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| Preface | |
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| Introduction to Business Ethics | |
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| Introducting Straight Talk About Managing Business Ethics: Where We're Going and Why | |
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| Introduction | |
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| Taking Away the Mystery | |
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| Moving beyond Cynicism | |
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| Tools to Manage Unethical Behavior | |
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| Focus on the Positive, the Ethical, and the Socially Responsible | |
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| Is Business Ethics Just a Fad? | |
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| Can Business Ethics Be Taught? | |
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| Aren't Bad Apples the Cause of Ethical Problems in Organizations? | |
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| Shouldn't Employees Already Know the Difference between Right and Wrong? | |
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| Aren't Adults' Ethics Fully Formed and Unchangeable? | |
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| This Book Is About Managing Ethics | |
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| Bringing Ethics Down to Size | |
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| Ethics and the Law | |
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| How the Book Is Structured | |
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| Conclusion | |
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| Discussion Questions | |
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| Exercise: Your Cynicism Quotient | |
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| Notes | |
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| Why Be Ethical? (Why Bother? Who Cares?) | |
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| Introduction | |
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| Why Be Ethical? Why Bother? Who Cares? | |
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| The Motivation to Be Ethical | |
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| The Media Focus on Ethics and Corporate Reputation | |
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| Industries Care About Ethics | |
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| Executive Leaders Care About Ethics | |
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| Managers Care About Ethics | |
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| Employees Care About Ethics: Employee Attraction and Commitment | |
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| Individuals Care About Ethics: Reputation Counts | |
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| Does Society Care? Business and Social Responsibility | |
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| Economic Responsibilities | |
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| Legal Responsibilities | |
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| Ethical Responsibilities | |
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| Philanthropic Responsibilities | |
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| Government Regulation of Business | |
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| Is Socially Responsible Business Good Business? | |
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| Socially Responsible Investors | |
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| Avoiding the Costs of Criminal Liability | |
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| The Importance of Trust | |
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| The Best and the Worst In Us | |
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| Conclusion | |
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| Discussion Questions | |
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| Case: Merck and River Blindness | |
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| How Fines Are Determined under the U.S. Sentencing Guidelines | |
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| Notes | |
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| Ethics and the Individual | |
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| Common Ethical Problems | |
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| Introduction | |
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| Human Resources Issues | |
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| Discrimination | |
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| Harassment, Sexual and Otherwise | |
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| Conflicts of Interest | |
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| What Is It? | |
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| Why Is It an Ethical Problem? | |
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| Costs | |
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| Customer Confidence Issues | |
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| What Is It? | |
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| Why Is It an Ethical Problem? | |
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| Costs | |
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| Use of Corporate Resources | |
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| What Is It? | |
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| Why Is It an Ethical Problem? | |
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| Costs | |
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| When All Else Fails: Blowing the Whistle | |
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| When Do You Blow the Whistle? | |
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| How to Blow the Whistle | |
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| Conclusion | |
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| Discussion Questions | |
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| Notes | |
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| Deciding What's Right: A Prescriptive Approach | |
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| Introduction | |
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| The Layoff | |
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| Prescriptive Approaches to Ethical Decision Making in Business | |
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| Focus on Consequences (Consequentialist Theories) | |
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| Focus on Duties, Obligations, and Principles (Deontological Theories) | |
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| Focus on Integrity (Virtue Ethics) | |
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| Eight Steps to Sound Ethical Decision Making in Business | |
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| Gather the Facts | |
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| Define the Ethical Issues | |
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| Identify the Affected Parties (the Stakeholders) | |
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| Identify the Consequences | |
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| Identify the Obligations | |
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| Consider Your Character and Integrity | |
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| Think Creatively about Potential Actions | |
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| Check Your Gut | |
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| Practical Preventive Medicine | |
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| Doing Your Homework | |
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| When You're Asked to Make a Snap Decision | |
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| Conclusion | |
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| Discussion Questions | |
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| Exercise: Clarifying Your Values | |
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| Case: Pinto Fires | |
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| Notes | |
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| Deciding What's Right: A Psychological Approach | |
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| Introduction | |
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| Moral Awareness and Moral Judgment | |
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| Individual Differences, Moral Judgment, and Ethical Behavior | |
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| Cognitive Moral Development | |
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| Locus of Control | |
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| Cognitive Barriers to Good Ethical Judgment | |
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| Thinking About Fact Gathering | |
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| Thinking About Consequences | |
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| Thinking About Integrity | |
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| Thinking About Your Gut | |
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| Emotions in Ethical Decision Making | |
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| Reflections on the Pinto Fires Case | |
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| Revisiting the Pinto Fires Case | |
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| Conclusion | |
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| Discussion Questions | |
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| Notes | |
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| Ethics And The Manager | |
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| Ethical Problems of Managers | |
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| Introduction | |
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| Managers and Employee Engagement | |
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| Managing the "Basics" | |
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| Hiring and Work Assignments | |
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| Performance Evaluation | |
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| Discipline | |
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| Terminations | |
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| Managing a Diverse Workforce | |
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| Diversity | |
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| Harassment | |
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| Family and Personal Issues | |
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| The Manager as a Lens | |
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| The Buck Stops with Managers | |
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| Managers Are Role Models | |
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| Managing Up and Across | |
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| Honesty Is Rule One | |
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| Standards Go Both Ways | |
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| Conclusion | |
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| Discussion Questions | |
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| Notes | |
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| Managing for Ethical Conduct | |
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| Introduction | |
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| In Business, Ethics Is About Behavior | |
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| Practical Advice for Managers about Ethical Behavior | |
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| Our Multiple Ethical Selves | |
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| The Kenneth Lay Example | |
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| The Dennis Levine Example | |
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| Practical Advice for Managers About Multiple Ethical Selves | |
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| Reward Systems | |
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| People Do What's Rewarded and Avoid Doing What's Punished | |
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| People Will Go the Extra Mile to Achieve Goals Set by Managers | |
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| How Reward Systems Can Encourage Unethical Behavior | |
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| Practical Advice for Managers About Reward Systems | |
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| Recognize the Power of Indirect Rewards and Punishments | |
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| Can You Really Reward Ethical Behavior? | |
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| What About Punishment? | |
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| Practical Advice for Managers About Punishment | |
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| "Everyone's Doing It" | |
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| People Follow Group Norms | |
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| Rationalizing Unethical Behavior | |
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| Pressure to Go Along | |
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| Practical Advice for Managers About Group Norms | |
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| People Fulfill Assigned Roles | |
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| The Zimbardo Prison Experiment | |
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| Roles at Work | |
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| Conflicting Roles Can Lead to Unethical Behavior | |
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| Roles Can Support Ethical Behavior | |
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| Practical Advice for Managers About Roles | |
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| People Do What They're Told | |
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| The Milgram Experiments | |
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| Obedience to Authority at Work | |
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| Practical Advice for Managers About Obedience to Authority | |
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| Responsibility Is Diffused in Organizations | |
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| "Don't Worry-We're Taking Care of Everything" | |
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| Diffusing Responsibility in Groups | |
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| Diffusing Responsibility by Dividing Responsibility | |
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| Diffusing Responsibility by Creating Psychological Distance | |
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| Practical Advice for Managers About Personal Responsibility | |
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| Conclusion | |
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| Discussion Questions | |
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| Case: Sears, Roebuck and Co.: The Auto Center Scandal | |
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| Notes | |
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| Ethics and the Organization | |
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| Ethical Problems of Organizations | |
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| Introduction | |
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| Managing Stakeholders | |
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| Ethics and Consumers | |
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| Conflicts of Interest | |
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| Product Safety | |
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| Advertising | |
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| Ethics and Employees | |
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| Employee Safety | |
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| Employee Downsizings | |
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| Ethics and Shareholders | |
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| Ethics and the Community | |
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| Why Are These Ethical Issues? | |
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| Costs | |
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| Conclusion | |
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| Discussion Questions | |
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| Notes | |
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| Ethics as Organizational Culture | |
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| Introduction | |
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| A "Cookie Cutter" Approach Won't Work | |
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| Organizations Don't Have Cookie-Cutter Ethical Problems | |
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| Cookie-Cutter Programs Are Superficial | |
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| "Ethics for a Day" Breeds Cynicism | |
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| Proactively Develop an Ethical Organizational Culture | |
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| Organizational Ethics as a Cultural Phenomenon | |
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| What Is Culture? | |
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| Strong versus Weak Cultures | |
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| How Culture Influences Behavior: Socialization and Internalization | |
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| Ethical Leadership | |
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| Ethical Leaders Create Culture | |
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| Leaders Maintain or Change Organizational Culture | |
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| Formal Cultural Systems | |
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| Selection Systems | |
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| Values and Mission Statements, Policies and Codes | |
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| Orientation and Training Programs | |
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| Performance Management Systems | |
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| Organizational Structure | |
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| Decision-Making Processes | |
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| Informal Cultural Systems | |
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| Heroes and Role Models | |
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| Norms: "The Way We Do Things Around Here" | |
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| Rituals | |
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| Myths and Stories | |
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| Language | |
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| Developing and Changing the Ethical Culture | |
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| How an Ethical Culture Can Become an Unethical Culture | |
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| Becoming a More Ethical Culture | |
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| A Cultural Approach to Changing Organizational Ethics | |
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| A Cultural Systems View | |
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| A Long-Term View | |
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| Assumptions About People | |
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| Diagnosis: The Ethical Culture Audit | |
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| Ethical Culture Change Intervention | |
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| The Ethics of Managing Organizational Ethics | |
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| Conclusion | |
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| Discussion Questions | |
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| Case: Videotek Corporation | |
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| Case: Culture Change at Texaco | |
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| Case: An Unethical Culture in Need of Change: TAP Phamaceuticals | |
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| Notes | |
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| Managing Ethics and Legal Compliance | |
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| Introduction | |
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| Structuring Ethics Management | |
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| Managing Ethics: The Corporate Ethics Office | |
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| Ethics Officers | |
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| The Ethics Infrastructure | |
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| The Corporate Ethics Committee | |
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| Communicating Ethics | |
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| Basic Communications Principles | |
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| Evaluating the Current State of Ethics Communications | |
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| Multiple Communications Channels for Formal Ethics Communication | |
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| A Novel Approach to Ethics Communication at USAA | |
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| Mission or Values Statements | |
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| Policy Manuals | |
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| Codes of Conduct | |
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| Communicating Senior Management Commitment to Ethics | |
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| Formal and Informal Systems to Resolve Questions and Report Ethical Concerns | |
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| Using the Reward System to Reinforce the Ethics Message | |
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| Evaluating the Ethics Program | |
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| Surveys | |
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| Values or Compliance Approaches | |
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| Globalizing an Ethics Program | |
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| Conclusion | |
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| Discussion Questions | |
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| Notes | |
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| Ethics and the World | |
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| Managing for Ethical Conduct in a Global Business Environment | |
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| Introduction | |
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| Focus on the Individual Expatriate Manager | |
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| The Difficulties of Foreign Business Assignments | |
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| The Need for Structure, Training, and Guidance | |
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| Foreign Language Proficiency | |
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| Learning About the Culture | |
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| Recognizing the Fower of Selective Perception | |
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| Assumption of Behavioral Consistency | |
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| Assumption of Cultural Homogeneity | |
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| Assumption of Similarity | |
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| Ethics-Related Training and Guidance | |
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| How Different Are Ethical Standards in Different Cultures? | |
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| Development of Corporate Guidelines and Policies for Global Business Ethics | |
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| The Organization in a Global Business Environment | |
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| Deciding to Do Business in a Foreign Country | |
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| Development of a Transcultural Corporate Ethic | |
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| Putting It All Together: Royal Dutch Shell | |
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| Conclusion | |
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| Discussion Questions | |
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| Caux Round Table Principles for Business | |
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| Notes | |
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| Index | |