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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 | |