chapter 6 values and workplace ethics
DESCRIPTION
Chapter 6 Values and Workplace Ethics. Objectives. Describe how organizations foster unethical business Explain how organizations can promote ethical behavior Define ethics and values Better articulate your own values. 6 -1. Organizational Behavior: An Experiential Approach 8/E - PowerPoint PPT PresentationTRANSCRIPT
Chapter 6
Values and
Workplace Ethics
Describe how organizations foster unethical business
Explain how organizations can promote ethical behavior
Define ethics and valuesBetter articulate your own values
Objectives
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
6 -1
…ObjectivesDistinguish between ethical and non-
ethical valuesExplain and recognize the stages of moral
reasoningDescribe five ethical modelsExplain corporate social responsibility and
its benefits
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
6 -2
What Was Your Score on the Corporate Integrity Checkup?
Compare your score with your neighbor’s and describe your organization’s
perspective on ethics
Who had the highest score in the room? The lowest?
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Unethical Business Practices
Ambiguous “window-dressing” policies
Overemphasis on individual and firm performance
Intense internal and external competition
“Letter of the law” rather than the “spirit of the law”
Sole objective is profit
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Unethical Business Practices
“Let the buyer beware”
Inadequate controls
Indifference to customers’ best interests
Failure to understand public’s ethical concerns
Expediency reigns
Groupthink mentality
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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How to Foster Ethical Behavior
Communicate expectations and define what ethical behavior means
Hire top executives who set a good example
Reward ethical behavior and punish unethical behavior
Teach the tools of ethical decision makingEncourage discussion of ethical issues
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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The Ethics Warning System
Golden Rule – Are you treating others as you would want to be treated?
Publicity – Would you be comfortable if your reasoning and decision were on the front page of tomorrow’s newspaper?
Kid on your shoulder – Would you
be comfortable if your children
were observing you?
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Ethics - Defined
Standards of conduct that indicate how one should behave based on moral
duties and virtues arising from principles about right and wrong
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Values - Defined
Core beliefs or desires that guide or motivate attitudes and actions
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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The Toyota Way
Terminal Values - Defined
Desirable end states of existence or the goals that a person would like to
achieve
Two types: personal and social values
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Instrumental values are preferable modes of behavior or the means to achieving one’s
terminal values
Two types: moral and competence values
Instrumental Values - Defined
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Schwartz and Bilsky’s Seven Universal Values
Prosocial – Active protection or enhancement of the welfare of others
Restrictive conformity – Restraint of actions and impulses likely to harm others and to violate sanctioned norms
Enjoyment – Pleasure, sensuous and emotional gratification
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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…Schwartz and Bilsky’s Seven Universal Values
Achievement – Personal success through demonstrated competence
Maturity – Appreciation, understanding, and acceptance of oneself, others, and the surrounding world
Self-direction – Independent thought and action—choosing, creating, exploring
Security – Safety, harmony and stability in society, identity groups, relationships and self
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Ethical Vs. Non-ethical Values
Trustworthiness, respect, responsibility, justice and fairness, caring, civic virtue, and citizenship
Ethical—Related to what is right and proper
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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…Ethical Vs. Non-ethical Values
Money, fame, status,
happiness, being liked
Non-ethical—Related to things we like, desire, or find personally important
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Kohlberg’s Three Levels of Moral Development
Level One—Self-Centered (Preconventional) Stage One: Obedience and Punishment Orientation Stage Two: Instrumental Purpose and Exchange
Level Two—Conformity (Conventional) Stage Three: Interpersonal Accord, Conformity, Mutual
Expectations Stage Four: Social Accord and System Maintenance
Level Three—Principled (Postconventional) Stage Five: Social Contract, Individual Rights Stage Six: Universal Ethical Principles
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Five Ethical Approaches
Utilitarianism – greatest good for greatest number
Individual Rights – personal entitlements
Justice – fairness, equity, impartiality
Caring – well-being of other people
Environmentalism – stewardship of the earth
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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International Ethics
Making ethical decisions is even more
difficult in international business due to
different value systems and practices
Example: Different attitudes toward bribery
But ethical behavior is a competitive advantage because it builds trust
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Corruption - Defined
“The abuse of public power for private gain”
Out of 159 countries evaluated for the 2005 Corruption Perceptions Index, 70 countries
have high levels of corruption
Corruption correlates with high power distance and achievement cultures, socio-political instability, and the absence of a
tradition of well-established law and order
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Corporate Social Responsibility - Defined
“ CSR is broadly defined as a company’s commitment and contribution to the quality of life of employees, their families and the
local community and society overall to support sustainable economic
development”Provides a competitive advantage in
business and in attracting and retaining employees
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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When Is Whistle Blowing Legitimate?
It would benefit the public interestThe revelation is of major importance and
very specificThe facts have been checked and
rechecked for accuracyAll other avenues within the organization
have been exhaustedThe whistleblower is above reproach and
has nothing to gain personally by revealing the info
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Ways of Handling Unethical Behavior
Sabotaging or refusing (quietly or vocally) to implement unethical behavior
Indicating your unwillingness to support a cover-up in case the wrong-doers are caught
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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...Ways of Handling Unethical Behavior
Secretly or publicly blowing the whistle within the organization
Secretly or publicly threatening the offender or a responsible higher-level manager with blowing the whistle inside or outside the organization
Secretly or publicly blowing the whistle outside the corporation
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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