Credit is often pulled up in an organization like Pfizer. However, as an ethical manager, I will not take credit for ideas that were not mine and will let other employees take the credit they actually deserve. This allows more room for the lower level employees to rise in the company. I will encourage employees to act ethically rather than unethically to get credit in an organization. If they want to please their boss by acting in an unethical manner, like stealing someone's idea or copying someone, it will be strongly discouraged and will result in negative consequences. .
In Pfizer, there are many managerial circles. Managerial circles are social contexts that breed alliances, fealty, relationships, networks and cliques as circles of affiliation. In the corporate world and in a company like Pfizer, it is important for managers to feel comfortable with other managers. This is the significance of managerial circles. Just as managers have to prove themselves to other top-level bosses, managers have to prove themselves to each other.
Striving for success is a moral imperative in American society. Some people have no desire to get ahead or push themselves to become more successful. Such people are labeled as drones. These drones at Pfizer who are working below me will be encouraged to do more, to become more engaged with the company, and in doing so they will receive certain benefits and will be rewarded the more they contribute to the company. However, if they constantly do the same mediocre work they will only be compensated minimally and will not be given rewards or benefits. .
Success is not only dependent on performance; it is dependent on a variety of other factors. Bureaucracies rationalize work and people's public face. Managers and other employees at Pfizer will look at another employee's external appearance, modes of self-presentation, interactional behavior, and projection of general attitudes.
