Ch. 6 Business Ethics - Student

Business Ethics

Aspects in Applying Ethics to Business 1.

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To survive, business must earn a profit. If profits are realized through misconduct, however, the life of the organization may be shortened. Businesses must balance their desires for profits against the needs and desires of society. society. Society Society has develope developed d rules rules – both legal legal and and implic implicit it – to gu guide ide busin businesse esses s in their efforts to earn profits in ways that do not harm individuals or society as a whole.

Business ethics comprises the principles and standards that guide behavior in the world of business. Whether a specific action is right or wrong, ethical or unethical, is often determined by investors, employees, customers, interest groups, the legal system, and the community.

The Reasons for Studying Business Ethics 

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Identify ethical issues when they arise and recognize the approaches available for resolving them. Learn about the ethical decision-making process and about ways to promote ethical behavior within your organization. Understand how to cope with conflicts between your own personal values and those of the organization in which you work.

The Benefits of Business Ethics Customer Satisfaction and Trust

Ethical Climate

Investor Loyalty and Trust

Employee Commitment and Trust

Profits

Ethics Contributes to Employee Commitment 

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Employee commitment comes from employees who believe their future is tied to that of the organization and their willingness to make personal sacrifices for the organization. The more a company is dedicated to taking care of its employees, the more likely it is that the employees will take care of the organization. Issues such as a safe work environment, competitive salaries, and the fulfillment of all contractual obligations toward employees. Social programs such as work-family programs and stock ownership plans to community service. When employees see values such as honesty, respect, and trust applied frequently in the workplace, they feel less pressure to comprise ethical standards, observe less misconduct, are more satisfied with their organizations overall, and feel more valued as employees.

Ethics Contributes to Investor Loyalty 

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Companies perceived by their employees as having a high degree of honest and integrity had an average three-year total return to shareholders of 101 percent, whereas companies perceived as having a low degree of honesty and integrity had a three-year total return to shareholders of just 96 percent. Investors today are increasingly concerned about the ethics, social responsibility, and reputation of companies in which they invest, and various social responsible mutual funds and asset management firms can help investors purchase stock in ethical companies. Investors are also recognizing that an ethical climate provides a foundation for efficiency, productivity, and profits. To be successful, relationships with investors must rest on dependability, trust, and commitment. Investors look at the bottom line for profits or the potential for increases stock prices or dividends. But they also look for any potential flaws in the company’s performance, conduct, and financial reports.

Ethics Contributes to Customer Satisfaction 

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For most businesses, both repeat purchases and an enduring relationship of mutual respect and cooperation with their customers are essential for success. A happy customer will come back, but a disgruntled customer will tell others about his or her dissatisfaction with a company and discourage friends from dealing with it. The public’s trust is essential to maintaining a good long-term relationship between a business and consumers. Ethical conduct toward customers builds a strong competitive position that has been shown to affect business performance and product innovative positively.

Ethics Contributes to Profits 

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A study found that those that commit to ethical behavior or emphasize compliance with their code of conduct have better financial performance. A company cannot nurture and develop ethical climate unless it has achieved adequate financial performance in terms of profits. Businesse Businesses s with with greater greater resource resources s – regardless regardless of their staff staff size size – have the the means means to practic practice e social social responsibility while serving their customers, valuing their employees, and establishing trust with the public. Companies convicted of misconduct experience a significantly lower return on assets and on sales than firms that have not faced such charges.

Stakeholders Define Ethical Issues in Business 

In a business context, customers, investors and shareholders, employees, suppliers, government agencies, communities, and many others oth ers wh who o have have a “stak “stake” e” or clai claim m in some aspect of a company’s products, operations, markets, industry, and outcomes are known as stakeholders.

Identifying Stakeholders 

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Primary Stakeholders are those whose continued association is absolutely necessary for a firm’s survival; these include employees, customers, investors, and shareholders, as well as the governments and communities that provide necessary infrastructure. Secondary Stakeholders do not typically engage in transactions with a company and thus are not essential for its survival; these include the media, trade association, and special-interest groups.

Examples of Stakeholder Issues and Associated Measures of Corporate Impacts STAKEHOLDER GROUPS AND ISSUES

POTENTIAL INDICATORS OF CORPORATE IMPACT ON THESE ISSUES

Employees 1. Compensation and bene enefits

Ratio of lowest wage age to national lega egal minimum or to local cost of living

2. Training and development

Changes in in average ye years of tr training of em employees

3. Employee diversity

Percentages of employees from different genders and races

4. Occu Occupa pati tion onal al heal health th and and saf safet ety y

Stan Standa dard rd inju injury ry rate rates s and and abse absent ntee ee rate rates s

5. Communication with management

Availability of open-door policies or ombudsmen

Customers 1. Product safety and quality

Number of product recalls over time

2. Management of customer complaints

Number of customer complaints and availability of procedures to answer them

3. Serv Servic ices es to disa disabl bled ed cust custom omer ers s

Availa Avai labi bili lity ty and and nat natur ure e of of mea measu sure res s tak taken en to ensure services to disabled customers

Examples of Stakeholder Issues and Associated Measures of Corporate Impacts STAKEHOLDER GROUPS AND ISSUES

POTENTIAL INDICATORS OF CORPORATE IMPACT ON THESE ISSUES

Investors 1. Transparency of shareholder communications

Availability of procedures to inform shareholders about corporate activities

2. Shareholder rights

Frequency and type of litigation involving violations of shareholder rights

Suppliers 1. Encouraging suppliers in developing countries

Prices offered to suppliers in developed countries countries in comparison to other supplier

2. Enco Encour urag agin ing g mino minori rity ty supp suppli lier ers s

Perc Percen enta tage ge of mino minori rity ty supp suppli lier ers s

Examples of Stakeholder Issues and Associated Measures of Corporate Impacts STAKEHOLDER GROUPS AND ISSUES

POTENTIAL INDICATORS OF CORPORATE IMPACT ON THESE ISSUES

Community 1. Public health and safety protection

Availability of emergency response plan

2. Conservation of energy and materials

Data on reduction of waste produced and comparison to industry

3. Donations and support of local organizations

Annual employee time spent in community service

Environmental Groups 1. Mi Mini nimi mizi zing ng the the use of ener energy gy

Amou Amount nt of elec electr tric iciity purch urchas ased ed;; perce ercent ntag age e of “green “green” ” ele electr ctrici icity ty

2. Mini Minimiz mizin ing g emiss emission ions s and and waste waste

Type, Type, amount amount,, and and desig designat nation ion of wast waste e gener generate ated d

3. Minimizing adverse environmental effects of goods and services

Percentage of product weight reclaimed after use

A Stakeholder Orientation 

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The degree to which a firm understands and addresses stakeholder demands. This orientation comprises three sets of activities: 

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The organization wide generation of data about stakeholder groups and assessment of the firm’s effect on these groups. The distribution of this information through out firm. The organization’s responsiveness as a whole to this intelligence.

Ethical Issues in Business 

An ethical issue is a problem, situation, or opportunity that requires an individual, group, or organization to choose among several actions that must be evaluated as right or wrong, ethical or unethical.     

Honesty and Fairness Conflicts of Interest Fraud Discrimination Information Technology

Honesty and Fairness 

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Honesty refers to truthfulness, integrity, and trustworthiness. Fairness is the quality of being just, equitable, and impartial. Issues related to fairness and honesty often arise in business because many participants believe that business is a game governed by its own rules rather than those of society.

Conflicts of Interest 

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A conflict of interest exists when an individual must choose whether to advance his or her own interests, those of the organization, or those of some other group. To avoid conflicts of interest, employees must be able to separate their private interests from their business dealings. Organizations, too, must avoid potential conflicts of interest when providing goods or services. In many developed countries, it is generally recognized that employees should not accept bribes, personal payments, gifts, or special favors from people who hope to influence the outcome of a decision.

Fraud 

Fraud is any purposeful communication that deceives, manipulates, or conceals facts in order to create a false impression. 

Accounting Fraud 

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Marketing Fraud 

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In accounting, fraud may create ethical issues related to how a company reports its financial position to interested stakeholders. Marketing is the process of creating, distributing, promoting, and pricing products. In marketing, fraud generally relates to false or deceptive marketing communications such as false or deceptive advertising, making ambiguous statements, murky labeling, or concealing the facts within the message.

Consumer Fraud 

Consumer engage in many other forms of fraud against businesses, including price-tag switching, item switching, lying to obtain agerelated and other discounts, and taking advantage of generous return policies by returning used items, especially clothing that has been worn (with the price tags carefully concealed, but not removed).

Discrimination 

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Race, gender, and age discrimination are a major source of ethical and legal debate in the workplace. Affirmative action programs involve efforts to recruit, hire, train, and promote qualified individuals from groups that have traditionally been discriminated against on the basis of race, gender, or other characteristics. Standards to guide implementation: 

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There must be a strong reason for developing an affirmative action program. Affirmative action programs must apply only to qualified candidates. Affirmative action programs must be limited and temporary and therefore cannot include “rigid and inflexible quotas.”

Information Technology 

Technology issues include the moni mo nito tori ring ng of of em empl ploy oyee ees’ s’ use use of available technology, consumer privacy, site development and online marketing, and legal protection of intellectual properties, such as music, books, and movies.

Recognize an Ethical Issue 

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A good rule of thumb is that an activity that is approved of by most members of an organization and is customary in the industry is probably ethical. An issue, activity, or situation that can withstand open discussion and survive untarnished probably poses no ethical problem. Once an individual recognizes that an ethical issue exists and can openly discuss it and ask for guidance and the opinions of others, he or she enters the ethical decision-making process.

Social Responsibility 

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An organization’s obligation to maximize its positive impact on stakeholders and to minimize its negative impact. Social responsibility can be viewed as a contract with society, whereas business ethics involves carefully thought-out rules or heuristics of business conduct that guide decision making.

Steps of Social Responsibility Philanthropic Activities that are not required of businesses but that promote human welfare or goodwill. Ethical Following standards of acceptable behavior as judged by stakeholders Legal Abiding by all laws and government regulations Economic To be profitable so they can provide a return on investment to their owners and investors, create jobs for the community, and contribute goods and services to the economy.

Corporate Citizenship 

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The term corporate citizenship is often used to communicate the extent to which businesses strategically meet the economic, legal, ethical, and philanthropic responsibilities placed on them by their various stakeholders. stakeholders. Social Responsibility Issues    

Economic Issues Competitive Issues Legal and Regulatory Issues Philanthropic Issues

Economic Issues 

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Economic responsibilities require finding a balance between society’s demand for social responsibility and inves investor tors’ s’ desire desire for for profits profits.. When people people talk talk about about the the “econo “economy,” my,” they generally mean cyclical conditions such as inflation, recession, and employment rates as well as how these conditions affect their ability to obtain the resources they need or desire. Inflation refers to an increase in the overall level of prices over an extended time; while a recession is characterized by rising unemployment, falling prices, restriction of credit, low output and investment, and many bankruptcies.

Economic Issues 

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The economy is in constant flux, and these business cycles influence the quality of life and the decisions of both consumers and companies. Occasionally, these decisions can harm stakeholders. The econom economy y is also also driven driven by supply supply – the amount amount of goods available at a given price at any time –  and demand demand – how many consumers consumers desire desire the available goods. An organization’s sense of economic responsibility is especially significant for employees because it raises such issues as equal job opportunities, workplace diversity, job safety, health, and employee privacy.

Competitive Issues 

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When businesses compete unfairly, legal and social responsibility issues can result. Intense competitions sometimes makes managers feel that their company’s very survival is threatened. In these situations, managers may begin to see unacceptable alternatives as acceptable, and they may begin engaging in questionable practices to ensure the survival of their organizations. Size frequently gives some companies an advantage over others. For example, large firms can often generate economies of scale that allow them to put smaller firms out of business.

Competitive Issues 

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Some compan companies’ ies’ competiti competitive ve strategi strategies es may focus on weakening or destroying a competitor, which can harm competition and ultimately reduce consumer choice. Examples of anti competitive strategies, include sustained price cuts, discriminatory pricing, and price wars. Intense competition may also lead companies to resort to corporate espionage, the theft of corporate trade secrets. Espionage may be carried out by outsiders outsiders or by employ employees ees – executive executives, s, programmers, network or computer auditors, engineers, or janitors who have legitimate reasons to access facilities, data, computers or networks. To obtain valuable information, they may use techniques such as hacking, whacking, and dumpster diving.

Legal and Regulatory Issues 

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Laws are categorized as either civil or criminal. Civil law defines the rights and duties of individuals and organizations (including business). Criminal law not only prohibits specific actions actions – such as fraud, fraud, thef theft, t, or securiti securities es trading trading viola violation tions s – but also also impos imposes es fines fines or or imprisonment as punishment for breaking the law.

Legal and Regulatory Issues 

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The primary difference between criminal and civil law is that criminal laws are enforced by the state or nation, whereas civil laws are enforced by individuals (generally, in court). Criminal and civil laws are derived from four sources: the Constitution (constitutional law), precedents established by judges (common law), federal and state laws or statutes (statutory law), and federal and state administrative agencies (administrative law).

Legal and Regulatory Issues 

Most of laws and regulations that govern business activities fall into one of five groups: 1. 2. 3. 4. 5.

Regulation of competition Protection of consumers Promotion of equity and safety Protection of the natural environment Incentives to encourage organizational compliance programs to deter misconduct

Laws Regulating Competition 

Laws have been passed to encourage competition and prevent the establishment of monopolies, inequitable pricing practices, and other practices that reduce or restrict competition among businesses.

Laws Regulating Competition Sherman Antitrust Act, 1890

Prohibits monopolies

Clayton Act, 1914

Prohibits price discrimination, exclusive dealing, and other efforts to restrict competition

Fede Federral Trad Trade e Comm ommiss ission ion Act, Act, 1914

Cre Created ated the the Fede Federral Tra Trade Com Commissi ission on (FTC (FTC)) to to he help enfor nforc ce anti antiru rust st laws laws

Robinson-Patman Act, 1936

Bans price discrimination between retailers and wholesalers

Wheeler-Lea Act, 1938

Prohibits unfair and deceptive acts regardless of whether competition is injured

McCarran-Ferguson Act, 1944

Exempts the insurance industry from antitrust laws

Lanham Act, 1946

Protects and regulates brand names, brand marks, trade names, and trademarks

Celler-Kefauver Act, 1950

Prohibits one corporation fr from controlling another where the effect is to lessen competition

Consumer Go Goods Pr Pricing Ac Act, 19 1975

Prohibits pr price ma maintenance agr agre eements am among ma manufacturers an and re resellers in in interstate commerce

FTC Improvement Act, 1975

Gives the FTC more power to prohibit unfair industry practices

Antit titrust ust Impro provements Act, 1976

Strengthe thens earlier antit titrust laws – Just ustice Department has more investigative authority

Trademark Counterfeiting Act, 1980

Provide ides penalties for individuals dea dealing ing in count unterfeit goods

Trademark Law Re Revision Act, 1988

Amends the Lan Lanham Act to allow br brands not yet introduced to be protected throug ough patent and trademark registration

Fede Federa rall Tr Tradem demark D Dil ilut utio ion n Act Act,, 19 1995

Giv Gives tr tradem adema ark own owner ers s the the righ rightt to to pro prote tect ct tra tradema demarrks and and requi equirres the them to to relinquish those that match or parallel existing trademarks

Digit igital al Mil Mille leni nium um Copy Copyrright ight Ac Act, 199 1998 8

Refin efine es cop copy yrigh rightt laws laws to to prot prote ect dig digit ita al ve version sions s of of copy copyri righ ghte ted d ma materi terial als, s, incl includ udin ing g

Laws Protecting Consumers 

Laws that protect consumers require businesses to provide accurate information about products and services and to follow safety standards.

Laws Protecting Consumers Pure Food and Drug Act, 1906

Prohibits adulteration and mislabeling of foods and drugs sold in interstate commerce

Wool Products Labeling Act, 1939

Prohibits mislabeling of wool products

Fur Products Labeling Act, 1951

Requires proper identification of the fur content of all products

Fede Federa rall Haza Hazard rdou ous s Subs Substa tanc nces es Lab Label elin ing g Act, Act, 1960 1960

Cont Contro rols ls the the lab label elin ing g of haza hazard rdous ous subs substa tanc nces es for for hou house seho hold ld use use

Truth in Lending Act, 1968

Requires full disclosure of credit terms to purchasers

Consumer Product Safety Act, 1972

Created the Consumer Product Safety Commission to establish safety standards and regulations for consumer products

Fair Credit Billing Act, 1974

Requires accurate, up-to-date consumer credit records

Magnuson-Moss Warranty Act, 1975

Established standards for consumer product warranties

Energy Poli olicy and Conservation Act, 1975

Requires auto dealers to hav have “gas mileage gui guides” in their showro wrooms

Consumer Goods Pricing Act, 1975

Prohibits price maintenance agreements

Consumer Leasing Act, 1976

Requires accurate disclosure of leasing terms to consumers

Fair Debt Collection Practices Act, 1978

Defines permissible debt collection practices

Toy Safety Act, 1984

Gives the government the power to recall dangerous toys quickly

Nutri utriti tion ona al Lab Labe eling ling and and Edu Educa cati tion on Act, ct, 19 1990

Proh Prohib ibit its s ex exagge aggerrate ated he health lth cl claim aims and and requi equirres all all proc proce essed foo foods ds to have labels showing nutritional information

Telephone Consumer Protect Act, 1991

Establishes procedures for avoiding unwan wanted telephone solicitations

Chil Childr dren en’s ’s Onli Online ne Priv Privac acy y Pro Prote tect ctio ion n Act Act,, 199 1998 8

Requ Requir ires es the the FTC FTC to form formul ulat ate e rul rules es for for col colle lect ctin ing g onl onlin ine e inf infor orma mati tion on from from children under age thirteen

Laws Promoting Equity and Safety 

Laws promoting equity in the workplace were passed during the 1960s and 1970s to protect the rights of minorities, women, older persons, and persons with disabilities; other legislation has sought to protect the safety of all workers.

Laws Promoting Equity and Safety Equal Pay Act of 1963

Prohibits discrimination in pay on the basis of sex

Equal Pay Act of 1963 (amended)

Prohibits sex-based discrimination in the rate of pay to men and women working in the same or similar jobs

Title Title VII VII of of the the Civi Civill Righ Rights ts Act Act of of 1964 1964 (am (amen ende ded d in 197 1972) 2)

Proh Prohib ibit its s disc discri rimi mina nati tion on in in empl employ oyme ment nt on on the bas basis is of of race race,, color, sex, religion, or national origin

Age Di Discrimination in in Employment Ac Act, 19 1967

Prohibits di discrimination in in em employment ag against pe persons between the ages of 40 and 70

Occupational Safety and Health Act, 1970

Designed to ensure healthful and safe working conditions for all employees

Vocational Rehabilitation Act, 1973

Prohibits discrimination in employment because of physical and mental handicaps

Vietnam Era Veterans Readjustment Act, 1974

Prohibits discrimination against disabled veterans and Vietnam War veterans

Pension Reform Act, 1974

Designed to prevent abuses in employees retirement, profitsharing, thrift, and saving plans

Equal Credit Opportunity Act, 1974

Prohibits discrimination in credit on the basis of sex or marital status

Pregnancy Discrimination Act, 1978

Prohibits discrimination on the basis of pregnancy, childbirth, or related medical conditions

Immigration Reform and Control Act, 1986

Prohibits employers from knowingly hiring a person who is an unauthorized alien

Americans with Disabilities Act, 1990

Prohibits discrimination against people with disabilities and requires that they be given the same opportunities as people without disabilities

Laws Protecting the Environment 

Environmental protection laws have been enacted largely in response to concerns over business’s impact on the environment.

Laws Protecting the Environment Clean Air Act, 1970

Established air-quality standards; requires approved state plans for implementation of the standards

Nation Nat ional al Envi Environ ronmen mental tal Policy Policy Act, Act, 1970 1970

Establi Established shed broad broad poli policy cy goals goals for for all all federal agencies; created the Council on Environmental Quality as a monitoring agency

Coas Co asta tall Zone Zone Ma Mana nage gem men entt Act, Act, 19 1972 72

Prov Provid ides es fina financ nciial resou esourc rces es to the the states to protect coastal zones from overpopulation

Federal Water Pollution Control Act, 1972

Designed to prevent, reduce, or eliminate water pollution

Noise Pollution Control Act, 1972

Designed to control the noise emission of certain manufactured items

Toxic Su Substances Co Control Ac Act, 19 1976

Requires te testing an and re restricts us use of of certain chemical substances, to protect human health and the environment

Laws That Encourage Ethical Conduct 

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Laws have been passed to foster programs designed to improve business ethics and social responsibility. The most important of laws and regulations to discourage law violation is 

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The Federal Sentencing Guidelines for Organizations (FSGO) The Sarbanes-Oxley Act.

The Federal Sentencing Guidelines for Organizations (FSGO) 

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These guidelines apply to all felonies and Class A misdemeanors committed by employees in association with their work. Organizations that have demonstrated “due dilige diligence nce”” in develo developin ping g effecti effective ve compliance programs that discourage unethical and illegal conduct may be subject to reduce organizational penalties if an employee commits a crime.

The Federal Sentencing Guidelines for Organizations (FSGO) 

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The commission delineated seven steps that companies must implement to demonstrate due diligence. A firm must develop and disseminate a code of conduct that communicates required standards and identifies key risk areas for the organization. High ranking personnel in the organization who are known to abide by the legal and ethical standards of the industry (such as an ethics officer, vice president of human resources general counsel, and so forth) must have oversight over the program. No one with a known propensity to engage in misconduct should be put in a position of authority.

The Federal Sentencing Guidelines for Organizations (FSGO) 4. 5.

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A communication system for disseminating standards and procedures (ethics training) must also be put into place. Organizational communications communications should include a way for employees to report misconduct without fearing retaliation, such as anonymous toll-free hot line or an ombudsman. Monitoring and auditing system designed to detect misconduct are also required. If misconduct is detected, then the firm must take appropriate and fair disciplinary action. Individuals both directly and indirectly responsible for the offense should be disciplined. In addition, the sanctions should be appropriate for the offense. After misconduct has been discovered, the organization must take steps to prevent similar offenses in the future. This usually involves making modifications to the ethical compliance program, additional employee training, and issuing communications about specific types of conduct.

The Sarbanes-Oxley Act 

The Sarbanes-Oxley Act requires corporations to take greater responsibility for their decisions and to provide leadership based on ethical principles.

Major Provisions of the Sarbanes-Oxley Act 1.

Requires the establishment establishment of a Public Company accounting Oversight Board in charge of regulations administered by the Securities and Exchange Commission.

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Requires CEOs and CFOs to certify that their companies’ companies’ financial statements statements are true and without misleading statements.

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Requires that corporate board of directors’ directors’ audit committees consist of independent members members who have no material interests in the company.

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Prohibits corporations from making making or offering loans to officers and board members.

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Requires codes of ethics for senior financial officers; code must be registered with the SEC.

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Prohibits accounting firms from providing both auditing and consulting services to the same client without the approval of the client firm’s audit committee.

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Requires company attorneys to report wrongdoing to top managers and, if necessary, to the board of directors; if managers and and directors fail to respond to reports of wrongdoing, the attorney should stop representing representing the company.

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Mandates “whistle-blower “whistle-blower protection” for persons who disclose wrongdoing to authorities. authorities.

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Requires financial securities analysts to certify that their recommendations recommendations are based on objective reports.

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Requires mutual fund managers to disclose how they vote shareholder proxies, giving investors information about how their shares influence decisions.

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Establishes a ten-year penalty for mail/wire fraud.

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Prohibits the two senior auditors from working on a corporation’s account for more than five years; other auditors are prohibited from working on an account for more than seven years. In other words, accounting firms must rotate individual auditors from one account to another from time to time.

Benefits of the Sarbanes-Oxley Act 1.

Greater accountability of top managers and boards of directors to employees, investors, communities, and society.

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Renewed investor confidence.

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Clear explanations by CEOs as to why their compensation package is in the best interest of the company; the loss of some traditional senior management perks, such as company loans; greater disclosures by executives about their own stock trades.

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Greater protection of employee retirement plans.

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Improved information from stock analysts and rating agencies.

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Greater penalties for and accountability of senior managers, auditors, and board members.

Philanthropic Issues Philanthropy provides four major benefits to society.

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It improves the quality of life and helps make communities places where people want to do business, raise families, and enjoy life. Thus, improving the quality of life in a community makes it easier to attract and retain employees and customers. Philanthropy reduces government involvement by providing help to people with legitimate needs. Philanthropy develops staff leadership skills. Philanthropy builds staff morale. Employees who volunteer typically feel better about themselves, their company, and their community, and higher morale improves a firm’s bottom line.

Philanthropic Issues 

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Companies contribute significant amounts of money to education, the arts, environmental causes, and the disadvantaged by supporting local and national charitable organizations. Strategic philanthropy involves linking core business competencies to societal and community needs.

Ethics as a Force in Social Responsibility 

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From a social responsibility perspective, business ethics embodies standards, norms, and expectations that reflect a concern of major stakeholders, including consumers, employees, shareholders, suppliers, competitors, and the community. Only if firms include ethical concerns in their foundational values and incorporate ethics in their business strategy can social responsibility as a value be embedded in daily decision making.

A Framework for Understanding Ethical Decision Making in Business Ethical Issue Intensity

Individual Factors

Organizational Factors

Opportunity

Business Ethics Evaluations and Intentions

Ethical or Unethical Behavior

Ethical Issue Intensity 

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The first step in ethical decision making is to recognize that an ethical issue requires that an individual or work group choose among several actions that will ultimately be evaluated as ethical or unethical by various stakeholders. Ethical issue intensity is the perceived relevance or importance of an ethical issue to the individual or work group. If reflects the ethical sensitivity of the individual or work group that triggers the ethical decision process. All the other factors in our ethical decision-making framework influence this sensitivity, thus determining why ethical issues are often perceived differently by different individuals.

Individual Factors 

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Individual values, such as honesty, trustworthiness, and integrity, are learned from parents, teachers, religious leaders, and society. As we mature, we combine these values into moral philosophi philosophies es that that define define what what is “good” “good” or “moral” “moral” when evaluating the world as a whole. These values sets help to explain why a person believes that one action is right whereas another is wrong, and people often cite these philosophies to  justify decisions or explain actions. To understand how people make ethical decisions, it is therefore useful to have a grasp of the major types of moral philosophies, philosophies, as well as the stages of cognitive development through which people progress in developing these moral philosophies.

Moral Philosophy 

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Moral philosophy refers in particular to the principles or rules that people use to decide what is right or wrong. These principles or rules present guidelines for resolving conflicts and for optimizing the mutual benefit of people living in groups. Business people are guided by moral philosophies as they formulate business strategies and resolve specific ethical issues.

A Comparison of the Philosophies Used in Business Decisions Teleology

Stipulates that acts are morally right or acceptable if they produce some desired result, such as realization of selfinterest or utility

Egoism 

Defines right or acceptable actions as those that maximize a particular person’s self-interest as defined by the individual

Utilitarianism 

Defines right or acceptable actions as those that maximize total utility, or the greatest good for the greatest number of people

Deontology

Focuses on the preservation of individual rights and on the intentions associated with a particular behavior rather than on its consequences

Relativist

Evaluates ethicalness subjectively on the basis of individual and group experiences

Virtue ethics

Assumes that what is moral in a given situation is not only what conventional morality requires, but also what the mature person with with a “good” moral character character would would deem appropriate

Justice

Evaluates ethicalness on the basis of fairness: distributive, procedural, and interactional

Virtues That Support Business Transactions Trust

The predisposition to place confidence in the behavior of others while taking the risk that the expected behavior will not be performed. Trust eliminates the need for and associated cost of monitoring compliance with agreements, contracts, and reciprocal agreements. There is the expectation that a promise or agreement can be relied on.

Self-control

The disposition to pass up an immediate advantage or gratification. It indicates the ability to avoid exploiting a known opportunity for self-interest. The tradeoff is between short-term self-interest and long-term benefits.

Empathy

The ability to share the feelings or emotions of others. It promotes civility because success in the market depends on the courteous treatment of people who have the option of going to competitors. The ability to anticipate needs and satisfy customers and employees contributes to a firm’s economic success.

Fairness

The disposition to deal equitably with the perceived injustices of others. Fairness often relates to doing the right thing with respect to small matters in order to cultivate a long-term business relationship.

Virtues That Support Business Transactions Truthfulness

The disposition to provide the facts or correct information as known to the individual. Telling the truth involves avoiding deception and contributes to trust in business relationships.

Learning

The disposition to constantly acquire knowledge internal and external to the firm, whether of an industry, culture, or other societies. Learning involves gaining knowledge to make better, more informed decisions.

Gratitude

A sign of maturity that is the beginning of civility and decency. The recognition that people do not succeed alone.

Civility

The disposition or essence of courtesy, politeness, respect, and consideration for others. Civility relates to the process of doing business in a culturally correct way, thus decreasing communication errors and increasing trust.

Moral Leadership

Strength of character, peace of mind and heart, and happiness in life. Those in leadership positions who follow a consistent pattern of behavior based on virtues.

Types of Justice JUSTICE TYPE

EVALUATION OF FAIRNESS

Distributive justice: based on the evaluation of outcomes or results of the business relationship

Benefits derived Equity in rewards

Procedural justice: based on the processes and activities that produce the outcome or results

Decision-making process Level of access, openness, and participation

Intera Interacti ctiona onall justice: justice: based on an evaluation of the communication process used in the business relationship

Accuracy of information Truthfulness, respect, and courtesy in the process

Applying Moral Philosophy to Ethical Decision Making 



There is strong evidence that individuals use different moral philosophies depending on whether they are making a personal decision outside the work environment or making a work-related decision on the job. Two possible reasons may explain this. 



First, in the business arena some goals and pressures for success differ from the goals and pressures in a person’s nonwork nonwork life. As a result, result, an an employee employee might view a specific specific action action as “good” “good” in the business business sector sector but but “unacc “unaccept eptabl able” e” in the non nonwor work k enviro environme nment. nt. The second reason people change moral philosophies could be their firm’s corporate culture. Rules, personalities, and historical precedence exert pressure on the person to conform to the new firm’s culture. As this occurs, the individual’s moral philosophy can change to be compatible with the work environment.

Kohlberg’s Model of Cognitive Moral Development 



Individuals make different decisions in similar ethical situations because they are in different stages of moral development. In Kohlberg’s model people progress through six stages of moral development:

Kohlberg’s Model of Cognitive Moral Development 1.

The stage of punishment and obedience  

2.

The stage of individual instrumental purpose and exchange  

3.

Right is defined as literal obedience to rules and authority. A person in this this stage will will respond respond to rules and labels labels of “good” and “bad” in terms of the physical physical power power of those who who determine determine such rules. Right is defined as that which serves his or her own needs. A person in this stage will evaluate behavior on the basis of its fairness to him or her.

The stage of mutual interpersonal expectations, relationships, and conformity 





An individual individual in stage stage three emphasizes emphasizes others others rather than than him- or herself. A person not only considers his or her own well-being in deciding to follow the the order, but also tries tries to put himhim- or herself herself in upper management’s management’s and fellow fellow employees employees’’ shoes. Fairness to others is one of the individual’s ethical motives.

Kohlberg’s Model of Cognitive Moral Development 4.

The stage of social system and conscience maintenance 



5.

The stage of prior rights, social contract, or utility 





6.

An individual in stage four determines what is right by considering his or her duty to society, not just to other specific people. Duty, respect for authority, and maintaining the social order become the focal points. An individual is concerned with upholding the basic rights, values, and legal contracts of society. Individuals in this stage feel a sense of obligation or commitment, a “social “social contract,” contract,” to other groups groups and recognize recognize that in some cases cases legal and moral points of view may conflict. To reduce such conflict, stage-five individuals base their decisions on a rational calculation of overall utilities.

The stage of universal ethical principles 



Stage six individual individuals s believe that there there are inalienable inalienable rights, rights, which are universal in nature and consequence. These rights, laws, or social agreements are valid not because of a particular society’s laws or customs, but because they rest on the premise of universality.

Kohlberg’s Model of Cognitive Moral Development 

Kohlberg’s six stages can be reduced to three different levels of ethical concern. 1.

Immediate self-interest 

2.

Social expectations 

3.

Initially, a person is concerned with his or her own immediate interests and with external rewards and punishments. At the second level, an individual equates right with conformance to the expectations of good behavior of the larger society or some significant reference group.

General ethical principles 



An individual sees beyond the norms, laws, and authority of groups or individuals. These findings suggest that an organization’s formal structure plays an important role in affecting workers’ ethical behavior.

Organizational Factors  

Corporate Culture Relationships and Conflicts

Corporate Culture 









Corporate culture refers to the set of values, beliefs, goals, norms, and way of solving problems that the members (employees) of an organization share. These shared values may be formally expressed or unspoken. Corporate cultures can be classified in several ways, and a cultural audit can be conducted to identify an organization’s culture. If an organization’s culture rewards unethical behavior, people within the company are more likely to act unethically. A company’s failure to monitor or manage its culture may foster questionable behavior.

Organizational Culture Ethics Audit Answer YES or NO for each of the following questions: YES

NO

1.

Has the founder or top management of the company left an ethical legacy to the organization?

YES

NO

2.

Does the company have methods for detecting ethical concerns within the organization and outside it?

YES

NO

3.

Is there a shared value system and understanding of what constitutes appropriate behavior within the organization?

YES

NO

4.

Are stories and myths embedded in daily conversations about appropriate ethical conduct when confronting ethical situations?

YES

NO

5.

Are codes of ethics or ethical policies communicated to employees?

YES

NO

6.

Are th there et ethical ru rules or or pr procedures in in tr training ma manuals or or ot other company publications?

YES

NO

7.

Are there penalties, that are publicly discussed, for ethical transgressions?

YES

NO

8.

Are there rewards for good ethical decisions even if they don’t always result in a profit?

Organizational Culture Ethics Audit Answer YES or NO for each of the following questions: YES

NO

9.

Does the company recognize the importance of creating a culture that is concerned about people and their self-development as members of the business?

YES

NO

10.

Does the company have a value system of fair play and honesty towards customers?

YES

NO

11.

Do employees treat each other with respect, honesty, and fairness?

YES

NO

12.

Do em employees sp spend th their ttiime wo working in in a cohesive wa way on on wh what is is valued by the organization?

YES

NO

13.

Are there ethically based beliefs an and values about how to s su ucceed in the company?

YES

NO

14.

Are th there he heroes or or st stars in in th the or organization wh who co communicate a common understanding about what positive ethical values are important?

YES

NO

15.

Are th there da day-to-day ri rituals or be behavior pa patterns tth hat c crreate di direction and prevent confusion or mixed signals on ethics matters?

YES

NO

16.

Is the firm more focused on the long run than on the short run?

Organizational Culture Ethics Audit Answer YES or NO for each of the following questions: YES

NO

17.

Are em employees sa satisfied or or ha happy, an and is is em employee tu turnover lo low?

YES

NO

18.

Do the dress, speech, and ph physical work setting pr prevent an en environment of fragmentation or inconsistency about what is right?

YES

NO

19.

Are emotional outbursts about role conflict and ambiguity very rare?

YES

NO

20.

Has di discrimination an and/or se sexual ha harassment be been el eliminated?

YES

NO

21.

Is there an absence of open hostility and severe conflict?

YES

NO

22.

Do people act on the job in a way that is consistent with what they say is ethical?

YES

NO

23.

Is the fifirm more ex externally focused on customers, the environment, and the welfare of society than on its own profits?

YES

NO

24.

Is there open communication between suppliers an and d subordinates on the ethical dilemmas?

YES

NO

25.

Have em employees ever received advice on on how to im improve et ethical behavior or been disciplined for committing unethical acts?

Ethics As a Component of Corporate Culture 

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

The Role of Leadership in a Corporate Culture Organizational Structure and Business Ethics Group Dimensions of Organizational Structure and Culture

The Role of Leadership in a Corporate Culture 





Leadership is the ability or authority to guide and direct others toward achievement of a goal, has a significant impact on ethical decision making because leaders have the power to motivate others and enforce the organization’s rules and policies as well as their own viewpoints. Leaders are key to influencing an organization’s corporate culture and ethical posture. A leader must not only gain the respect of his or her followers but also provide a standard of ethical conduct.

Leadership Styles Influence Ethical Decisions 

Six leadership styles that are based on emot emotion ional al inte intellig lligenc ence e – the abilit ability y to manage ourselves and our relati relations onship hips s effec effectiv tively ely – have have been been identified by Daniel Goleman.

Six Leadership Styles Based on Emotional Intelligence 1.

2.

3.

The coercive leader demands instantaneous obedience and focuses on achievement, initiative, and self-control. Although this style can be very effective during times of crisis or during a turnaround, it otherwise creates a negative climate for organizational performance. The authori authoritativ tative e leader leader – considere considered d to be one of of the most most effectiv effective e styles styles – inspires inspires employ employees ees to follow a vision, facilitates change, and creates a strongly positive performance climate. The affiliat affiliative ive leader leader values values people, people, their their emotions emotions,, and their needs and relies on friendship and trust to promote flexibility, innovation, and risk taking.

Six Leadership Styles Based on Emotional Intelligence 4.

5.

6.

The democratic leader relies on participation and teamwork to reach collaborative decisions. This style focuses on communication and creates a positive climate for achieving results. The pacesetting leader can create a negative climate because of the high standards he or she sets. This style works best for attaining quick results from highly motivated individuals who value achievement and take the initiative. The coaching leader builds a positive climate by developing skills to foster long-term success, delegates responsibility, and is skillful in issuing challenging assignments.

The Power of Leaders Influences Ethical Decisions 1.

Reward Power 



2.

Coercive Power 





3.

A person’s ability to influence the behavior of others by offering them something desirable. Typical rewards might be money, status, or promotion. Is essentially the opposite of reward power. Coercive power penalizes actions or behavior. Be more effective in changing behavior in the short run than in the long run. People who are continually subjected to coercion may seek a counterbalance by aligning themselves with other, more powerful persons or by simply leaving the organization.

Legitimate Power 



Stems from the belief that a certain person has the right to exert influence and that certain others have an obligation to accept it. The titles and positions of authority that organizations bestow on individuals appeal to this traditional view of power.

The Power of Leaders Influences Ethical Decisions 4.

Expert Power 







5.

Is derived from a person’s knowledge (or the perception that the person possesses knowledge). Expert power usually stems from a superior’s credibility with subordinates. Credibilit Credibility, y, and thus expert power, is positively positively related related to the number of years a person has worked in a firm or industry, the person’s education, or the honors he or she has received for performance. Expert power can also be conferred on a person by others who perceive him or her to be an expert on a specific topic.

Referent Power 







Exist when one person perceives that his or her goals or objectives are similar to another’s. The second person may attempt to influence the first to take actions that will lead both to achieve their objectives. Because they share the same objective, the person influenced by the other will perceive the other’s use of referent power as beneficial. For this power relationship to be effective, however, some sort of empathy must exist between the individuals. Identification with others helps to boost the decision maker’s confidence when making a decision, thus increasing his or her referent power.

Organizational Structure and Business Ethics 

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An organization’s structure is important to the study of business ethics because the various roles and  job descriptions that comprise that structure may create opportunities for unethical behavior. Two broad categories of organizational structure are centralized and decentralized. 



In a centralized organization, decision-making authority is concentrated in the hands of top-level managers, and little authority is delegated to lower levels. In a decentralized organization, decision-making authority is delegated as far down the chain of command as possible.

Structure Comparison of Organizational Types EMPHASIS

CHARACTERISTIC

Decentralized

Centralized

Hierarchy of authority

Decentralized

Centralized

Flexibility

High

Lo w

Adaptability

High

Lo w

Problem recognition

High

Lo w

Implementation

Lo w

High

Dealing with changes in environmental complexity

Go od

P oo r

Rules and procedures

Few and informal

Many and formal

Division of labor

Ambiguous

Clear-cut

Span of control

Few employees

Many employees

Use of managerial techniques

Minimal

Extensive

Coordination and control

Informal and personal

Formal and impersonal

Relationships and Conflicts 

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

Business people learn ethical and unethical behavior not only from society and culture, but also from people with whom they associate in their work groups and in the business organization as a whole. The outcome of this learning process depends on the streng strength th of individual individuals’ s’ personal personal value values, s, opportunity, and their exposure to others who behave ethically or unethically. Members of organizations usually make ethical decisions jointly with the significant others they associate with in informal groups as well as in formal relationships within the work environment. Significant others include superiors, peers, and subordinates within the organization.

Interpersonal Relationships in Organizations 

To understand how interpersonal relations influence decisions about ethical issues: 



We first consider the responsibility of the corporation as a moral agent and the idea of variation in employee conduct. Next, we examine the role relationships within the organization.

The Responsibility of the Corporation As a Moral Agent 





The corporation can be viewed as a moral agent that is accountable for its ethical conduct. Although a corporation is not a person who can think through ethical issues, it can be considered a moral agent and therefore is responsible to society for its decisions. Because the corporation has the characteristics of an agent, business ethics and social responsibility obligations are assigned to it as an entity as well as to the individuals or work groups it employs.

Variation in Employee Conduct 10 PERCENT

Follow their own values and beliefs; believe that their value system is superior to that of their coworkers and the organization

40 PERCENT

Always try to follow company policies and rules

40 PERCENT

Go along with the work group on most matters

10 PERCENT

Take advantage of situations if the penalty is less than the benefit  the risk of being caught is low 

Role Relationships 

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

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A role is the part that a particular person plays in an organization; it refers both to that person’s position and the behavior others expect from someone holding that position. Each person in an organization has a specialized role or set of tasks or roles in helping the organization achieve its goals. Within the work group, conflicts between employees over roles and expected behavior may directly or indirectly influence how much unethical behavior occurs. The more conflict there is within the organization, the less the work group will be perceived as ethical.

Role Relationships 



Socialization is the process through which a person learns the values and appropriate behavior patterns of an organization or group as well as the behaviors expected of his or her role within the organization. Ethical issues such as lying, cheating, and paying bribes may be defined through the socialization process.

Role Relationships 



A role-set is the total of all role relationships a person is involved because of his or her position in an organization. Role stress refers to the strain, conflict, or disruption that results from a lack of agreement on certain job-related activities. The role that an individual plays within a business, including the various tasks that have the potential to create conflict, may have a direct bearing on his or her ethical decision-making behvior.

Differential Association 



Differential association refers to the idea that people learn ethical or unethical behavior while interacting with others who are part of their role-sets or belong to other intimate personal groups. This social learning process encourages ethical or unethical behavior, depending on the behavior of the person’s associates.

Whistle-Blowing 





Interpersonal conflict ensues when employees think they know the right course of action in a situation, yet their work group or company promotes or requires a different, unethical decision. In such cases, they may choose to refuse to participate in unethical or illegal conduct or even go outside the organization to publicize and correct a harmful situation. Whistle-blowing involves exposing an employer’s wrongdoing to outsiders, such as media or government regulatory agencies.

Organizational Pressures 



Pressure to perform and increase profits stems from role-set relationships, role stress, and differential association is a major predictor of unethical behavior. The roles that top management and superiors play are extremely important in developing the environment that influences employ employees ees’’ eth ethica icall decis decisio ions. ns.

The Role of Opportunity and Conflict 







Both opportunity and conflict affect ethical decision making in interpersonal relations. Opportunity is a set of conditions that limit unfavorable behavior or reward favorable behavior. Rewards may be internal or external. An unethical individual who is rewarded or not punished is likely to continue to act unethically, whereas a person who is punished or not rewarded for behaving unethically is less likely to repeat the behavior. An individual who has an information base, expertise, or information about competition has the opportunity to exploit this knowledge unethically.

The Role of Opportunity and Conflict 







Conflict occurs when there is a question as to which goals or values take precedence in a situation: those of the individual, the organization, or society. A personal-organization conflict arises when an individual’s philosophies or methods for reaching a desired goal differ from those of the organization. Such situations occur frequently, especially for new employees who have not yet been socialized into the organization. Persons whose values do not coincide with those of others in their profession may fight or leave the organization.

The Role of Opportunity and Conflict 



Personal-societal conflict develops when an individual’s values differ from those of society. When society feels that a particular activity is unethical yet legal, new laws may be enacted to help redefine the minimum level of ethical behavior.

The Role of Opportunity and Conflict 



Organizational-societal conflict occurs when the norms and values of the organization are opposed to those of society in general. The marketing of new products often brings business into conflict with society, especially when those products raise moral issues for certain groups.

Improving Ethical Decision Making in Business 





Ethical behavior can be a function of several dimensions of an organization’s system: its corporate culture, its significant others, and the personal value preferences of its groups and individual members. Significant others have been found to be the most influential variable affecting ethical decisions in business-related matters. Some employees may rationalize their decisions by maintaining that they are simply agents of the corporation. This is not acceptable as a legal excuse and is even less defensible from an ethical perspective.