1. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Chapter 4, Lecture 1: Continuous Improvement Effective vs. Efficient Ethics in the Workplace Office Procedures (CIS 171)

2. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Managing Your Work, Time, and Other Resources Continuous Improvement Effectiveness and Efficiency Ethics Regarding Your Work, Time, and Other Resources

3. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Continuous Improvement Fundamental and practiced through basic principles, such as Customer focus Continuous improvement and learning Strategic planning and leadership Teamwork

4. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Continuous Improvement (continued) What is a continuous approach? Requires organizations to eliminate wasteful practices, redesign business methods, and adopt a focused approach to managing quality for customers, employees, and leaders

5. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Continuous Improvement (continued) How does it work? Best use of your work, time, and resources is key to success Each employee is involved with office teamwork and focused on customer Each employee is encouraged to find new and innovative ways of doing jobs more effectively and being flexible enough to assist others

6. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Effectiveness and Efficiency Both are equally important Effectiveness is doing the right things to get a job done. Efficiency is doing things right using the least amount of effort, time, and resources.

7. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethics Regarding Your Work, Time, and Other Resources Businesses & Organizations encourage employees to assume responsibilities authorize and entrust people to complete their job/task ethically and to do their best expect that all workers will strive to serve the business with their efforts

8. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethics (continued) Expectations Trustworthy Sincere, loyal, honest, truthful, keep promises, candid Respectful courteous, allow autonomy Have Integrity Recognize what is the right thing to do, and do it.

9. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethics (continued) Expectations Competent credibility, dependability Caring kind, compassionate, sympathetic, empathetic Just fair, unbiased, equitable Responsible Self-restraint, diligence, persistence, self-improvement

10. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethics (continued) Types of Unethical Behavior Stealing time, resources, business Lying about yourself, your work, others Deception stealing and lying for personal gain Abuse of Power threatening the livelihood or safety of others

11. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethics (continued) Stealing Play games on your computer? Overstate expense reports? Take paper, paper clips, and other supplies home? Arrive late and/or go home early – frequently Long lunches? Extra breaks? Personal phone calls – frequently & lengthy?

12. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethics (continued) Lying Exaggerate accomplishments or skills? Pad your resume? Exaggerate time devoted to a task or project? Use someone else’s words or ideas? Spread untrue information?

13. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethics (continued) Deception (stealing & lying for personal gain) Claim sick leave for personal holidays? Sleep at work? Conduct personal research using business resources? Skip policies or procedures for ease or speed?

14. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethics (continued) Abuse of Power Endanger others? Jeopardize or threaten another employee’s job directly or indirectly? Assuming authority that isn’t yours? Make negative public comments about the company or its employees?

15. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethical Dilemmas Ethical or Unethical? Why? Rose’s co-worker, Ellen, told her it would be okay if she left work for 15 minutes to meet a friend and pickup something. Ellen said that she would cover for her. Rose left work for 15 minutes.

16. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethical Dilemma Unethical – stealing, abuse of power Rose should talk directly to her supervisor to get permission before leaving work for a personal errand. Otherwise, she is stealing time from the company. Ellen is not Rose’s supervisor and cannot make that decision. She is attempting to use power she doesn’t have.

17. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethical Dilemmas Ethical or Unethical? Why? Fred ordered the wrong part by mistake for a customer. The customer installed the wrong part. The product overheated and burned the customer.

18. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethical Dilemma Ethical – it was a mistake Fred made a mistake. Fred should accept responsibility for his error. He should also notify his supervisor about the situation immediately.

19. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethical Dilemmas Ethical or Unethical? Why? Meg is a supervisor. She sells perfume to others at work. She told Ellen, a person in her department, that the perfume smelled so good that she was bound to get ahead in the company if she bought it.

20. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethical Dilemma Unethical – stealing, abuse of power Meg is double-dipping (getting paid twice) by selling at work. She implies that Ellen will get special treatment if she supports Meg’s personal business.

21. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethical Dilemmas Ethical or Unethical? Why? Ellen has a hard time figuring out problems for herself. She is constantly going to other workers and asking them questions. A lot of time is wasted.

22. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethical Dilemma Ethical – no intent to harm Ellen does waste a lot of time, which costs the company money. However, she does not intend to harm the company nor to profit by her actions. However, her supervisor should provide Ellen with additional training and a mentor.

23. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethical Dilemmas Ethical or Unethical? Why? Meg is Gary’s supervisor. She needed a big job copied at the high speed copier. Chris was using the copier, and Meg told Gary to page Chris and lure him away from the copier, so that Meg could use it right away.

24. ©2008 Pearson Education, Inc. Pearson Prentice Hall, Inc. Upper Saddle River, NJ 07408 Office Procedures for the 21st Century, 7/e by Sharon Burton and Nelda Shelton Additional information by Annamary Fitzgerald, revised Jan 2010 Ethical Dilemma Unethical – lying, deception, abuse of power, stealing It is unfair and unethical to cut into a line, which is what Meg did. She abused her power by making Gary to lie to Chris. She ultimately stole from the company with lost productivity by both Gary and Chris.