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Ethics Study Guide for Test One

Ethics Study Guide for Test One - *PART ONE Values 1...

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**PART ONE: Values 1. Relevance of Values in Business and in Everyday Life “Do The Right Thing” By: John Delaney and Donna Sockell (p.1-5) Article focuses on the results from a survey done in 1989 which shed insight on the level of importance that current managers place on ethical conduct in the workplace and the ways in which businesspeople handle such situations. Respondents were around 40 yrs old, male and work in finance, manufacturing and consulting. Almost half were upper level managers. Unethical behavior occurs in a wide variety of industries and business professionals and students should be prepared to confront ethical dilemmas at work. Often in making daily decisions, managers and other members of the business community consciously and unconsciously enter the gray area between right and wrong. Ethically questionable situations compromise individuals and organizations. o Less than 25% of respondents said they stood to gain from the ethical dilemma, rather it was to benefit superiors. When unethical activities were identified: most people refuse to participate in them o 51% refused to take the action they thought was wrong o 27% took action even if they thought it was wrong (only 14% of them protested) o 23% took some other action (ex. report to authority or resign) Public administrators had the highest ratings of doing wrong to get ahead Employer response may encourage unethical behavior. 72% of employers were aware of unethical situations 34% rewarded by employer for acting ethically 26% actions were penalized by employers “You are what you do- you’re either ethical or you’re not” – Professor Donna Sockell -Ethical behavior begins with awareness. Making people conscious of their actions is the first step to promoting ethical behavior. “The New Rigor: Beyond The Right Answer” By: Judith Samuelson of the Aspen Institute (p. 7-21) The Aspen Institute’s Business and Society Program challenges the basic teaching approaches used at business schools and in MBA programs around the world. Suggests a “new rigor” is needed to equip future business leaders with the analytical and conceptual skills necessary to think in the big picture. This means seeing new connections between social and environmental challenges on the one hand and firm level growth and innovation on the other. Also the program is adamant about teaching students how to effectively voice personal and institutional values. Addresses a case in 2006 where four technology companies (Cisco, Microsoft, Yahoo and Google) testified at a congressional hearing that they had helped the Chinese
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government sensor blogs and monitor e-mail traffic on an extensive list of banned topics. The companies underestimated the public interest in compromising privacy standards to enter the Chinese market. They failed to build consciousness of the social and environmental impacts of business decisions. Samuelson says that “for business leaders
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