 0.015 1.250 0.000 -0.051 Organizational culture

There is an effect 0.000 10.401 1.721 0.397 0.495 Work ethics

There is an effect 0.0002 7.271 0.982 0.415 0.729 Organizational Structure Ethics

There is an effect 0.000 13.561 0.372 0.476 0.950 Total work ethics


1. The first sub-hypothesis of the second main hypothesis (there is a significant significant

relationship of organizational culture to organizational response strategies), from table (8)

above, shows that the organizational culture has no effect on organizational response strategies.

And that the probability value exceeds (0.05). This means that this variable is not significant in

the response variable (strategies of organizational responses), ie, we accept nullification (no

effect). The coefficient of selection is equal to zero and the value of (B) is negative, which is

which means that this variable is not real in its effect, and the value of the regression constant

(25.1) means that there are strategies for organizational responses even if the organizational

culture is equal to zero.

Based on these statistical data, we reject this hypothesis and accept the alternative hypothesis

that "there is no effect of organizational culture on organizational response strategies".

2. The second sub-hypothesis of the second main hypothesis (there is a significant correlative

relationship to the ethics of work in organizational response strategies), the results of Table 7

above show that post-work ethic has an impact on organizational response strategies. The

calculated F value (401, 10), which is higher than the value of the table F under a significant

level (0.05) and (01.0). This is confirmed by the probability value of this test (000,0) Which

confirms that this variable has been interpreted as (7.39%) of the total variation in the strategies

of organizational responses, while the remaining variance is due to the variable Other data did

not take effect in the framework of the model respondent.

The value of B (495.0) means that increasing the work ethic by one unit will increase the

strategies of the organizational responses by (495.0) units, assuming the stability of the other

factors, which confirms the significance of the effect and acceptance of this hypothesis, Work

ethics are equal to zero, and there are strategies for organizational responses of (721,1).

3. The third sub-hypothesis of the second main hypothesis (there is a significant significant

relationship of organizational structure to organizational response strategies), the results of

Table (7) above show that the calculated F value reached (271.7) This is indicated by the value

of the value of P. 002.0 which is significant at (0.05) and (0.01).

Furthermore, this variable has been interpreted as (5.41%) of variance in strategies of

regulatory responses is due to other variables, as reflected R2. The identification factor (B) indicates

that, when the ethics of the organizational structures are increased by one unit. This will lead to an

increase in organizational response strategies by (72.0) units which is a significant effect which

confirms the significant effect of the organizational structure on organizational response strategies. It is

worth noting that the value of the regression constant has reached (982.0), which confirms the

existence of strategies of organizational responses even if the ethics of organizational structures are

equal to zero.

In order to find the value of the impact of work ethic in the strategies of organizational

responses by excluding the intangible dimensions, here is the use of the stepwise method and in this

area, the following results were obtaine:


Table 9: Regression results using the stepwise method

B R-2 R2 P. value Calculated F value Dimensions of work ethics

0.337 0.398 0.415 0.000 70.081 Work ethics

0.456 0.573 0.592 0.000 12.351 Organizational Structure Ethics


Table (9) above shows that one of the dimensions of the work ethic variable was exclude: the

organizational culture, because it was not a dimension of statistical significance in the multiple

regression model. The two dimensions that entered the model are important in sequence and as

reflected in the table above. (573.0), that is, 573% of the total variation in organizational response

strategies is due or caused by two dimensions (business ethic and organizational structure ethics). After

excluding the organizational culture, the impact of business ethics in organizational response strategies

Table (10):

Table 10: The impact of business ethics in strategies of organizational responses after exclusion after

organizational culture

P. value (F statistic) F B R2 A

0.000 32.517 0.56 0.641 -0.538


The above table reflects the fact that the business ethics variable has an impact on

organizational response strategies, since the model as a whole is acceptable because the probability

value of F is equal to (000). This indicates the significance of the model, and R2 explains (1.64%) of

the total variance. The work ethic interprets approximately (1.64%) of the total changes in strategies of

organizational responses, and the remaining (9,35%) is due to other variables reflected in the error limit

and that the parameter (B) (56.0) means that increasing the work ethic by one unit will increase

regulatory responses by 56.0 units. If, however, In comparison to R2, if the organizational culture

dimension is present in organizational response strategies and R2, if excluded, the value of the limiting

factor has increased by a factor of (0) (5.16%), which explains the increase in the amount of work ethic

(excluding organizational culture) in strategies of organizational responses. Based on the above, it is

necessary to exclude the organizational culture of the model

The fourth topic: estimation and analysis of the direct and indirect effects of the research

variables in charting the strategies of organizational responses

That both the regression analysis and the pathymetric analysis are based on linear statistical

models; secondly, that the statistical tests associated with both methods are realized if certain

assumptions are met, the regression methods assume normal distribution Path analysis assumes a

normal natural distribution, and thirdly: neither of these methods gives us a test of causality.

However, there are differences between regression and analysis path in several ways. First, the

analysis of the path is flexible to a large degree and methodology is comprehensive. This methodology

is appropriate in completing the research, in terms of economic trends and economic depression ... and

other phenomena, The variables in the analysis of the path may be independent or dependent, while the

variables in the regression analysis are either independent or dependent, and thirdly, that the variables

in the regression analysis are independent or dependent. Path analysis is allow to the researcher in the

structural equations, errors or unexplained differences are explicitly determined. While the regression

analysis assumes that the variables are measured without errors; and fourth, that the traditional analysis

gives direct moral tests in determining the set of differences, the relationships between the variables, or

the amount of the best strategy in estimating model estimation is to study multiple tests such as Chi-

square, CFI, RMSEA, ). Finally, the language schematic is a process of converting the model into a set

of equations, and the set of equations is instantaneously resolved in the model estimation test and

parameter estimation.


Relationships in Path Analysis The relationships between variables are of three types:

• Variables, such as correlation, are associated with a common variation.

• Direct effect is a direct relationship between two variables, such as independent and dependent

variables.

• Indirect effect is the effect of the independent variable on the dependent variable through the

intervention of one or more variable variables.

It should be note that the aim of the estimate is to obtain numerical values for unknown

parameters.

In order to perform the path analysis, it is necessary to obtain the matrix of correlation

coefficients between the variables of the study. The variables are:

Organizational Structure Ethics.

X2 = organizational culture.

X3 = Business ethics.

Strategies of organizational responses.

Table 11: Matrix of correlation coefficients between search variables

Y X3 X2 X1 المتغيرات

0.33 0.41 0.3 1.00 X1

0.570 0.160 1.00 0.3 X2

0.500 10,000 0.160 0.41 X3

1.000 0.500 0.570 0.33 Y


Figure 2: The path of direct and indirect effects of organizational culture variables, work ethics and

organizational structure ethics in organizational response strategies

Step 1: Obtain the multiple regression of the model as a whole X3-dependent variable and the

independent variables X1 and X2.

Table 12: The explanatory power of the direct and indirect effects of the ethics of organizational structures and

organizational culture in the ethics of work

Model R R2

1 0,412 0,169

Predictors: (constant), X1 , X2

X2

Y X3

X1


Table 13: Morality Test The matrix of organizational structure ethics and organizational culture ethics

Model Unstandarized coefficient standardized coefficient T Sig

1 Constant B S.D Beta

0,00 1,00 0,000 0,172 ----

X1 0,616 0,086 0,398 7,171 0,000

X2 8,816 0,012 0,041 0,734 0,464

a. Dependent variable: X3

Step 2: Get the multiple regression of the model as a whole.

Table 14: Explanatory power of the direct and indirect effects of independent variables of study in regulatory

responses

Model R R. squire

1 0,705 0,496

a. Predictors: (constant), X1 , X2, X3

Table 15: Morphological test of the matrix coefficients of the direct and indirect effects of the independent

variables of the study in the strategies of organizational responses


1 Constant

B Std Error Beta 0,00 1,00

0,000 0,051 ----

X1 5,470E03 0,028 0,009 0,196 0,895

X2 4,172E02 0,004 0,501 11,569 0,00

X3 0,160 0,017 0,416 9,194 0,000

Dependent variable: Y

Step 3: Visualize the model diagram as a whole:

• Track coefficients are B, weighted by multiple regression analysis

• The values of "e" are calculated from i.

Figure 3: Path of algebraic analysis coefficients for independent variables of study in organizational response

strategies

Figure of the researcher's work

X2

Y X3

X1

ey= 0,710 Ex3= 0,911

ey= 0,710

0,398

0,041

0,009


In examining the above model we note:

1. That X3 affects Y.

2. That X1 has no direct effect on Y, but has an indirect effect via X3.

3. That X2 has a direct effect only on Y.

Some path analyzes are descriptive and thus compute and add other test hypotheses for the

model as a whole and especially for any pathways of the model that are not causally connected

between the variables. Below is the reduced model. In this model there is no direct effect of X1 on Y

Has an indirect effect only over the X3 channel) and Wan X1 has a direct effect only (without any

additional indirect effect via the X3

Figure 4: The path of the reduced model of the direct and indirect effects of independent variables in

organizational response strategies

Two regression models are use to obtain path coefficients, and the first step does not require a

true multiple regression model, because there is only one independent variable, so X3 affects one

independent variable

X1 وان R2=r

2=0,41

2=0,168 و B=r=0,41 و ex3=√1 − 0.6681 = 0.919.

As for the second step, we use multiple regression analysis and by entering the correlation

coefficients matrix, we get:

Table 16: An explanatory force for the direct and indirect effects of organizational cultures and work ethic in

organizational response strategies

Model R R. squire

1 0,705 0,496

Predictors: (constant), X3, X2

Table 17: Morality testing of organizational culture factors and work ethics in organizational response

strategies


1 Constant B Std Error Beta

0,00 1,00 0,000 ----

X2 4,191E-02 0,003 0,503 12,055 0,00

X3 0,161 0,016 0,420 10,57 0,000

Dependent variable: Y

The reduced model or the assumed path model.

X2

X1

X3

Y


Figure 5: Correlation pathway assumed for the matrix of standard coefficients of independent variables in

regulatory responses

Test the Assumed Model (Scaled Down):

The test of the reduced model involves comparing the quality of its estimates with the data compared

to the quality of the overall model estimates of the data. The sample test is usually teste for the average

contribution of the independent variables (paths) deleted from the model. Therefore, the results of the

deletion of the independent variables cannot be informational or be misleading.

Estimating the full model: 1-(e)2=1-(0,911)

2*(0,71)

2=0,582

Estimating the reduced model: 1-(e)2=1-(0,912)

2*(0,710)

2=0,581

The statistical summary showing the relative estimation of the reduced model to the model as a

whole is equal to

Q = ��

�� =

��.��

��.��= 0.9989

We can calculate the moral test to compare the model estimate, which is equal to:

W= -(N1-d)*logeQ=-(36-2)*loge0.9989=0,0374

Where N = the size of the value, d = the number of excluded paths, W is distributed as an X2

distribution with degrees of freedom = d.

In the case of our analysis, X2 (2,0.05) = 5,991 we conclude that the reduced model fits the

data, as well as the complete model, that the causal model ruled out the direct effect of X2 and the

indirect effect of X1 via X3 which did not fit the data compared to the model that included these paths.

Conclusions 1. Business Ethics is the comprehensive framework that governs actions and actions towards the

objectives for which business organizations work, whether they are service or productive. They

indicate what is acceptable and correct and what is wrong or wrong in relative terms in the

society by virtue of custom and law. For example, the general behavior of individuals and

leadership in an organization that works to support social responsibility that has a formal

dimension within the moral dimension, which reflects the social and material profit of the

organization in Its internal environment and its external environment.

2. Strategies for organizational responses are important in how the organization can build its

strategic capacity to survive and develop in the future under changing environmental conditions

and in competitive markets to take into account the uncertain future and find ways to deal with it.

Be more understanding, analysis, and search for innovative ways of survival and development.

3. The respondents' responses to the dimensions of the work ethic (organizational culture, work

ethic, organizational systems ethics) are generally shows. The work ethic variable achieved the

highest overall and arithmetic average (4.05) and with a standard deviation of 0.36. Therefore, the

level of responses reflected the agreement of the sample members and a high degree of

X2

Y X3

X1

ey= 0,710 Ex3= 0,911

0,503

0,410

0,420


homogeneity in their responses to the organization's interest in the ethic of work ethic at a very

good level. The subdivision of this variable has been of very good management interest, except

after the organizational culture was of a good standard. The order of the dimensions of work ethic

was as important as the following: organizational structure ethics 81.03%, "business ethics" 80,

22% ", organizational culture" 79.53% ".

4. The strategy variable of the organizational responses achieved at the total level with a mean

(4,07) and a standard deviation (0.63). Thus, the level The responses were far from the agreement

of the study sample and in very good homogeneity, either for the sub-dimensions of this variable,

all dimensions achieved a very good level of attention by the organization and this answers the

question of the study, what is the level of variable dimensions strategies of organizational

responses ??.

The dimensions of strategies for organizational responses were ranked by importance

(respondents' strategy 82.9%, prospectors' strategy 81.3%, analysts' strategy 80.0%).

5. The correlation between the dimensions of work ethic and organizational responses shows that

there is a significant positive correlation between the work ethic and strategies of organizational

responses in the institutes and colleges of the study sample. This confirms the validity of the main

hypothesis that there is a significant relationship between ethical indicators and organizational

response strategies.

As for the sub-hypotheses, most work ethic indicators (organizational structure systems and work

ethics) are associated with a statistically significant relationship because the value of Pvalue is

less than (0.05), except for the organizational culture of the study sample. The value (P.value) is

greater than 0.05.

6. The institutes and colleges under study suffer from weak organizational cultures. Therefore, a

new strategy for the development of organizational cultures in these institutes and colleges should

be the procedures and policies. Additionally, the replacement of the old methods by encouraging

the study society, especially administrative leaders and individuals to give great importance in the

future to research and development Innovation, creativity and the use of modern means of

communication and encourage research, publishing and adoption of the overall quality in the

development of programs that would develop organizational cultures.

7. It is clear from the research that the variable of work ethic and its distance (organizational

culture, work ethic, ethics of organizational structures) has achieved a medium and good

correlation relationship with the variable organizational response strategies. In order to be more

accurate, and the organizational response strategies. The results showed a strong correlation

between work ethic and its dimensions (work ethic, ethics of organizational structures) and

organizational response strategies in institutes and colleges.

8. By estimating the direct and indirect effects of the dimensions of business ethics in the

dimensions of organizational response strategies, it is clear that:

A There is a positive effect of moral significance in the organizational response

strategies.

B It is clear from the estimation and testing of the direct effects of organizational culture

in organizational response strategies that the relationship of influence is insignificant

between the organizational culture and the organizational response strategies.

Therefore, reject the null hypothesis (H0) and accept the hypothesis that there is no

significant relationship between organizational culture and the exclusion of

organizational response strategies and the sample of the study.

C It is clear from the estimation and testing of the correlation between the ethics of

organizational structures and organizational response strategies that the effect

relationship is statistically significant in the study sample.


Recommendations 1. The importance of the study institutes and colleges to expand the application of business ethics

and assume the social responsibility of the departments based on the educational values and

traditions in the physical and human performance, which has an impact on the development of

institutes and attracting students and maintaining the reputation of these scientific and

educational institutions.

2. The need for the institutes and colleges to examine the suitability and adaptation of the

dimensions of the organizational response strategies and the dimensions of the work ethic as

changing and related to environmental conditions and need to reflect and reflect from time to

time.

3. The need to adopt institutes and colleges sample study to improve the work ethic and ethics of

the organizational structure in the adaptation and reform and find ways to enhance its success in

dealing between ethics work and the removal of organizational response strategies

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