Chapter 3: ETHICAL BEHAVIOUR AND SOCIAL RESPONSIBILITY
|
|
- Charleen Ferguson
- 7 years ago
- Views:
Transcription
1 Chapter 3: ETHICAL BEHAVIOUR AND SOCIAL RESPONSIBILITY CHAPTER 3 STUDY QUESTIONS In studying this chapter, students should consider the following questions: What is ethical behaviour? How do ethical dilemmas complicate the workplace? How can high ethical standards be maintained? What is corporate social responsibility? How do organizations and governments work together in society? CHAPTER 3 LEARNING OBJECTIVES After completing this chapter, students should be able to: Define ethics and ethical behaviour; and describe the relationships between law, values, and ethical behaviour. Identify and discuss four alternative views of ethical behaviour. Discuss the influence of culture on ethical behaviour; compare and contrast cultural relativism and cultural universalism; and explain how companies can respect universal values across cultures. Define the term ethical dilemma and describe ethical dilemmas typically faced by managers. Identify four rationalizations for unethical behaviour. Identify and discuss the key factors influencing ethical behaviour. List and discuss the various ways in which high ethical standards can be maintained. Explain the concept of corporate social responsibility; explain the role of stakeholders in corporate social responsibility; identify the beliefs that guide socially responsible actions in businesses; and discuss contrasting perspectives on social responsibility. Define the term social responsibility audit; explain the roles of compliance and conviction in social performance; and describe four criteria for evaluating corporate social performance and the strategies that use them Explain how governments influence businesses and how businesses influence governments. Explain the nature of corporate governance and its importance to organizations. 40
2 41 Schermerhorn & Wright: Management Fundamentals CHAPTER 3 OVERVIEW Ethical behaviour and corporate social responsibility are critical issues for contemporary managers. This chapter seeks to make students aware of various ethical dilemmas they may face in their careers while encouraging them to adopt high ethical standards. It also examines the role of social responsibility in contemporary business. The chapter begins by defining key terms such as ethics and ethical behaviour before considering these terms in a managerial context. The utilitarian, individualism, moral-rights, and justice views of ethical behaviour are examined next. Opposing viewpoints on the relationship between culture and ethics are identified, as is the notion of universal ethical values for guiding the operations of multinational companies. Ethical dilemmas faced by managers are then described, along with four rationalizations for unethical behaviour. The person, the organization, and the environment are discussed as factors influencing ethical behaviour. Also considered are various approaches for maintaining high ethical standards, including ethics training, whistleblower protection, managers as ethical role models, and codes of ethics. From here, the focus of the chapter shifts to the related topic of corporate social responsibility. The stakeholder model is introduced as a useful way for viewing corporate social responsibility efforts. Also provided is a summary of the beliefs that guide socially responsible business practices. The arguments against and for social responsibility as well as four criteria for evaluating corporate social performance are also discussed. A continuum reflecting different strategies of social responsibility is also presented. Because government regulation influences and is, in turn, influenced by the level of social responsibility exhibited by corporations, the reciprocal relationship between businesses and government is described. Finally, consideration is given to the social responsibility and organizational performance impacts of both boards of directors via corporate governance and the company s managers via daily activities. CHAPTER 3 LECTURE OUTLINE Teaching Objective: To expose students to the issues of managerial ethics and organizational social responsibility and to encourage them to adopt high ethical standards. In your discussion of these issues, be sure to stress the long-term benefits of ethical behaviour and corporate social responsibility. Suggested Time: Two hours of class time are typically required to present the material in this chapter. I. Introduction to the Chapter 3 lecture. Study questions for Chapter 3 Organization of lecture material Examples of ethical and unethical actions in various businesses II. III. Study Question 1: What is ethical behaviour? Basic definitions Law, values, and ethical behaviour Alternative views of ethical behaviour Cultural issues in ethical behaviour Study Question 2: How do ethical dilemmas complicate the workplace? What is an ethical dilemma? Rationalizations for unethical behaviour Factors influencing ethical behaviour
3 42 Schermerhorn & Wright: Management Fundamentals IV. Study Question 3: How can high ethical standards be maintained? Progressive organizations and ethical standards Ethics training Whistleblower protection Ethical role models Codes of ethics V. Study Question 4: What is corporate social responsibility? Background on organizational social responsibility Stakeholder issues and analysis Perspectives on social responsibility Evaluating corporate social performance Social responsibility strategies VI. Study Question 5: How do organizations and governments work together in society? When government is called to act How governments influence organizations How organizations influence governments Role of corporate governance VII. Study summary for Chapter 3. CHAPTER 3 SUPPORTING MATERIALS Textbook Inserts Get Connected! Aldo Shoes Creating a Better World Figures Figure 3.1: Four Views of Ethical Behaviour Figure 3.2: The extremes of Cultural Relativism and Ethical Imperialism in International Business Ethics Figure 3.3: Factors Influencing Ethical Managerial Behaviour the Person, Organization, and Environment Figure 3.4: Multiple Stakeholders in the Environment of the Organization Figure 3.5: Criteria for Evaluating Corporate Social Responsibility Figure 3.6: Four Strategies of Corporate Social Responsibility From Obstructionist to Proactive Behaviour Figure 3.7: Centrality of Ethics and Social Responsibility in Leadership and the Managerial Role Manager s Notepad Manager s Notepad 3.1: How International Businesses Can Respect Universal Values Manager s Notepad 3.2: Checklist for Dealing with Ethical Dilemmas Thematic Boxes Canadian Company in the News: Mountain Equipment Co-op Canadian Managers: Volunteer Now! Around the World: Nonprofit Supports Social Accountability Worldwide Personal Management Personal Character
4 Chapter 3: Ethical Behaviour and Social Responsibility 43 Take It to the Case Tom s of Maine Where Doing Business Means Doing Good Integrated Learning Activities Cases/Projects Tom s of Maine Case Project 2 Corporate Social Responsibility Self-Assessments Terminal Values (#5) Instrumental Values (#6) Diversity Awareness (#7) Internal/External Control (#26) Exercises in Teamwork Confronting Ethical Dilemmas (#6) What Do You Value in Work (#7) Case of the Contingency Workforce (#22) Self-Test 3 (Textbook) CHAPTER 3 LECTURE NOTES I. Introduction to the Chapter 3 lecture. A. Study questions for Chapter 3 (see PowerPoint Slide 2 for Chapter 3). 1. What is ethical behaviour? 2. How do ethical dilemmas complicate the workplace? 3. How can high ethical standards be maintained? 4. What is corporate social responsibility? 5. How do organizations and governments work together in society? B. The lecture material for Chapter 3 is organized around the study questions. 1. Point out to the students that the text s Chapter 3 Learning Preview identifies the key topics contained in the chapter and links them to the appropriate study questions. C. The chapter opens with a description of Ben & Jerry s efforts to operate a successful business that shares prosperity and addresses social concerns. Contrasting examples of businesses being destroyed by unethical decisions and actions are then provided.
5 44 Schermerhorn & Wright: Management Fundamentals You can start out the discussion of this chapter by asking students to identify examples of ethical and unethical business practices that they have read about, heard about, or personally witnessed or experienced. Ask the students how these practices seem to have been viewed by the public at large. Also have the students discuss how these practices seem to have affected the organization and relevant stakeholders in both the short term and the long term. To bring ethical and unethical behaviour closer to home, discuss students behaviour within the college/university context. Topics may include cheating, adherence to campus regulations, maintenance of the physical environment, or unauthorized use of materials or equipment. II. Study Question 1: What is Ethical Behaviour? A. Basic definitions. 1. Ethics can be defined as the code of moral principles that sets standards of good or bad, or right or wrong, in one s conduct and thereby guides the behaviour of a person or group. (See PowerPoint Slide 3 for Chapter 3.) 2. Ethical behaviour is behaviour that is accepted as good and right as opposed to bad or wrong in the context of the governing moral code. (See PowerPoint Slide 3 for Chapter 3.) B. Law, values, and ethical behaviour (see PowerPoint Slide 4 for Chapter 3). 1. Legal behaviour is not necessarily ethical behaviour. Behaviour might be legal but that does not ensure that it is ethical. 2. What one considers to be ethical varies according to personal values the underlying beliefs and attitudes that help determine individual behaviour. 3. Types of values that influence ethical judgments: a. Terminal values are preferences about desired end states. b. Instrumental values are preferences regarding the means for accomplishing desired ends. C. Alternative views of ethical behaviour. 1. Figure 3.1 from the text shows four views of ethical behaviour (also see PowerPoint Slide 5 for Chapter 3). These views are as follows: a. Utilitarian view ethical behaviour is that which delivers the greatest good to greatest number of people. b. Individualism view ethical behaviour is that which best serves longterm self-interests.
6 Chapter 3: Ethical Behaviour and Social Responsibility 45 c. Moral-rights view ethical behaviour is that which respects and protects the fundamental rights of all people. d. Justice view ethical behaviour is that which is impartial and fair in treating people according to legal rules and standards. (1) Procedural justice the degree to which policies and rules are fairly administered. (2) Distributive justice the degree to which people are treated the same regardless of individual characteristics based on ethnicity, race, gender, age, or other particularistic criteria. (3) Interactional justice the degree to which others are treated with dignity and respect. Ask students for examples of each of the above views of ethical behaviour. These can be either hypothetical examples or situations they have encountered in their own lives. Ask them to indicate which view they think is the most useful in business, and why. Also ask them to indicate which view they think is the most useful in their personal lives, and why. Compare and contrast the two sets of answers, exploring he nature and reasons for any differences in the two sets. D. Cultural issues in ethical behaviour (see PowerPoint Slide 7 for Chapter 3). 1. Ethical management in a global environment is challenged by the complexities of different cultures and value systems throughout the world. 2. Cultural relativism is the notion that there is no one right way to behave and that ethical behaviour is always determined by the cultural context. 3. Figure 3.2 from the textbook contrasts cultural relativism with the alternative position universalism that suggests if a behaviour is not acceptable in one s home environment, it shouldn t be acceptable practice anywhere else. Critics claim universalism is a form of ethical imperialism, or the attempt to externally impose one s ethical standards on others. 4. Business ethicist Thomas Donaldson argues instead that certain fundamental rights and ethical standards, or hyper-norms should transcend cultural boundaries. Even with a commitment to the core values underlying a transcultural ethical umbrella, international business behaviours can be tailored to local and regional cultural contexts. 5. Manager s Notepad 3.1 from the text summarizes how international businesses can show respect for core or universal values (also see PowerPoint Slide 7 for Chapter 3). Specifically, international companies should:
7 46 Schermerhorn & Wright: Management Fundamentals a. Respect human dignity by creating a corporate culture that values employees, customers, and suppliers; keeping a safe workplace; and producing safe products and services. b. Respect basic rights by protecting rights of employees, customers, and communities; and avoiding anything that threatens safety, health, education, and living standards. c. Be good citizens by supporting social institutions, including economic and educational systems; and working with local government and institutions to protect the environment. Using the criteria contained in Manager s Notepad 3.1, ask students to provide examples of how different international businesses have responded to these core or universal values. This can be used as a short outof-class assignment, either individually or in groups. III. Study Question 2: How do ethical dilemmas complicate the workplace? A. What is an ethical dilemma? 1. An ethical dilemma occurs when someone must choose whether or not to pursue a course of action that, although offering the potential of personal or organizational benefit or both, may be considered unethical. (See PowerPoint Slide 10 for Chapter 3.) 2. Ethical problems faced by managers. a. Potential sources of ethical dilemmas include discrimination, sexual harassment, conflicts of interest, customer confidence, and organizational resources. (See PowerPoint Slide 10 for Chapter 3.) b. According to a Harvard Business Review survey, many ethical dilemmas involve conflicts with superiors, customers, and subordinates.
8 Chapter 3: Ethical Behaviour and Social Responsibility 47 A good way to get students thinking about ethical dilemmas and to generate a lively discussion is to ask students how they would respond to the following three dilemmas. The range of student responses is likely to be quite broad. Next, you can present the results of the Harvard Business Review survey from which they were taken. Case 1: foreign payment. A governmental official of a foreign nation asks you to pay a $200,000 consulting fee. In return for the money, the official promises special assistance in obtaining a $100 million contract that would produce at least a $5 million profit for your company. The contract will probably go to a foreign competitor if not won by you. Survey results: 42% of the responding managers would refuse to pay; 22% would pay, but consider it unethical; 36% would pay and consider it ethical in a foreign context. Case 2: competitor s employee. You learn that a competitor has made an important scientific discovery. It will substantially reduce, but not eliminate, your profit for about a year. There is a possibility of hiring one of the competitor s employees who knows the details of the discovery. Survey results: 50% would probably hire the person; 50% would not. Case 3: expense account. You learn that a manager in your company who earns $50,000 a year has been padding his expense account by about $1,500 a year. Survey results: 89% feel padding is okay if superiors know about it; 9% feel it is unacceptable regardless of the circumstances. (Source: Brenner, S.N., and Mollander, E.A. Is the Ethics of Business Changing? Harvard Business Review, January-February 1977, Volume 55, p. 60.) B. Rationalizations for unethical behaviour (see PowerPoint Slide 11 for Chapter 3). 1. Convincing yourself that the behaviour is not really illegal. This rationalization is particularly common in ambiguous situations. A good rule of thumb is When in doubt, don t do it. 2. Convincing yourself that the behaviour is in everyone s best interest. This rationalization involves the mistaken belief that because someone may benefit, the behaviour is also in the interest of the individual or the organization. When asking How far can I push matters to obtain this performance goal? the best answer is Don t try to find out. 3. Convincing yourself that nobody will ever find out what you ve done. This argument assumes no crime is committed unless it is discovered. To deter this view, make sure that sanctions for wrongdoing are public. 4. Convincing yourself that the organization will protect you. This implies the organization will condone the practice, but organizational norms should not be put above the law or social morality.
9 48 Schermerhorn & Wright: Management Fundamentals Ask students for examples of rationalizations for unethical behaviour that they have used themselves or have observed others using. Discuss the individual and organizational effects of these rationalizations. C. Factors influencing ethical behaviour. 1. Figure 3.3 from the text summarizes three factors the person, the organization, and the environment that influence ethical behaviour. (Also see PowerPoint Slide 10 for Chapter 3.) 2. The person in developing ethical frameworks as personal strategies for ethical decision making, managers are influenced by the following factors: a. Family influences. b. Religious values. c. Personal standards d. Personal needs. 3. The organization the organization also plays a key role in shaping managerial ethics through: a. Behaviour of supervisors. b. Expectations and reinforcement of peers, and peer group norms. b. Policy statements and written rules. 4. The environment managerial ethics are also shaped by the following components of the external environment: a. Government laws and regulations. b. Norms and values of society. c. Climate of competition in an industry. IV. Study Question 3: How can high ethical standards be maintained? A. Progressive organizations employ a variety of methods for maintaining high ethical standards. These include ethics training, whistleblower protection, ethical role models, and codes of ethics.
10 Chapter 3: Ethical Behaviour and Social Responsibility 49 B. Ethics training (see PowerPoint Slide 15 for Chapter 3). 1. Ethics training refers to structured programs that help participants understand the ethical aspects of decision making, and help people incorporate high ethical standards into their daily behaviours. Ethics training helps people deal with ethical issues while under pressure. 2. Manager s Notepad 3.2 from the text provides a checklist for dealing with ethical dilemmas. a. Recognize the ethical dilemma. b. Get the facts. c. Identify your options. d. Test each option: Is it legal? Is it right? Is it beneficial? e. Decide which option to follow. f. Double-check your decision by asking: How would I feel if my family finds out about my decision? How would I feel if my decision is printed in the local newspaper? g. Take action. Ask small groups of students to identify an ethical dilemma that commonly occurs for students as they pursue their educations. Each group should focus on a different dilemma. Then have each group discuss how their dilemma should be handled, given the checklist contained in Manager s Notepad 3.2. C. Whistleblower protection. 1. A whistleblower is a person who exposes the misdeeds of others in organizations to preserve ethical standards and protect against wasteful, harmful, or illegal acts. (See PowerPoint Slide 16 for Chapter 3.) 2. Federal and state laws increasingly offer whistleblowers some protection from retaliatory discharge. Still, legal protection can be inadequate (see PowerPoint Slide 16 for Chapter 3). 3. Organizational barriers to whistleblowing include (see PowerPoint Slide 17 for Chapter 3): a. A strict chain of command that makes it difficult to report unethical practices to higher-level managers. b. Strong work group identities that encourage loyalty and self-censorship.
11 50 Schermerhorn & Wright: Management Fundamentals c. Ambiguous priorities that make it difficult to distinguish right from wrong. 4. Two ways in which organizations have attempted to overcome these whistleblowing barriers and to encourage high ethical standards are (see PowerPoint Slide 17 for Chapter 3): a. The use of formally appointed ethics staff members to serve as ethics advocates. b. Moral quality circles. Ask students to describe what they would do if they happened to be in a situation where they could become whistleblowers. Then share the following practical tips for whistleblowers: 1. Do make sure you really understand what is happening and that your allegation is absolutely correct. 2. Don t assume the law automatically protects you. 3. Do talk to an attorney to ensure that your rights will be protected and proper procedures are followed. 4. Don t talk first to the media. 5. Do keep accurate records to document your case; keep copies outside of your office. 6. Don t act in anticipation of a big financial windfall if you end up being fired. D. Ethical role models (see PowerPoint Slide 18 for Chapter 3). 1. Because top managers serve as role models, their behaviour can either encourage or discourage unethical behaviour. 2. Although top managers have a special responsibility for setting the ethical tone of an organization, all managers are in a position to influence the ethical behaviour of the people who work for and with them. 3. Too much pressure to accomplish goals that are too difficult can also encourage unethical behaviour. 4. Part of any manager s ethical responsibility is to be realistic in setting performance goals for others. E. Codes of ethics (see PowerPoint Slide 19 for Chapter 3). 1. A code of ethics is a formal statement of an organization s values and ethical principles that provide guidelines on how to behave in situations susceptible to ethical dilemmas. 2. Most codes of ethical conduct identify expected behaviour in terms of general organizational citizenship, the avoidance of illegal or improper acts in one s work, and good relationships with customers. 3. Areas often covered in written codes of ethics include the following:
12 Chapter 3: Ethical Behaviour and Social Responsibility 51 a. Bribes and kickbacks. b. Political contributions. c. Honesty of books or records. d. Customer-supplier relationships. e. Confidentiality of corporate information. 4. Ethical codes cannot cover all situations; nor are they automatic insurance for universal ethical conduct. V. Study Question 4: What is corporate social responsibility? A. Background on corporate social responsibility (see PowerPoint Slide 20 for Chapter 3). 1. Corporate social responsibility looks at ethical behaviour from the organizational level rather than the individual level. 2. Corporate social responsibility is an obligation of the organization to act in ways that serve both its own interests and the interests of society at large. B. Stakeholder issues and analysis. 1. Organizational stakeholders are those persons, groups, and other organizations directly affected by the behaviour of the organization and holding a stake in its performance. (See Power Point Slide 21 for Chapter 3.) 2. Figure 3.4 from the text describes the environment of a typical business firm as a network of organizational stakeholders. 3. Commonly-cited stakeholders are employees, customers, suppliers, owners, competitors, regulators, and interest groups. (See PowerPoint Slide 21 for Chapter 3.) 4. Unethical business practices have an adverse impact on stakeholders, whereas ethical business practices have a positive impact on stakeholders. 5. Leaders exert a critical influence on organizations. The following beliefs guide socially responsible business practices (see PowerPoint Slide 21 for Chapter 3): a. The belief that people do their best in healthy work environments with a balance of work and family life. b. The belief that organizations perform best when located in healthy communities. c. The belief that organizations gain by treating the natural environment with respect.
13 52 Schermerhorn & Wright: Management Fundamentals d. The belief that organizations must be managed and led for long-term success. e. The belief that the organization s reputation must be protected to ensure consumer and stakeholder support. Ask students to identify leaders with whom they are sufficiently familiar to make a reasonable statement about the leaders beliefs. Have the students analyze these leaders beliefs relative to the above listing of socially responsible leadership beliefs. To what extent does each example of a leader s beliefs mirror the aforementioned socially responsible beliefs? What impact has each leader s beliefs apparently had on that leader s organization and its stakeholders? C. Perspectives on social responsibility (see PowerPoint Slide 23 for Chapter 3). 1. The classical view of corporate social responsibility holds that management s only responsibility in running a business is to maximize profits. 2. The socioeconomic view of corporate social responsibility holds that management of any organization must be concerned with the broader social welfare and not just with corporate profits. 3. The arguments of the classical view against social responsibility and the arguments of the socioeconomic view in favour of social responsibility are summarized below. (See PowerPoint Slide 24 for Chapter 3.) AGAINST Reduced business profits. Higher business costs. Dilution of business purpose. Too much social power for businesses. Lack of business accountability to the public. IN FAVOUR OF Will add long-run profits for businesses. Improve public image of businesses. Help businesses to avoid more governmental regulation. Businesses have the resources and ethical obligation to act responsibly. 4. In today s world, the public at large expects businesses and other organizations to act with genuine social responsibility.
14 Chapter 3: Ethical Behaviour and Social Responsibility Increasing empirical evidence exists indicating that high performance in social responsibility can be associated with strong financial performance and, at worst, has no adverse financial impact. Indeed, evidence suggests there is a virtuous circle regarding the relationship between improved financial performance and additional emphasis on corporate social responsibility. D. Evaluating corporate social performance. 1. A social responsibility audit is a systematic assessment and reporting of an organization s accomplishments in various areas of corporate social responsibility. 2. Social performance is driven by either compliance (i.e., acting to avoid adverse consequences) or conviction (i.e., acting to create positive impact). 3. Figure 3.5 from the text links compliance and conviction with four criteria for evaluating corporate social performance. These criteria are (see PowerPoint Slide 26 for Chapter 3): a. Is the organization s economic responsibility met? Its economic responsibility is met when it earns a profit through the provision of goods and services desired by customers. b. Is the organization s legal responsibility met? Its legal responsibility is fulfilled when it operates within the law and according to the requirements of various external regulations. c. Is the organization s ethical responsibility met? Its ethical responsibility is met when its actions voluntarily conform to both legal expectations and the broader values and moral expectations of society. d. Is the organization s discretionary responsibility met? Its discretionary responsibility involves the organization s voluntary movement beyond basic economic, legal, and ethical expectations to provide leadership in advancing the well-being of individuals, communities, and society as a whole. E. Figure 3.6 from the text describes four strategies of social responsibility in terms of level of commitment to social responsibility. These strategies are (see PowerPoint Slide 28 for Chapter 3): 1. The obstructionist strategy ( fight the social demands ) meets the organization s economic responsibility. 2. The defensive strategy ( do the minimum legally required ) meets the organization s economic and legal responsibilities. 3. The accommodative strategy ( do the minimum ethically required ) meets the organization s economic, legal, and ethical responsibilities. 4. The proactive strategy ( take leadership in social initiatives ) meets all the criteria of social performance economic, legal, ethical, and discretionary responsibilities.
15 54 Schermerhorn & Wright: Management Fundamentals Discuss ways in which businesses can protect the environment and save money at the same time, such as grocery stores selling low-priced canvas bags to replace paper or plastic ones; coffee shops encouraging patrons to bring in their own cups; and fast food restaurants providing recycling bins so customers can sort their trash. Ask students for other examples. VI. Study Question 5: How do organizations and governments work together in society? A. When organizations do not act in a socially responsible manner, government is called upon to act in the public s behalf. B. How governments influence organizations. 1. Governments influence organizations by passing laws and establishing regulating agencies to control and direct firms behaviour. 2. Government agencies such as the Transportation Safety Board of Canada, provincial ministries of the environment and health, and the Canadian Food Inspection Agency, among others, are charged with monitoring and ensuring compliance with legislative mandates. 3. Business executives particularly, small business owners often complain that many laws and regulations are overly burdensome. 4. While the legal environment is complex and often frustrating for businesses, provincial and federal laws have had some positive effects in regulating business affairs, such as the following (see PowerPoint Slide 23 for Chapter 3): a. Occupational safety and health are regulated by the Occupational Health and Safety Act of 1973, which is intended to protect worker health and safety on the job. b. Fair labour practices are governed by laws such as the Employment Equity Act, originally passed in 1985 and adapted in 1995, is designed to reduce employment barriers for visible minorities, women, Aboriginals, and persons with disabilities. Unfortunately, the act applies only to federal government employees or employees of companies that have contracts with the federal government. c. Consumer protection is provided by The Hazardous Product Act, which gives government the authority to examine and force a business to withdraw from sale any product that it feels is hazardous to the consumer. Children s toys and flammable fabrics are within the great range of products affected by such regulation. d. Environmental protection is provided by several anti-pollution acts, including the Canadian Environmental Protection Act of 1999, which are designed to eliminate careless pollution of the air, water, and land.
16 Chapter 3: Ethical Behaviour and Social Responsibility 55 Have students identify other laws that affect the activities of businesses in each of the above areas. Alternatively, have students discuss how laws in the above areas have affected (b) them or their employment situations, or (b) people they know and their employment situations. C. How organizations influence governments. 1. Businesses seek to influence governments to adopt and pursue policies that are favourable to them. 2. Approaches that businesses take in influencing governments include the following (see PowerPoint Slide 31 for Chapter 3): a. Personal contacts and networks enable executives to get to know important people in government and to try to gain government s support for special interests. b. Public relations campaigns allow executives to communicate positive images of their organizations to the public at large. c. Lobbying enables executives to have their positions and preferences communicated directly to government officials. d. Political action committees (PACs) enable executives to seek influence through financial support for favoured political candidates. e. Illegal acts, such as bribes or illegal financial contributions to campaigns, are sometimes used in an attempt to influence public officials. Have students bring in examples of companies that have used any of the above approaches for influencing governments. Discuss the impact that these specific efforts have had on the organization and its various stakeholders. D. Role of corporate governance. 1. Corporate governance is the oversight of the top management of an organization by a board of directors. (See PowerPoint Slide 33 for Chapter 3.) 2. Governance typically involves hiring, firing, and compensating the CEO; assessing strategy; and verifying financial records. (See PowerPoint Slide 33 for Chapter 3.) 3. Considerable pressure exists for corporate governance to be the key guarantor that businesses and other organizations are run properly.
17 56 Schermerhorn & Wright: Management Fundamentals 2. All managers in contemporary organizations must accept personal responsibility for doing the right things. a. Managers play a crucial role in responding to public demands that organizations be held accountable for ethical and social performance as well as economic performance. b. Figure 3.7 from the text emphasizes the central role that ethics and social responsibility can and should play in managers decisions and activities. VII. Study summary for Chapter 3. A. Point out to the students that the text s Chapter 3 Study Questions Summary recaps the key theories, concepts, and ideas in the chapter in relation to the appropriate study questions. CHAPTER 3 STUDY QUESTIONS SUMMARY Study Question 1: What is ethical behaviour? Ethical behaviour is that which is accepted as good or right as opposed to bad or wrong. Simply because an action is not illegal does not necessarily make it ethical in a given situation. Because values vary, the question of What is ethical behaviour? may be answered differently by different people. Four ways of thinking about ethical behaviour are the utilitarian, individualism, moral-rights, and justice views. Cultural relativism argues that no culture is ethically superior to any other. Study Question 2:How do ethical dilemmas complicate the workplace? When managers act ethically they have a positive impact on other people in the workplace and on the social good performed by organizations. An ethical dilemma occurs when someone must decide whether to pursue a course of action that, although offering the potential of personal or organizational benefit or both, may be considered potentially unethical. Managers report that their ethical dilemmas often involve conflicts with superiors, customers, and subordinates over such matters as dishonesty in advertising and communications as well as pressure from their bosses to do unethical things. Common rationalizations for unethical behaviour include believing the behaviour is not illegal, is in everyone s best interests, will never be noticed, or will be supported by the organization. Study Question 3: How can high ethical standards be maintained? Ethics training in the form of courses and training programs helps people better deal with ethical dilemmas in the workplace. Whistleblowers expose the unethical acts of others in organizations, even while facing career risks for doing so. Top management sets an ethical tone for the organization as a whole, and all managers are responsible for acting as positive models of appropriate ethical behaviour.
18 Chapter 3: Ethical Behaviour and Social Responsibility 57 Written codes of ethical conduct formally state what an organization expects of its employees regarding ethical conduct at work. Study Question 4: What is corporate social responsibility? Corporate social responsibility is an obligation of the organization to act in ways that serve both its own interests and the interests of its many external publics, often called stakeholders. Criteria for evaluating corporate social performance include economic, legal, ethical, and discretionary responsibilities. Corporate strategies in response to social demands include obstruction, defence, accommodation, and pro-action, with more progressive organizations taking proactive stances. Study Question 5: How do organizations and governments work together in society? Government agencies are charged with monitoring and ensuring compliance with the mandates of law. Managers must be well informed about existing and pending legislation in a variety of social responsibility areas, including environmental protection and other quality-of-life concerns. Organizations exert their influence on government in many ways, including interpersonal contacts of executives, use of lobbyists, and financial contributions to PACs. All managerial decisions and actions in every workplace should fulfill performance accountability with commitments to high ethical standards and socially responsible means.
19 58 Schermerhorn & Wright: Management Fundamentals CHAPTER 3 KEY TERMS Accommodative strategy Codes of ethics Corporate governance Corporate social responsibility Cultural relativism Defensive strategy Distributive justice Ethical behaviour Ethical dilemma Ethical imperialism Ethics Ethics training Individualism view Instrumental values Interactional justice Justice view Lobbying Moral-rights view Obstructionist strategy Organizational stakeholders Political action committees Proactive strategy A social responsibility strategy that meets the organization s economic, legal, and ethical responsibilities by doing the minimum that is ethically required. A formal statement of an organization s values and ethical principles that provide guidelines on how to behave in situations susceptible to ethical dilemmas. The oversight of the top management of an organization by a board of directors An obligation of an organization to act in ways that serve both its own interests and the interests of society at large. The notion that there is no one right way to behave and that ethical behaviour is always determined by the cultural context. A social responsibility strategy that meets the organization s economic and legal responsibilities by doing the minimum that is legally required. The degree to which people are treated the same regardless of individual characteristics such as ethnicity, race, gender, age, or other particularistic criteria. Behaviour that is accepted as good and right as opposed to bad or wrong in the context of the governing moral code. A situation wherein someone must choose whether or not to pursue a course of action that, although offering the potential of personal or organizational benefit or both, may be considered unethical. The attempt to externally impose one s ethical standards on others. The code of moral principles that sets standards as to what is good or bad, or right or wrong, in one s conduct and thereby guides the behaviour of a person or group. Structured programs that help people to understand the ethical aspects of decision making and to incorporate high ethical standards into their daily behaviour. Ethical behaviour is that which best serves long-term self-interests. Preferences regarding the means for accomplishing desired ends. The degree to which others are treated with dignity and respect. Ethical behaviour is that which is impartial and fair in treating people according to legal rules and standards. An approach for businesses to influence government that enables executives to have their positions and preferences communicated directly to government officials. Ethical behaviour is that which respects and protects the fundamental rights of people. A social responsibility strategy that meets the organization s economic responsibility by fighting social demands. Those persons, groups, and other organizations directly affected by the behaviour of the organization and holding a stake in its performance. An approach for businesses to influence government that enables executives to seek influence through financial support for favoured political candidates. A social responsibility strategy that meets the organization s
20 Chapter 3: Ethical Behaviour and Social Responsibility 59 Procedural justice Social responsibility audit Terminal values Universalism Utilitarian view Values Whistleblowers economic, legal, ethical, and discretionary responsibilities by taking leadership in social initiatives. The degree to which policies and rules are fairly administered. A systematic assessment and reporting of an organization s resource commitments and action accomplishments in various areas of corporate social responsibility. Preferences about desired end states. The ethical position that suggests if a behaviour is not acceptable in one s home environment, it shouldn t be acceptable practice anywhere else Ethical behaviour is that which delivers the greatest good to the greatest number of people. The underlying beliefs and attitudes that help determine individual behaviour. Individuals who expose the misdeeds of others in organizations to preserve ethical standards and protect against wasteful, harmful, or illegal acts.
OUR CODE OF ETHICS. June 2013
OUR CODE OF ETHICS. June 2013 OUR CODE OF ETHICS GUIDING PRINCIPLES Ethical behaviour is an integral part of the way we do business. It's crucial that all our stakeholders are able to trust us to treat
More informationCHAPTER 2. Business Ethics and Social Responsibility
CHAPTER 2 Business Ethics and Social Responsibility Chapter Summary: Key Concepts Concern for Ethical and Societal Issues Business ethics Social responsibility Standards of conduct and moral values governing
More informationMacarthur Minerals Limited CODE OF CONDUCT. February 2012
Macarthur Minerals Limited CODE OF CONDUCT February 2012 MACARTHUR MINERALS LIMITED AND ITS SUBSIDIARIES (THE COMPANY OR MACARTHUR ) CODE OF CONDUCT 1. INTRODUCTION 1.1 The Macarthur Mineral Limited (including
More informationBusiness Ethics Course Notes. This area of study in your course for Commercial Law is not covered in the prescribed textbook.
INTRODUCTION This area of study in your course for Commercial Law is not covered in the prescribed textbook. The material chosen to cover the concept of Business Ethics is available as a free download
More informationCode of Business Conduct and Ethics. With Special Message for Senior Business and Finance Leaders
Code of Business Conduct and Ethics With Special Message for Senior Business and Finance Leaders Index Letter from our Chairman & CEO and from our President Annual Letter to Senior Leaders Introduction
More informationChapter Four. Ethics in International Business. Introduction. Ethical Issues in International Business
Chapter Four Ethics in International Business 4-2 Introduction Business ethics are the accepted principles of right or wrong governing the conduct of business people An ethical strategy is a strategy or
More informationBusiness Ethics Policy
Business Ethics Policy The WCH Ltd Ethics Code The business philosophy of WCH has been developed around a core set of values which are fundamental to the organisation s development and success. One of
More informationCHAPTER 1 Understanding Ethics
CHAPTER 1 Understanding Ethics Chapter Summary This chapter begins by defining ethics and how people decipher between right and wrong or good and bad behavior. It explores how people live their lives according
More informationCode of Business Conduct and Ethics THE WOODBRIDGE WAY. integrity honesty respect responsibility
Code of Business Conduct and Ethics THE WOODBRIDGE WAY integrity honesty respect responsibility Reissued June 12, 2015 Code of Business Conduct and Ethics THE WOODBRIDGE WAY INTRODUCTION Woodbridge Foam
More informationHORIZON OIL LIMITED (ABN: 51 009 799 455)
HORIZON OIL LIMITED (ABN: 51 009 799 455) CORPORATE CODE OF CONDUCT Corporate code of conduct Page 1 of 7 1 Introduction This is the corporate code of conduct ( Code ) for Horizon Oil Limited ( Horizon
More informationCode of Conduct of adidas AG Herzogenaurach
Code of Conduct of adidas AG Herzogenaurach Date of issue: October 27, 2006 Table of Content 1. Basic Rules of Conduct 3 1.1 Executive s duties 3 1.2 Basic Rules and Common Sense 4 2. Treatment of Business
More informationFiscal Policies and Procedures Fraud, Waste & Abuse
DORCHESTER COUNTY, MARYLAND Fiscal Policies and Procedures Fraud, Waste & Abuse Adopted August 11, 2009 SECTION I - INTRODUCTION The County Council of Dorchester County, Maryland approved on August 11,
More informationCorporate Code of Ethics
FERROVIAL CORPORATE CODE OF ETHICS Corporate Code of Ethics Our complete commitment to the ethics and integrity of our workforce highlights us as a serious company committed to its stakeholders interests.
More information1. Compliance with Laws, Rules and Regulations
CODE OF BUSINESS CONDUCT - EXAMPLE INTRODUCTION This Code of Business Conduct covers a wide range of business practices and procedures. It does not cover every issue that may arise, but it sets out basic
More informationOrange Polska Code of Ethics
Orange Polska Code of Ethics our conviction The fundamental ethical standards and values people should follow in their mutual relations both private and business have been known and unchanging for centuries.
More informationGlobal Business Ethics and Social Responsibility 10.1. Understanding Business Ethics and Social Responsibility
Global Business Ethics and Social Responsibility 10.1. Understanding Business Ethics and Social Responsibility Business Ethics focuses on the behaviour of businesses in its treatment of employees, society,
More informationCOLLINS FOODS LIMITED (the COMPANY) CODE OF CONDUCT
COLLINS FOODS LIMITED (the COMPANY) CODE OF CONDUCT 1. Introduction The Company is committed to maintaining ethical standards in the conduct of its business activities. The Company's reputation as an ethical
More informationCode of Ethics and Business Conduct (CEBC)
Code of Ethics and Business Conduct (CEBC) Amadeus Group October 2015 Index _ Preamble... 3 _ Our People... 3 _ Beyond Compliance... 3 _ Commitment to the Environment... 3 _ Conflicts of Interests, Gifts,
More informationLetter from the Chief Executive Officer and Chairman and the Group Medical Director
Letter from the Chief Executive Officer and Chairman and the Group Medical Director Every day, millions of people put their trust in International SOS to help them wherever they live or travel. We remain
More informationACS Code of Professional Conduct Professional Standards Board Australian Computer Society April 2014
ACS Code of Professional Conduct Professional Standards Board Australian Computer Society April 2014 ACS Code of Professional Conduct V.2.1 April 2014 Page 1 ACS Code of Professional Conduct Version History
More informationEthics in International Business
4 Ethics in International Business INTRODUCTION Ethics refers to accepted principles of right or wrong that govern the conduct of a person, the members of a profession, or the actions of an organization.
More informationPHILIP MORRIS INTERNATIONAL INC.
PHILIP MORRIS INTERNATIONAL INC. Code of Business Conduct and Ethics for Directors 1. Introduction This Code of Business Conduct and Ethics for Directors ( Code ) has been adopted by Philip Morris International
More informationGroup Policy 1. INTRODUCTION 2. BUSINESS INTEGRITY. 2.1. Honesty, Integrity & Fairness
Corporate Code of Conduct and Ethics Policy Approver: CEO Valid from: 26-11-13 1. INTRODUCTION CRI recognizes its responsibilities as a global services provider, and is committed to being a responsible
More informationLeading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard
Coast Guard Leadership Competencies Leadership competencies are the knowledge, skills, and expertise the Coast Guard expects of its leaders. The 28 leadership competencies are keys to career success. Developing
More informationGeneral ethical guidelines for employees at Gjøvik University College
General ethical guidelines for employees at Gjøvik University College 1 General provisions... 1 2 Loyalty... 2 3 Transparency... 3 4 Confidence in the public service... 3 5 Ethics in the academic work...
More informationCODE OF ETHICS POLICY
CODE OF ETHICS POLICY The YMCA's reputation is dependent upon the good judgment, ethical standards and personal integrity of every individual in the YMCA. As the YMCA continues to grow, it is of paramount
More informationAT&T s Code of Business Conduct
August 2015 AT&T s Code of Business Conduct To All AT&T Employees Worldwide: The most basic commitment we make to our customers, our shareholders, and each other is to always conduct ourselves in an ethical
More information1. Understanding and application of Moelven's Code of Conduct
Code of Conduct 1. Understanding and application of Moelven's Code of Conduct Purpose Moelven must act in a sustainable, ethical and socially responsible manner. Our Code of Conduct provides the basic
More informationUnderstand your role
The CARE CERTIFICATE Understand your role What you need to know THE CARE CERTIFICATE WORKBOOK Standard Your role - Tasks, Behaviours and Standards of work Your role will have a job description. This tells
More informationCODE OF CONDUCT AND ETHICS
The masculine gender is used in this document without any discrimination and refers to both masculine and feminine genders. TABLE OF CONTENTS TABLE OF CONTENTS... 2 A. WHO THIS CODE APPLIES TO... 3 B.
More informationCODE OF ETHICS AND BUSINESS CONDUCT
CODE OF ETHICS AND BUSINESS CONDUCT This Code of Ethics and Business Conduct ( Code ) has been approved by the Amalgamated Holdings Limited ( AHL ) Board of Directors for use within the AHL controlled
More informationETHICS CODE PETROBRAS SYSTEM
ETHICS CODE PETROBRAS SYSTEM ETHICS CODE THAT S JUST HOW WE ARE summary Ethics Principles of Petrobras System Commitment to conduct of Petrobras System 1. Regarding practice of Corporate Management, Petrobras
More information'RLQJ WKH ULJKW WKLQJ
The Severn Trent way 2011 These are our principles. They help us all understand how to think about the actions and decisions we have to take every day. This way, we remain who we want to be and always
More informationELEMENT FINANCIAL CORPORATION CODE OF BUSINESS CONDUCT AND ETHICS
APPENDIX I ELEMENT FINANCIAL CORPORATION CODE OF BUSINESS CONDUCT AND ETHICS As of December 14, 2011 1. Introduction This Code of Business Conduct and Ethics ( Code ) has been adopted by our Board of Directors
More informationPotential Interview Questions
Potential Interview Questions Listed below are some questions commonly asked by employers during interviews along with some hints about how to best answer each question. Outline or write out your responses
More informationCORPORATE CODE OF ETHICS. Codes of corporate ethics normally have features including:
E. Professional values and ethics CORPORATE CODE OF ETHICS An ethical code typically contains a series of statements setting out the organization s values and explaining how it sees its responsibilities
More informationCODE OF CONDUCT as adopted by the Board of Directors on 20 February 2015
GOLDFIELDS MONEY LIMITED ACN 087 651 849 CODE OF CONDUCT as adopted by the Board of Directors on 20 February 2015 1. Purpose This Code of Conduct (Code) clearly states the standards of responsibility and
More informationCalifornia Mutual Insurance Company Code of Business Conduct and Ethics
California Mutual Insurance Company Code of Business Conduct and Ethics This Code of Business Conduct and Ethics (the Code ) applies to all officers, employees, and directors of California Mutual Insurance
More informationThe way we do business.
a b The way we do business. Our Code of Conduct and Ethics. Our Code of Conduct and Ethics In this Code, the Board of Directors and the Group Executive Board set out the principles and practices that define
More informationBusiness Ethics Policy
Business Ethics Policy Page 1 of 12 Preface and document control This document is intended to provide information in respect of G4S Group Head Office policy, procedure, standards or guidance and will be
More informationInterviewing Practice = Preparation
Interviewing Practice = Preparation What is the Purpose of an Interview? STUDENT An interview is a two-way exchange, a conversation, in which both participants have some goals. The Interviewer wants to
More informationLeadership and Management Competencies
Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,
More informationCode of Conduct. Code of Conduct, 2009 Version 1.0
Code of Conduct Code of Conduct, 2009 Version 1.0 Contents A. Introduction... 3 B. Application of the Code... 3 C. Basic Rules of Conduct... 4 Avoidance of Conflicts of Interest... 5 Mutual Respect...
More informationCUBIC ENERGY, INC. Code of Business Conduct and Ethics
CUBIC ENERGY, INC. Code of Business Conduct and Ethics Introduction Our Company s reputation for honesty and integrity is the sum of the personal reputations of our directors, officers and employees. To
More informationKEMIRA CODE OF CONDUCT
KEMIRA CODE OF CONDUCT 1 Code of Conduct outlines the fundamental requirements for how we do business Kemira s business is to provide expertise and tailored combinations of chemicals for water-intensive
More informationWOLTERS KLUWER COMPANY VALUES AND BUSINESS PRINCIPLES
WOLTERS KLUWER COMPANY VALUES AND BUSINESS PRINCIPLES Mission statement and introduction Wolters Kluwer s customers face critical decisions every day; and the need to get them right. That is why Wolters
More informationSelf Assessment Tool for Principals and Vice-Principals
The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry
More informationStates of Jersey Human Resources Department. Code of Conduct
States of Jersey Human Resources Department Code of Conduct INTRODUCTION The Island community is entitled to expect the highest standards of conduct from all employees who work for the States of Jersey.
More informationChapter 15 Personnel Management
Chapter 15 Personnel Management In the corporate sector, it s called human resources. And it makes sense, since your personnel are perhaps your most important resource. You can have the best operating
More informationChapter 2 The Ethical Basis of Law and Business Management
Chapter 2 The Ethical Basis of Law and Business Management Business owners and managers traditionally have had to ensure that their profitmaking activities did not exceed the ethical boundaries established
More informationEADS-NA Code of Ethics
Page: 1 of 7 EADS-NA Code of Ethics Introduction The Company demands high ethical standards of conduct from its directors, employees, and agents and will conduct its business with honesty, integrity, and
More informationPrinciples and standards in Independent Advocacy organisations and groups
advocacy 2 0 0 0 Principles and standards in Independent Advocacy organisations and groups Advocacy 2000 January 2002 We would like to acknowledge that the Scottish Executive partly funded the editing
More informationCODE OF ETHICS. of the PETROBRAS GROUP
CODE OF ETHICS of the PETROBRAS GROUP THIS IS THE WAY WE ARE Word from the President 04 Ethics Principles of the Petrobras Group 05 Code of Business Conduct of the Petrobras Group 06 1. In practicing Corporate
More informationRyanair Holdings PLC Code of Business Conduct & Ethics 2012
Ryanair Holdings PLC Code of Business Conduct & Ethics 2012 1 TABLE OF CONTENTS 1. INTRODUCTION 3 2. WORK ENVIRONMENT 3 2.1 Discrimination & Harassment 3 2.2 Privacy of Personal Information 3 2.3 Internet
More informationCODE OF ETHICS FOR EMPLOYEES IN THE PUBLIC SECTOR
CODE OF ETHICS FOR EMPLOYEES IN THE PUBLIC SECTOR CABINET OFFICE OFFICE OF THE PRIME MINISTER MALTA OCTOBER 1994 CONTENTS Page Preface iii Definition 1 A. Introduction to the Code. 3 B. Values Underlying
More informationCode of Business Principles Helping us do the right thing
Code of Business Principles Helping us do the right thing Code of Business Principles Helping us do the right thing Contents 01 Foreword 02 Who is the code for? 03 Where to find advice or raise a concern
More informationOMNI TECHNICAL SOLUTIONS. Business Ethics, Compliance, Anti-Corruption and Anti-Money Laundering Policy
OMNI TECHNICAL SOLUTIONS Business Ethics, Compliance, Anti-Corruption and Anti-Money Laundering Policy Updated: September 2015 Table of Contents 1. Introduction... 2 2. Business Ethics... 3 2.1 Compliance...
More informationRevised 05/22/14 P a g e 1
Corporate Office 107 W. Franklin Street P.O. Box 638 Elkhart, IN 46515-0638 Phone (574) 294-7511 Fax (574) 522-5213 INTRODUCTION PATRICK INDUSTRIES, INC. CODE OF ETHICS AND BUSINESS CONDUCT As a leader
More informationCODE OF ETHICS AND PROFESSIONAL CONDUCT
CODE OF ETHICS AND PROFESSIONAL CONDUCT Mission To provide adults, caregivers and families with programs and services promoting an enhanced quality of life. Family Alliance, Inc. has a clearly stated charitable
More information50 Tough Interview Questions
You and Your Accomplishments 1. Tell me a little about yourself. 50 Tough Interview Questions Because this is often the opening question, be careful that you don t run off at the mouth. Keep your answer
More informationMinerals Technologies Inc. Summary of Policies on Business Conduct
Minerals Technologies Inc. Summary of Policies on Business Conduct Lawful and Ethical Behavior is Required at All Times This Summary of Policies on Business Conduct (this "Summary") provides an overview
More informationHow To Behave At The Britain Council
Our Code of Conduct Trust is not given. It s earned www.britishcouncil.org Contents Foreword from Chief Executive...01 Our values...02 Introduction...03 Our code of conduct...04 1. Legal compliance...
More informationLAKELAND INDUSTRIES, INC. CODE OF ETHICS and WHISTLEBLOWER POLICY FOR DIRECTORS, OFFICERS and EMPLOYEES CODE OF ETHICS
Introduction CODE OF ETHICS For the past several years, the activities of business organizations, both large and small, have been the subject of increased scrutiny and criticism by the public, the government,
More informationStandards for Advanced Programs in Educational Leadership
Standards for Advanced Programs in Educational Leadership for Principals, Superintendents, Curriculum Directors, and Supervisors NATIONAL POLICY BOARD FOR EDUCATIONAL ADMINISTRATION Published January,
More informationEthical Conduct in Youth Work
Ethical Conduct in Youth Work a statement of values and principles from The National Youth Agency Reprinted December 2004 Eastgate House, 19 23 Humberstone Road, Leicester LE5 3GJ. Tel: 0116 242 7350.
More informationGIVING VOICE TO VALUES: BRIEF INTRODUCTION
GIVING VOICE TO VALUES: BRIEF INTRODUCTION Most of us want to bring our whole selves to work. Yet, experience and research demonstrate that many of us will encounter values conflicts in our careers, when
More informationFS-5-101 Rev 1.2 Page 1 of 11
Page 1 of 11 First Solar, Inc. (Adopted as of October 3, 2006; revised July 29, 2015) Introduction This of First Solar, Inc. and its subsidiaries (the Company ) summarizes the values, principles and business
More informationHope In-Home Care CODE OF CONDUCT AND ETHICS
Hope In-Home Care CODE OF CONDUCT AND ETHICS September 2014 Table of Contents A MESSAGE FROM OUR DIRECTOR... 3 INTRODUCTION TO THE CODE OF CONDUCT AND ETHICS... 4 ELEMENT 1: QUALITY OF CARE... 5 ELEMENT
More informationWorkplace Violence and Harassment Prevention
Workplace Violence and Harassment Prevention Workplace Violence & Harassment Prevention "The government has acted to protect workers from workplace violence. Everyone should be able to work without fear
More informationCorporate Compliance and Ethics
Corporate Compliance and Ethics Title: Corporate Compliance and Ethics Course Code: EL-CCE-COMP-0 Course Outline Section 1: Introduction A. Course Contributors B. About This Course C. Learning Objectives
More informationCopyright 2012, General Dynamics Information Technology. All Rights Reserved.
Introduction Over the years, General Dynamics Information Technology has experienced significant growth in its IT services business serving government and commercial customers worldwide. As a valued supplier
More informationRoche Supplier. Code of Conduct
Roche Supplier Code of Conduct Roche Supplier Code of Conduct Roche is committed to sustainability in all business activities and aims to apply highest ethical standards. Our suppliers (suppliers of materials,
More informationEthical Theories ETHICAL THEORIES. presents NOTES:
ETHICAL THEORIES SLIDE 1 INTRODUCTORY SLIDE Ethical theories provide part of the decision-making foundation for Decision Making When Ethics Are In Play because these theories represent the viewpoints from
More informationSubject: Code of Conduct and Basic Working Conditions Subject Policy Number: FMHR-GL039
Supersedes: FMHR-GL039 (November 2, 2012) Page: 1 of 5 I. Summary Federal-Mogul Corporation (Company) supports the protection of international human rights within the realm of its influence and is committed
More informationSocial Survey Methods and Data Collection
Social Survey Social Survey Methods and Data Collection Zarina Ali June 2007 Concept of Survey & Social Survey A "survey" can be anything from a short paper- and-pencil feedback form to an intensive one-on
More informationStep 1 Self-assessment (Who am I? What do I have to offer?)
Your Job Search Your job search is a process which begins during your studies, when you start thinking about life after you ve completed your studies. It is an ongoing process, from your first job you
More informationHow To Be A Responsible Corporate Citizen
Page: 1 di 16 CODE OF ETHICS Previous version: n. 00 Issued and approved: Board of Directors of DSN Date: 29 Maggio 2008 Page: 2 di 16 INTRODUCTION d'amico Società di Navigazione S.p.A. (hereinafter the
More informationOur vision. A company where the best people want to work.
Code of Conduct Our vision A company where the best people want to work. The world leader in chemical distribution, providing unparalleled connectivity between customers and suppliers. 2 Univar s guiding
More informationNewLead Holdings Ltd. Code of Ethics
NewLead Holdings Ltd. Code of Ethics The Board of Directors of NewLead Holdings Ltd., (the Company ) has adopted this Code of Ethics (the Code ) for all of the Company s employees, directors, officers
More informationCode of Business Conduct and Ethics. Strike Energy Limited ACN 078 012 745
Code of Business Conduct and Ethics Strike Energy Limited ACN 078 012 745 Approved: 2 December 2014 Contents 1. General... 1 2. Responsibilities to shareholders and the financial community generally...
More informationStena Metall Group Code of Conduct
Adopted by the Stena Metall Group Board 2012-02-22 Stena Metall Group Code of Conduct Background The family owned Stena Metall Group creates jobs and provides value by offering competitive sustainable
More informationCode of Business Conduct
Code of Business Conduct Our Employees We treat each other with fairness, respect, and dignity, offering equal opportunities to all individuals. Intimidation, harassment, or discrimination based on race,
More informationBuilding Public Trust: Ethics Measures in OECD Countries
Building Public Trust: Ethics Measures in OECD Countries Annex 1998 Recommendation of the OECD Council on Improving Ethical Conduct in the Public Service, 36 Including Principles for Managing Ethics in
More informationOur Code is for all of us
This is Our Code This is Our Code Our Code How we behave forms the character of our company and dictates how others see us. How we conduct ourselves determines if people want to do business with us, work
More informationMERCK BUSINESS PARTNER CODE OF CONDUCT
MERCK BUSINESS PARTNER CODE OF CONDUCT Our Values and Standards for Business Partners Merck Business Partner Code of Conduct [Edition I] Merck is committed to sustainability in all business activities
More informationMessage from the Co-Chairmen and Chief Executive Officers
Message from the Co-Chairmen and Chief Executive Officers As each of us works to meet individual and Company-wide business goals here at Torchmark, we must all ensure that the work we perform and the business
More informationTAUONDI COLLEGE Code of Conduct. Web: www.tauondi.sa.edu.au Email: reception@tauondi.sa.edu.au. Version 2 10 th November 2011 E.
TAUONDI COLLEGE Code of Conduct Web: www.tauondi.sa.edu.au Email: reception@tauondi.sa.edu.au Responsibility for Policy: Executive Director Next review date: June 2012 Reviewed: November 2011 Associated
More information15 Most Typically Used Interview Questions and Answers
15 Most Typically Used Interview Questions and Answers According to the reports made in thousands of job interviews, done at ninety seven big companies in the United States, we selected the 15 most commonly
More informationPRINCIPLES OF BANKING ETHICS (*)
1 THE BANKS ASSOCIATION OF TURKEY PRINCIPLES OF BANKING ETHICS (*) I. Introduction: Ethics can be defined as a system of criteria and measures examining the values, norms and rules underlying the individual
More informationKONGSBERG's CORPORATE CODE OF ETHICS BACKGROUND
KONGSBERG's CORPORATE CODE OF ETHICS BACKGROUND The corporate code of ethics is primarily a tool to describe and influence KONGSBERG's corporate conduct and culture. Our fundamental values are based on
More informationCode of Conduct. Policy, Guidelines and Procedures
Code of Conduct Policy, Guidelines and Procedures Table of Contents Background...1 Right to Alternatives...1 Code of Conduct Policy...1 Roles and Responsibilities...1 Reports...4 Process Flowchart...6
More informationSHRIRAM TRANSPORT FINANCE COMPANY LIMITED. Business Responsibility Policy
SHRIRAM TRANSPORT FINANCE COMPANY LIMITED INTRODUCTION Business Responsibility Policy Shriram Transport Finance Company Limited ( the Company ), conscious about its social, environmental and economic responsibilities
More informationCompliance Policy ALCO recommended standard
1. PURPOSE In accordance with CSSF Circular 2004/155, the board of directors of [NAME OF COMPANY] (hereafter the Company ) has adopted the following Compliance Policy. The Company s Compliance function
More informationThese guidelines can help you in taking the first step and adopt a sustainability policy as well as plan your further sustainability communication.
SUSTAINABILITY POLICY AND COMMUNICATION GUIDELINES Why communicate about sustainability? IFU encourages all our investments to be transparent and informative about business and sustainability performance
More informationThe Principles of Professionalism
1. Professionalism, for the actuarial profession, means: the application of specialist actuarial knowledge and expertise; the demonstration of ethical behaviour, especially in doing actuarial work; and
More informationGlobal Code of Conduct
Global Code of Conduct 2011. 3 Samsung Electronics Co., Ltd. IMPORTANT NOTICE THE GLOBAL CODE OF CONDUCT DESCRIBES THE STANDARDS OF INTEGRITY SAMSUNG ELECTRONICS EXPECTS FROM ITS SUBSIDIARIES AND THEIR
More informationSTATEMENT FROM THE CHAIRMAN
STATEMENT FROM THE CHAIRMAN In an ever-changing global marketplace, it is important for all of us to have an understanding of the responsibilities each of have in carrying out day-to-day business decisions
More informationWorkplace Anti-Harassment Policy (Alberta)
Workplace Anti-Harassment Policy (Alberta) Intent It is public policy in Canada to recognize the dignity and worth of every person and to provide for equal rights and opportunities free of discrimination.
More informationPerformance Factors and Campuswide Standards Guidelines. With Behavioral Indicators
Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...
More informationWhen you hear the word engagement, you
EXECUTIVE FORUM EMPLOYEE ENGAGEMENT: BEYOND THE FAD AND INTO THE EXECUTIVE SUITE Theresa M. Welbourne When you hear the word engagement, you might think of long-term commitment, marriage, diamonds, family,
More information