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Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) · Poatsy · Martin

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Page 1: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Ethics in BusinessChapter 3

3-1© 2012 Pearson Education, Inc.

Publishing as Prentice Hall

Better Business

2nd EditionSolomon (Contributing Editor) ·

Poatsy · Martin

Page 2: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Learning Objectives1. What are ethics and different ethical systems?2. How does someone create a personal code of ethics?3. How might personal ethics play a role in the workplace?4. How can you evaluate a company’s ethical code using available

resources, such as a mission statement?5. How do a company’s policies and decisions affect its achievement

of corporate social responsibility (CSR)?6. What challenges does a company face in balancing the demands

of social responsibility with successful business practices?7. What is legal compliance, and how does it affect ethical conduct?8. What strategies can a company use to recover from ethical

lapses?9. How can companies apply ethical standards to create new

business opportunities?10. What approaches can a company use to develop and maintain an

ethical environment?

3-2© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Page 3: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Ethics• What exactly are ethics?

- Do all people share the same ethics?

• Ethical systems- Moral relativism

- Situational ethics- Judeo-Christian ethics

• What is unethical behavior?

• What is amoral behavior?3-3© 2012 Pearson Education, Inc.

Publishing as Prentice Hall

Page 4: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Determining Your Code of Personal Ethics

© 2012 Pearson Education, Inc. Publishing as Prentice Hall 3-4

Page 5: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Personal Ethics in a Business Environment

• What if you are asked to act against your ethics?

• What if you unknowingly do something “wrong”?

• What if you knowingly do something unethical or even illegal?

3-5© 2012 Pearson Education, Inc.

Publishing as Prentice Hall

Page 6: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Pricing Fixing

• Occurs when a group of companies agree to set a product’s price

• Mark Whitacre, a senior executive with the agricultural giant Archer Daniels Midland (ADM), blew the whistle on ADM’s multinational price-fixing scheme

3-6© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Page 7: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Identifying a Company’s Ethics

• How can you examine a company’s ethics?

- Companies document their philosophies, often through:

• A code of ethics—A statement of the company’s commitment to ethical practices

• A mission statement—Defines the core purpose of an organization

3-7

“Our mission is to enable people and businesses throughout the world to realize their full potential.”

Can you guess this company?

© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Page 8: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Corporate Social Responsibility (CSR)

3-8© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Policies covering the following five major areas:

• Human Rights and Employment Standards in the workplace

• Ethical sourcing and procurement

• Marketing and consumer issues

• Environmental health, and safety concerns

• Community and “good neighbor” policies

Page 9: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Can a Company Really Be Socially Responsible?

• Economist Milton Friedman said, “Asking a corporation to be socially responsible makes no more sense than asking a building to be.”

• Conflicts of CSR:

- It is difficult to measure how CSR interacts with a long-term responsibility to the community or planet

- A company’s need to produce a profit for its shareholders and the demands of a quality in the product it delivers to its customers.

3-9© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Page 10: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Benefits of CSR• A positive reputation in the

marketplace• Strong recruitment and

talent retention• Efficiency increases when

companies use materials efficiency and minimize waste

• Increased sales via product innovations and environmentally and ethically conscious labeling

3-10

Images courtesy of Whole Foods

© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Page 11: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Measuring CSR• Is it possible to measure a company’s CSR level?• Social audits• Ratings and rankings

- Calvert Company • Intel

- Fortune’s 10 Most-Admired Companies• Apple

• Self-reporting• Corporate philanthropy

- Donating profits or resources• Target

3-11© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Page 12: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

The Challenges of CSR

• Balancing the demands of social responsibility with successful business practices- Many conflicting demands pose numerous

ethical challenges such as:• Making life-saving drugs available to the world’s

poor• Conducting business in an environmentally sound

manner

3-12© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Page 13: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

The Effects of CSR on Society

• Environmental- Local and global

• Economic- Product availability, price and quality- Business sustainability

• Employee morale- Advancement- Work environment- Values

3-13© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Page 14: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

The Effects of Individuals on CSR

• Can you affect how businesses operate ethically?

• You can affect:- Your own ethical behavior

- Who you do business with

- Who you invest in• Socially responsible investing

- Who you work for

3-14© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Page 15: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Legal Regulations and Compliance

• Specific laws are created governing the products or process of a specific industry

• Example: Consumer Bill of Rights (1962)- Right to safety - Right to choose - Right to information- Right to be heard

• Legal compliance- Conducting a business within the boundaries of

all the legal regulations of that industry

3-15© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Page 16: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Violating Ethics & the Law: The Example of Enron

• Was the seventh largest U.S. company at its zenith• Had a written code of ethics including social and

environmental values• In 2001, fraudulent finance practices surfaced and the

company went bankrupt- Key officers found guilty of fraud and other charges- Arthur Andersen, Enron’s accounting firm, convicted of

obstruction of justice and the firm closed• Sarbanes/Oxley Act passed in 2002, with strict corporate

finance requirements and penalties

3-16© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Page 17: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Recovering fromWeak Ethical Conduct

• Whistleblower

• Common strategies to recover1. Work to find a leader who will set an

example of the new ethical image of the company

2. Empower all employees to make ethical decisions and to report unethical situations

3. Redesign internal rewards to reward responsible and ethical behavior

3-17© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Page 18: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Creating New Markets with an Ethical Focus

• Examples- Offering clean fuel- Creating medical

vaccines- Fighting censorship- Going green

• Sustainability

What other examples can you think of?

3-18© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Earth-friendly GreenStop gas stations are popping up in Canada.

Page 19: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Ethical Focus from the Start

Steps to make sure employees get off to an ethical start:

• Create and communicate a meaningful and current mission statement that is clearly communicated and posted throughout the workplace

• Offer orientation programs to new employees to inform them of the ethical standards in place and what is expected from them

3-19© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Page 20: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Ethical Focus Every Day • Managers check sporadically to determine that the

code of ethics is being followed• Managers set clear examples of ethics • Companies employ ongoing ethics training

programs • Create a hotline for employees to anonymously report

violations.• Set the tone that the company is serious about ethics.• Managers must communicate regularly about

acceptable and unacceptable business practices.

3-20© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Page 21: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

Chapter Summary1. What are ethics and different ethical systems?2. How does a person create a personal code of ethics?3. How might personal ethics play a role in the workplace?4. How can you evaluate a company’s ethical code using available

resources such as a mission statement?5. How do a company’s policies and decisions affect its achievement

of corporate social responsibility?6. What challenges does a company face in balancing the demands

of social responsibility with successful business practices?7. What is legal compliance, and how does it affect ethical conduct?8. What strategies can a company use to recover from ethical

lapses?9. How can companies apply ethical standards to create new

business opportunities?10. What approaches can a company use to develop and maintain an

ethical environment?

3-21© 2012 Pearson Education, Inc. Publishing as Prentice Hall

Page 22: Ethics in Business Chapter 3 3-1 © 2012 Pearson Education, Inc. Publishing as Prentice Hall Better Business 2nd Edition Solomon (Contributing Editor) ·

3-22© 2012 Pearson Education, Inc. Publishing as Prentice Hall