Business Ethics: The New Bottom Line |
Common terms and phrases
advice line American experience Barings Bank behave benefits British business conduct business practice CalPERS codes of conduct commitment company's competitive compliance concerns core corporate governance covered crime culture customers debate decision Defense Industry Initiative Demos open access developed disaster due diligence effective employees encourage ethical behaviour enforcement ensure environmental ethical issues ethical principles ethics into practice ethics officer ethics programme European Federal Sentencing Guidelines formal ethical processes formalised fraud individuals insider trading integrity internal internalise ethical major Marks & Spencer mens rea monitoring moral number of companies offense open access licence openness and probity operationalise ethics organisation page is covered problems procedures prosecute public sector Putting business ethics recent recognise Redgate regulations regulatory responsibility rights reserved role rules self-regulation senior executives shared shareholders Sheena Carmichael staff stakeholders standards of behaviour strict liability suppliers theft trust unethical behaviour value system vicarious liability whistleblowers
Popular passages
Page 45 - Commission, overall direction of executive branch policies related to preventing conflicts of interest on the part of officers and employees of any executive agency, as defined in section 105 of title 5, United States Code.
Page 39 - The requisite degree of formality of a program to prevent and detect violations of law will vary with the size of the organization: the larger the organization, the more formal the program typically should be. A larger organization generally should have established written policies defining the standards and procedures to be followed by its employees and other agents.
Page 39 - The organization must have taken steps to communicate effectively its standards and procedures to all employees and other agents (eg, by requiring participation in training programs or by disseminating publications that explain in a practical manner what is required).
Page 39 - The organization must have taken reasonable steps to achieve compliance with its standards (eg, by utilizing monitoring and auditing systems reasonably designed to detect criminal conduct by its employees and other agents and by having in place and publicizing a reporting system whereby employees and other agents could report criminal conduct by others within the organization without fear of retribution).
Page 39 - The organization must have used due care not to delegate substantial discretionary authority to individuals whom the organization knew, or should have known through the exercise of due diligence, had a propensity to engage in illegal activities.
Page 7 - It is important that all employees should know what standards of conduct are expected of them. We regard it as good practice for Boards of directors to draw up codes of ethics or statements of business practice and to publish them both internally and externally.
Page 38 - The hallmark of an effective program to prevent and detect violations of law is that the organization exercised due diligence in seeking to prevent and detect criminal conduct by its employees and other agents.
Page 39 - High-level personnel of the organization " means individuals who have substantial control over the organization or who have a substantial role in the making of policy within the organization. The term includes: a director; an executive officer; an individual in charge of a major business or functional unit of the organization, such as sales, administration, or finance; and an individual with a substantial ownership interest.
Page 40 - After an offense has been detected, the organization must have taken all reasonable steps to respond appropriately to the offense and to prevent further similar offenses — including any necessary modifications to its program to prevent and detect violations of law.
Page 40 - The standards must have been consistently enforced through appropriate disciplinary mechanisms, including, as appropriate, discipline of individuals responsible for the failure to detect an offense. Adequate discipline of individuals responsible for an offense is a necessary component of enforcement; however, the form of discipline that will be appropriate will be case specific.
References to this book
Treating Eating Disorders: Ethical, Legal and Personal Issues Walter Vandereycken,Pierre J. V. Beumont No preview available - 2001 |