Date post: | 01-Apr-2015 |
Category: |
Documents |
Upload: | anjali-tabb |
View: | 222 times |
Download: | 0 times |
Copyright © 2004 Prentice Hall. All rights reserved. 2–1
The Wall Street Journal Workplace-Ethics Quiz
FIGURE 2–1Source: 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.
Copyright © 2004 Prentice Hall. All rights reserved. 2–2
The Meaning of Ethics• Ethics
The study of: Standards of conduct Moral judgment The standards of right conduct
• Normative JudgmentA comparative evaluation stating or implying that
something is: Good or bad Right or wrong
• MoralityA society’s accepted norms of behavior.
What is the predominant society…
Copyright © 2004 Prentice Hall. All rights reserved. 2–3
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
Copyright © 2004 Prentice Hall. All rights reserved. 2–4
Good and Evil• Teleologist
A person who evaluates good or evil and right or wrong based on: The consequences or results of the proposed actions Time-specific
• DeontologistA 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
Copyright © 2004 Prentice Hall. All rights reserved. 2–5
Copyright © 2004 Prentice Hall. All rights reserved. 2–6
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
Copyright © 2004 Prentice Hall. All rights reserved. 2–7
The Ethical Continuum
FIGURE 2–2Source: Source: Michael Boylan, Business Ethics(Upper Saddle River, NJ: Prentice Hall, 2001), p. 119.
Low High
Copyright © 2004 Prentice Hall. All rights reserved. 2–8
What Influences Ethical Behavior At Work?
Ethical Work Ethical Work Behaviors Behaviors
Ethical Work Ethical Work Behaviors Behaviors
IndividualIndividualFactorsFactors
IndividualIndividualFactorsFactors
OrganizationalOrganizationalFactorsFactors
OrganizationalOrganizationalFactorsFactors
Top Top ManagementManagement
Top Top ManagementManagement
Ethics Policies Ethics Policies and Codesand Codes
Ethics Policies Ethics Policies and Codesand Codes
Copyright © 2004 Prentice Hall. All rights reserved. 2–9
Ethical Influences• Individual Factors:
Internal Guidelines How to act / behave How we judge others SIT Question:
– Do we always act on these guidelines?
• Top Management influenceBehavior Modeling
Given incentive/reward we learn behavior Chain-of Command
Value set All values are not static (can be influenced)
Copyright © 2004 Prentice Hall. All rights reserved. 2–10
Ethical Influences• Organizational Factors:
Values PO 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?
Copyright © 2004 Prentice Hall. All rights reserved. 2–11
Copyright © 2004 Prentice Hall. All rights reserved. 2–12
Copyright © 2004 Prentice Hall. All rights reserved. 2–13
Checklist 2.1How 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.
Copyright © 2004 Prentice Hall. All rights reserved. 2–14
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?
Copyright © 2004 Prentice Hall. All rights reserved. 2–15
Source: Susan Wells, “Turn Employees into Saints,” HRMagazine, December 1999, p. 52.
FIGURE 2–4
The Role of Trainingin EthicsCompany 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:
Copyright © 2004 Prentice Hall. All rights reserved. 2–16
What Is Organizational Culture?• Organizational Culture
The characteristic set of values and behavior that employees in an organization share.
Written rules, dress codes, structure
• Patterns of BehaviorCeremonial events Written and spoken commentsActual behaviors of an organization’s members that
create the organizational culture.
• Values and BeliefsGuiding standards of an organization that affirm what
should be practicedDistinct from what is practiced.
Copyright © 2004 Prentice Hall. All rights reserved. 2–17
Ethics and Corporate Culture
CorporateCulture
ManagementEthics
Copyright © 2004 Prentice Hall. All rights reserved. 2–18
Checklist 2.2How to Create the Corporate Culture
Clarify expectations. Use signs and symbols. Provide physical support. Use stories. Organize rites and ceremonies.
Copyright © 2004 Prentice Hall. All rights reserved. 2–19
Components of Corporate Culture
• Signs and SymbolsPractices and actions that create and sustain a
company’s culture.
• StoriesThe repeated tales and anecdotes that contribute
to a company’s culture by illustrating and reinforcing important company values.
• Rites and CeremoniesTraditional culture-building events or activities that
symbolize the firm’s values and help convert employees to these values.
Copyright © 2004 Prentice Hall. All rights reserved. 2–20
Managers And Social Responsibility• Social Responsibility
The extent to which organizations channel resources to the surrounding environment Based on goodwill
• Managerial CapitalismThe classic view is that a corporation’s main purpose
is to maximize profits for stockholders. And, that this leads to a healthy environment
• Stakeholder TheoryBusiness has a social responsibility to serve all the
corporate stakeholders affected by its decisions. All those directly and indirectly affected
Copyright © 2004 Prentice Hall. All rights reserved. 2–21
FIGURE 2–5
A Corporation’s Major Stakeholders
Copyright © 2004 Prentice Hall. All rights reserved. 2–22
Managers And Social Responsibility (cont’d)
• Moral MinimumThe idea that corporations should be free to strive for
profits so long as they commit no harm.Stockholders versus Stakeholders?
• Dialogue…
Copyright © 2004 Prentice Hall. All rights reserved. 2–23
Source: Ronald Alsop, “Perils of Corporate Philanthropy,” Wall Street Journal, 16 January 2002, pp. B1. 2001 Harris Interactive/ Reputation Institute Survey. FIGURE 2–6
Top-Rated Companies forSocial Responsibility
1. Johnson & Johnson
2. Coca-Cola
3. Wal-Mart
4. Anheuser-Busch
5. Hewlett-Packard
6. Walt Disney
7. Microsoft
8. IBM
9. McDonald’s
10. 3M
11. UPS
12. FedEx
13. Target
14. Home Depot
15. General Electric
Copyright © 2004 Prentice Hall. All rights reserved. 2–24
How to Improve the Company’s Social Responsiveness
• Corporate Social AuditA rating system used to evaluate a corporation’s
performance in meeting its social obligations.
• Whistle-blowingThe activities of employees who try to report
organizational wrongdoing.
• Social Responsibility NetworksOrganizations that promote socially responsible
business practices and help managers to establish socially responsible programs.
Copyright © 2004 Prentice Hall. All rights reserved. 2–25
Managing Diversity
• Managing DiversityPlanning 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.
Copyright © 2004 Prentice Hall. All rights reserved. 2–26
Bases for Diversity
• Racial and Ethnic• Gender• Older workers• People with disabilities• Sexual/affectional orientation• Religion
Copyright © 2004 Prentice Hall. All rights reserved. 2–27
Barriers in Dealing with Diversity
• StereotypingAttributing specific behavioral traits to individuals
on the basis of their apparent membership in a group.
• PrejudiceA bias that results from prejudging someone on
the basis of the latter’s particular trait or traits.
• EthnocentrismA 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.
Copyright © 2004 Prentice Hall. All rights reserved. 2–28
Barriers in Dealing with Diversity (cont’d)
• DiscriminationA behavioral bias toward or against a person based
on the group to which the person belongs.
• TokenismAppointing a small number of minority-group
members to high-profile positions instead of more aggressively achieving full group representation.
• Gender-Role StereotypingUsually, the association of women with certain
behaviors and possibly (often lower-level) jobs.
Copyright © 2004 Prentice Hall. All rights reserved. 2–29
Checklist 2.3How 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.
Copyright © 2004 Prentice Hall. All rights reserved. 2–30
FIGURE 2–7
Activities Required to Better Manage Diversity