1. The Wall Street Journal Workplace-Ethics Quiz
Source: Wall Street Journal, 21 October 1999, pp. 81–84. Ethics Officer Association, Belmont, Mass.; Ethics Leadership Group, Wilmette, Ill.; surveys sampled a cross-section of workers at large companies and nationwide.
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FIGURE 2–1

2. The Meaning of Ethics Ethics Normative Judgment Morality The study of:
Standards of conduct
Moral judgment
The standards of right conduct
Normative Judgment
A comparative evaluation stating or implying that something is:
Good or bad
Right or wrong
Morality
A society’s accepted norms of behavior.
What is the predominant society…
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3. The Meaning of Ethics Today and Tomorrow What are the trends?
Increasing diversity…
Decrease in personal contact…
Globalization
Loss of geo-centric moral codes
Morality gets lost in the milieu
What are the possible approaches/solutions?
Setting strong codes
Selection
Culture
Increased organizational responsibility
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4. Good and Evil Teleologist Deontologist
A person who evaluates good or evil and right or wrong based on:
The consequences or results of the proposed actions
Time-specific
Deontologist
A person who evaluates whether actions are good or bad, right or wrong:
Based on their conformity to certain principles that he or she feels must be adhered to.
Regardless of the consequences or results of the proposed actions.
Based on some moral backbone
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6. Ethics and the Law Important Points:
Something may be legal but not right (ethical)
Abortion (?)
Capital Punishment (?)
Same sex marriages (?)
Something may be right (ethical) but not legal.
Racial profiling (?)
Other examples…
What’s truly at the root of this argument?
What is the relationship between:
Socially-driven laws
Morality
Ethics
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7. The Ethical Continuum Low High FIGURE 2–2
Source: Source: Michael Boylan, Business Ethics
(Upper Saddle River, NJ: Prentice Hall, 2001), p. 119.
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FIGURE 2–2

8. What Influences Ethical Behavior At Work?
Individual Factors
Organizational Factors
Top Management
Ethics Policies and Codes
Ethical Work Behaviors
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9. Ethical Influences Individual Factors: Top Management influence
Internal Guidelines
How to act / behave
How we judge others
SIT
Question:
Do we always act on these guidelines?
Top Management influence
Behavior Modeling
Given incentive/reward  we learn behavior
Chain-of Command
Value set
All values are not static (can be influenced)
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10. Ethical Influences Organizational Factors: Values Attitudes Beliefs
PO Fit
Above and beyond the scope of Top Management
Culture
Attitudes
What is the relationship? (direction )
Beliefs
Again, do attitudes/behavior shape beliefs or is it the other way around?
Language
How does this influence ethics? (metaphor)
Behavioral Patterns
Do we always behave in accordance with our beliefs?
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13. Checklist 2.1 How to Foster Ethics at Work
Emphasize top management’s commitment.
Publish an ethics code.
Establish compliance mechanisms. Involve personnel at all levels.
Train employees.
Measure results.
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14. Raytheon Company’s Quick Ethics Test
Is the action legal?
Socially accepted
Is it right?
Internal/external question
Who will be affected?
The greatest good (Do No Harm)
Does it fit company values?
Culture
How will it “feel” afterwards?
What is our own judgment based on?
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15. The Role of Training in Ethics
Company ethics officials say they convey ethics codes and programs to employees using these training programs:
Company ethics officials use these actual training tools to convey ethics training to employees:
FIGURE 2–4
Source: Susan Wells, “Turn Employees into Saints,” HRMagazine, December 1999, p. 52.
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16. What Is Organizational Culture?
The characteristic set of values and behavior that employees in an organization share.
Written rules, dress codes, structure
Patterns of Behavior
Ceremonial events
Written and spoken comments
Actual behaviors of an organization’s members that create the organizational culture.
Values and Beliefs
Guiding standards of an organization that affirm what should be practiced
Distinct from what is practiced.
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17. Ethics and Corporate Culture
Management Ethics
Corporate Culture
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18. Checklist 2.2 How to Create the Corporate Culture
Clarify expectations.
Use signs and symbols.
Provide physical support.
Use stories.
Organize rites and ceremonies.
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19. Components of Corporate Culture
Signs and Symbols
Practices and actions that create and sustain a company’s culture.
Stories
The repeated tales and anecdotes that contribute to a company’s culture by illustrating and reinforcing important company values.
Rites and Ceremonies
Traditional culture-building events or activities that symbolize the firm’s values and help convert employees to these values.
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20. Managers And Social Responsibility
The extent to which organizations channel resources to the surrounding environment
Based on goodwill
Managerial Capitalism
The classic view is that a corporation’s main purpose is to maximize profits for stockholders.
And, that this leads to a healthy environment
Stakeholder Theory
Business has a social responsibility to serve all the corporate stakeholders affected by its decisions.
All those directly and indirectly affected
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21. A Corporation’s Major Stakeholders
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FIGURE 2–5

22. Managers And Social Responsibility (cont’d)
Moral Minimum
The idea that corporations should be free to strive for profits so long as they commit no harm.
Stockholders versus Stakeholders?
Dialogue…
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23. Top-Rated Companies for Social Responsibility
Johnson & Johnson
Coca-Cola
Wal-Mart
Anheuser-Busch
Hewlett-Packard
Walt Disney
Microsoft
IBM
McDonald’s 3M
UPS
FedEx
Target
Home Depot
General Electric
Source: Ronald Alsop, “Perils of Corporate Philanthropy,” Wall Street Journal, 16 January 2002, pp. B Harris Interactive/ Reputation Institute Survey.
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FIGURE 2–6

24. How to Improve the Company’s Social Responsiveness
Corporate Social Audit
A rating system used to evaluate a corporation’s performance in meeting its social obligations.
Whistle-blowing
The activities of employees who try to report organizational wrongdoing.
Social Responsibility Networks
Organizations that promote socially responsible business practices and help managers to establish socially responsible programs.
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25. Managing Diversity Managing Diversity
Planning and implementing organizational systems and practices to manage people in a way that
Maximizes the potential advantages of diversity
Minimizes its potential disadvantages.
Cultural diversity contributes to:
Improved productivity
Return on equity
Market performance.
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26. Bases for Diversity Racial and Ethnic Gender Older workers
People with disabilities
Sexual/affectional orientation
Religion
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27. Barriers in Dealing with Diversity
Stereotyping
Attributing specific behavioral traits to individuals on the basis of their apparent membership in a group.
Prejudice
A bias that results from prejudging someone on the basis of the latter’s particular trait or traits.
Ethnocentrism
A tendency to view members of one’s own group as the center of the universe and to view other social groups less favorably than one’s own.
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28. Barriers in Dealing with Diversity (cont’d)
Discrimination
A behavioral bias toward or against a person based on the group to which the person belongs.
Tokenism
Appointing a small number of minority-group members to high-profile positions instead of more aggressively achieving full group representation.
Gender-Role Stereotyping
Usually, the association of women with certain behaviors and possibly (often lower-level) jobs.
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29. Checklist 2.3 How to Manage Diversity
Provide strong leadership.
Assess your situation regularly.
Provide diversity training and education.
Change the culture and management systems.
Evaluate the diversity program.
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30. Activities Required to Better Manage Diversity
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FIGURE 2–7