Managing Business EthicsWhile most business ethics texts focus exclusively on individual decision making—what should an individual do—this resource presents the whole business ethics story. Highly realistic, readable, and down-to-earth, it moves from the individual to the managerial to the organizational level, focusing on business ethics in an organizational context to promote an understanding of complex influences on behavior. The new Fifth Edition is the perfect text for students entering the workplace, those seeking to become professionals in training, communications, compliance, in addition to chief ethics officers, corporate counsel, heads of human resources, and senior executives. |
Contents
INTRODUCING STRAIGHT TALK ABOUT MANAGING | 2 |
Moving Beyond Cynicism | 9 |
This Book is about Managing Ethics in Business | 19 |
The Importance of Values | 29 |
CONTENTS | 33 |
Prescriptive Approaches to Ethical Decision Making in Business | 39 |
Eight Steps to Sound Ethical Decision Making in Business | 52 |
CONTENTS | 59 |
Using the Reward System to Reinforce the Ethics Message | 238 |
Conclusion | 245 |
How Fines Are Determined under the U S Sentencing Guidelines | 252 |
CHAPTER 7 | 253 |
Rewards and Discipline | 260 |
Everyones Doing It | 270 |
Conclusion | 284 |
ETHICAL PROBLEMS OF MANAGERS | 292 |
Conclusion | 61 |
Notes | 69 |
A PSYCHOLOGICAL APPROACH | 71 |
Individual Differences Ethical Judgment and Ethical Behavior | 75 |
Facilitators of and Barriers to Good Ethical Judgment | 88 |
Toward Ethical Action | 97 |
Conclusion | 105 |
CHAPTER 4 | 111 |
Conflicts of Interest | 122 |
Use of Corporate Resources | 132 |
Conclusion | 145 |
MANAGING ETHICS IN THE ORGANIZATION | 149 |
ETHICS AS ORGANIZATIONAL CULTURE | 150 |
CHAPTER 6 | 156 |
Other Formal Cultural Systems | 166 |
Informal Cultural Systems | 180 |
Fairness Benevolence SelfInterest Principles | 187 |
The Ethics of Managing Organizational Ethics | 198 |
Culture Change at Texaco | 199 |
MANAGING ETHICS AND LEGAL COMPLIANCE | 207 |
Managing a Diverse Workforce | 304 |
The Manager as a Lens | 310 |
Conclusion | 316 |
CORPORATE SOCIAL RESPONSIBILITY | 322 |
Triple Bottom Line and Environmental Sustainability | 334 |
Conclusion | 348 |
ETHICAL PROBLEMS OF ORGANIZATIONS | 354 |
Ethics and Consumers | 356 |
Ethics and Employees | 373 |
Ethics and Shareholders | 381 |
Why Are These Ethical Issues | 388 |
Notes | 394 |
MANAGING FOR ETHICS AND SOCIAL RESPONSIBILITY | 399 |
Focus on the Individual Expatriate Manager | 400 |
The Organization in a Global Business Environment | 417 |
Conclusion | 429 |
Caux Round Table Principles for Business | 440 |
| 449 | |
Common terms and phrases
action approach Arthur Andersen asked audit behave boss Business Ethics CHAPTER 3 DECIDING Citigroup cognitive moral development company's conflict consequences consequentialist consider corporate corporate social responsibility customers DECIDING WHAT'S RIGHT decision-making discussed employees Enron environment ethical awareness ethical behavior ethical conduct ethical culture ethical decision ethical dilemma ethical issues ethical judgment ETHICS AND SOCIAL ethics office example executives expected firm Ford formal guidelines harm human resources important individuals influence integrity internal involved Johnson & Johnson leaders leadership LEGAL COMPLIANCE Lockheed Martin locus of control MANAGING ETHICS organization organization's ORGANIZATIONAL CULTURE ORGANIZATIONAL ETHICS percent person principles questions relationship reputation result risk role script SECTION II ETHICS SECTION III MANAGING senior management sexual harassment situation SOCIAL RESPONSIBILITY someone stakeholders standards tion trust unethical behavior values virtue ethics whistle-blowing workers