objectives

Copyright ©2011 by Pearson Education, Inc.publishing as Pearson [imprint]

Professionalism: Skills for Workplace Success, 2/eLydia E. Anderson • Sandra B. Bolt

ETHICS, POLITICS, and DIVERSITY

Chapter 5




“I hope I shall possess firmness and virtue enough to maintain

what I consider the most enviable of all titles, the character of an

honest man.”

George Washington




• Define ethics and its impact both personally and professionally

• Identify the importance of maintaining confidentiality

• Define and identify the appropriate use of power and power bases

• Understand the topics of politics and reciprocity and their appropriate use in the workplace

• Understand the importance of ethical decision making

OBJECTIVES




• Define workplace diversity and realize its impact on performance

• State the basic employee rights and legal protection available for workplace diversity issues

• Recognize the negative impact stereotypes and prejudice have in the workplace and on performance

• Identify cultural differences and the positive and negative impact these differences have on business

OBJECTIVES (cont.)




ETHICS DEFINED

• Ethics: a moral standard of right and wrong– Just as your personality is shaped by outside

influences, so is your ethical make-up– Ethical behavior is a reflection of influences

• Ethical behavior starts with the individual




TALK IT OUT

Discuss recent corporate ethics-related scandals




INFLUENCES ON ETHICS AT WORK

• Ethical issues arise daily at work• Confidential: workplace matters that

should be kept private• Implied confidentiality: an obligation

to not share information with individuals with whom the business is of no concern

• If you are uncertain about sharing information, check with your boss




INFLUENCES on ETHICS at WORKEthical Behavior

• Ethical behavior includes dependability and conduct during company time

• It is inappropriate to consistently spend your time on non-company activities such as:– Surfing the Internet for personal business– Taking and making personal telephone calls– Exceeding allotted breaks and lunch periods– Playing computer games– Using company supplies for non-business

purposes




TALK IT OUT

What activities done during class could be considered unethical?




POWER AND ETHICSPower

• Power: the ability to influence another’s behavior

• Everyone at work has power

• Seven bases of power:– Legitimate– Coercive– Reward– Connection– Charismatic– Information– Expert




POWER AND ETHICSBases of Power

• Legitimate power: power given to you from the company– Authority that comes with your position

• Coercive power: power given to you from the company– Authority that comes with your position

– Uses threats or punishment




POWER AND ETHICSBases of Power (cont.)

• Reward power: the ability to influence someone with something of value– Rewards with promotions, pay increases,

and other incentives

• Connection power: using someone else’s legitimate power– Example: an assistant using the boss’s

power to make arrangements for meetings





• Charismatic power: personal power that makes people attracted to you– Shows sincere interest in others

• Information power: the ability to obtain and share information– Value to others with whom you interact





• Expert power: power earned by knowledge, experience, or expertise– May be lower on the chain of

command, but still wields power




INCREASING YOUR POWER BASES• Reward power should be used daily

• Networking: meeting and developing relationships outside your immediate work area

• Increase your charismatic power by focusing attention on others

• Increase your expert power by practicing continuous learning




POLITICS AND RECIPROCITY

• Politics: obtaining and using power, begins when one obtains and utilizes power

• Reciprocity: when debts and obligations are created for doing something

• Do not let the term “you owe me” encroach on your ability to behave ethically




CORPORATE VALUES/CULTURE

• Each company has a corporate culture—the way a company’s employees behave– This is based upon the behavior of its

leaders– This behavior reflects an organization’s

ethical behavior




CORPORATE VALUES/CULTURE

• Ethics statement: a corporate policy which addresses the issue of ethical behavior

• Conflict of interest: occurs when you are in a position to influence a decision from which you could benefit directly or indirectly




MAKING ETHICAL CHOICES

• There are three levels of ethical decisions:

The first is the law

The second is fairness

The third is your conscience




MAKING ETHICAL CHOICESLevels of Ethical Decision Making

1. The Law Ask yourself if the action is legal

If it is illegal, it is unethical




MAKING ETHICAL CHOICESLevels of Ethical Decision Making (cont.)

2. FairnessYour actions should be fair to all parties involved If someone is going to be harmed, the

decision is probably not ethical Even when being fair, not everyone will

be happy with the results




MAKING ETHICAL CHOICESLevels of Ethical Decision Making (cont.)

3. One’s Conscience When one knowingly behaves inappropriately, he or she will ultimately feel badly about this poor behavior Sometimes a behavior may be legal and fair, but it still may make us feel badly; if so, it is probably unethical




WHEN OTHERS ARE NOT ETHICAL

• If someone is breaking the law, you have an obligation to inform your employer immediately




WHEN OTHERS ARE NOT ETHICALAccusing Others of Wrongdoing

• Document facts and evidence

• You have three choices:– Alert outside officials if the offense is illegal and

extreme– If the offense is not illegal and extreme and is

accepted by management, accept management’s decision

– If the offense is not illegal and extreme and is accepted by management, yet you are bothered, decide whether you want to continue working for the company




WHEN OTHERS ARE NOT ETHICAL Company Theft

• Company theft is not always big items; more often it is small items, such as:– Office supplies

• If not used for company purposes

– Time• Surfing the Internet, making personal calls,

and taking extra-long breaks




DIVERSITY BASICS

• On the outside, we may be different, but on the inside, we are all human beings

• Diversity comes in many forms and goes far beyond race




DIVERSITY BASICS• Three primary messages regarding

workplace diversity:– No matter what our differences, treat

everyone with respect and professionalism– Diversity should be used as an asset that

utilizes our differences as a way to create, innovate, and compete

– Workplace diversity should only be an issue when the diversity negatively affects performance




FORMS OF DIVERSITY• Workplace Diversity: differences among co-

workers• We differ in age, gender, economic status,

physical makeup, intelligence, religion, and sexual orientation, among other things

• The Equal Employment Opportunity Commission (EEOC) enforces laws that protect individuals from workplace discrimination in recruiting, hiring, wages, promotions, and unlawful termination




FORMS OF DIVERSITY• Race: people with certain physical traits

• Culture: the different behavior patterns of people

• An understanding of the impact race and culture has on the workplace will assist you in recognizing how these differences influence values and behavior




STEREOTYPES AND PREJUDICE

• Individuals use past experiences to form perceptions about people and situations

• Perception: one’s understanding or interpretation of reality





• Stereotyping: making a generalized image of a particular group or situation

– We generally apply stereotypes to similar situations and groups

– Avoid applying stereotypes in a negative manner





• Prejudice: a favorable or unfavorable judgment or opinion toward an individual or group based on one’s perception (or understanding) of a group, individual, or situation

• Typically, at work, prejudice is a negative attitude or opinion that results in discrimination




STEREOTYPES AND PREJUDICEWorkplace Discrimination

• Workplace Discrimination: acting against someone based on race, age, gender, religion, disability, or any of the other areas we have discussed in this chapter

• Labeling: when we describe an individual or group of individuals– We attach positive or negative labels to groups or

individuals and frequently have the groups or individuals live up or down to these standards




TALK IT OUT

What does the Cory story found under the DIVERSITY BASICS heading have to do with stereotypes and prejudice?




STEREOTYPES AND PREJUDICEThe Company’s Actions

• Diversity statements: statements that remind employees that diversity in the workplace is an asset and not a form of prejudice or stereotyping

• Diversity training: designed to teach employees how to eliminate workplace discrimination and harassment




STEREOTYPES AND PREJUDICEThe Company’s Actions (cont.)

• Elimination of glass ceilings and glass walls– Glass ceilings: workplace barriers

that prevent women and minorities from advancing up the corporate ladder through promotions

– Glass walls: workplace barriers that prevent women and minorities from certain situations




CULTURAL DIFFERENCES• Cultural differences include, among other things,

religious influences, the treatment of individuals based on age and gender, special differences, and family influences

• Be respectful of everyone’s individual religious beliefs• Although we may not agree with other cultures, we

have to respect cultural differences• Learning about other cultures can provide insights

into new markets and stimulate creativity

objectives

Documents