Protecting Professional Reputation as Part of Corporate Performance, Essay Example

What does it take for one to be considered as a highly reputable professional? Basically, a person would want to belong to a highly respected group. One that is seen with high regard by the public. Not only would this create a more extensive pattern of pride to which an individual would likely cling to, it would also provide a person with the most convincing condition of reputable background that he needs to be fully recognized about. This is the reason why when a person is engaged in an organization, he does so well to protect the image of that organization as he would in protecting his own reputation.

The need to be acknowledged as a part of a reliable institution is an important aspect of pride and recognition for professionals. It could be understood that this is the reason why most people intend to take on a search for reputable institutions to apply to when they are aiming to look for a good job to land in. What does this mean? A person does not want to be recognized apart from such institution; when one decides to become part of an institution, he accepts the fact that he would be recognized in his profession in accordance with the reputation that the institution is known for. In this case, it is important to understand what a person would go through just so to protect such an image of the organization he works for.

Once inside the systems of the organization, a professional individual sees the reality behind the name; whether or not the members of the organizations are actually following through the image that the organizations presents itself to the public. However, like any other organization, there is nothing perfect in operating an organization under the hands of those who may have wrong motives. There is no such thing as a perfect organization in such an imperfect world; hence, it is expected that one way or another, there will always be someone or some individuals who might be engaging in wrongdoings as part of their regular working culture.

How does one react to this matter? As pointed out earlier, professionals who are esteemed to be part of the institutions they work for would often go beyond the limits especially in making sure that their reputation is protected well. At some point, such condition of understanding the value of reputation could put a person into a compromising position whereas he begins to cover up for the wrong things that a colleague might be engaging in. In an aim to protect himself from malicious reactions from the public, he does well to protect the overall reputation of the company. In a way, the belief that ‘as long as no one knows, no one would react’. No matter how negative the actions might be, some individuals choose to handle the problem on their own; trying to contain the situation and making sure that when it comes to dealing with specific issues in the work process, they would be able to control the issues that arise from such imbalances.

In line with the recognition of the value of corporate performance, this attitude of professionals tend to support the manner by which the name of the organization is protected from further jeopardizing situations. This does not mean though that the condition would be set aside or that the emerging problem would not be addressed anymore. Instead, it simply means that everything would be contained with full hope that when the situation is presented out in the open, it would not be a source of corporate shame anymore; instead, it should reestablish the trust of the public [and/or] stakeholders to the reputation of the organization as it engages in business with the community it exists with. Nothing is much better than a contained problem compared to one that is presented for public scrutiny. In a way, professionals know that the organizations they are working for are not perfect and so are their colleagues. Nevertheless, they no better than to make the public known of it immediately than containing the situation first until it turns out to have a better impact on the reputation of the institution.

References

Cokins, Gary (2004). Performance Management: Finding the Missing Pieces to Close the Intelligence Gap. Jossey Bass Publishing.

Paladino, Bob (2007). Five Key Principles of Corporate Performance Management. McGraw Hill Publishing.

Wade, David and Ronald Recardo. (2001). Corporate Performance Management. Butterworth-Heinemann.