This document discusses business ethics and ethical behavior in the workplace. It begins by discussing influences on business ethics such as Zen philosophy, The Art of War, and common ethical issues that arise. It then explores causes of unethical behavior and how to address difficult ethical situations. Key points made include considering all stakeholders impacted and discussing issues with others before making decisions. The document emphasizes building an ethical culture and notes that developing ethical thinking takes time and exposure over one's career.

1. Business Ethics
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2. Zen and the Art
of Business Peace
Professor Derek ParkinProfessor Derek Parkin
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3. “The Art of War”e t o a
• 6th Century BC military treatise by Sun Tzu
• Has (apparently) influenced and inspired:
– Napoleonp
– General Douglas MacArthur
– Mao ZedongMao Zedong
– Planning of ‘Operation Desert Storm’
Business leaders– Business leaders….
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4. Zen philosophyp p y
• Western societal interest post WWIIp
• General haziness as to origin and beliefs
– Buddha legend– Buddha legend
– Introduced to China 2nd century BC
L t h d J– Later reached Japan
• “Zen” broadly translates as “meditation”
• A state of mind, a state of being
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5. What one might do for $500
• Stop going to the movies for 6 months (62%)Stop going to the movies for 6 months (62%)
• Get a tattoo (39%)
• Switch political parties (35%)• Switch political parties (35%)
• Cheat on income taxes (9%)
Ch (4%)• Cheat on a spouse (4%)
(“Anything for money”, Business Week (USA), August 2004)

6. Ethics
• Can be defined as a “system of right and• Can be defined as a system of right and
wrong”
A i t i di id l d id h th t i• Assists individuals decide whether an act is:
– Moral or immoral
– Socially desirable or undesirable
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7. Ethics
• Many sources:
– Religious beliefs
– National and ethnic beliefs
– Community standards
– Family practicesFamily practices
– Educational experiences
Friends– Friends
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8. What is Business Ethics?
• Principles and standards which guidePrinciples and standards which guide
behaviour in the world of business
• “Right” or “wrong” “acceptable” or• Right or wrong , acceptable or
“unacceptable” behaviour within the
i tiorganisation
• Determined by key stakeholders
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9. Some myths about business ethics
• It’s easy to be ethical
U thi l b h i i t f b i• Unethical behaviour is part of business
• There are no rewards for being ethical
• Ethical behaviour will prevent me from being
successful
• Business is like sport – push the rules and try not
to get caught
• Business ethics is about character education and
teaching moral philosophy

10. Ethical issues for business
• Product safety standardsProduct safety standards
• Advertising contents
• Working environment• Working environment
• Unauthorised payments
E l i• Employee privacy
• Environmental issues

11. Common unethical acts
(reported by employees)
Lying to supervisors• Lying to supervisors
• Falsifying records
• Alcohol and drug abuse
• Conflict of interest
• Stealing
• Receiving a gift/entertainment in violation of company policyReceiving a gift/entertainment in violation of company policy
• Improper accounting procedures
• Sexual harassment
Di i i ti• Discrimination
• Violation of environmental laws
(1997 Society for Human Resource Management)
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(1997 Society for Human Resource Management)

12. Key causes of unethical behavioury
• Meeting overly aggressive financial or business
bj tiobjectives
• Meeting schedule pressures (“deadlines”)
• Helping the organisation survive
• Rationalising that others do it
• Resisting competitive threats
• Saving jobsg j
(1997 Society for Human Resource Management)
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13. Key influences on ethical behavioury
• Personal values
• Supervisor influence
• Senior management influenceg
• Internal drive to succeed
• Performance pressuresPerformance pressures
• Lack of consequences
• Friends/co worker influence (peer pressure)• Friends/co-worker influence (peer pressure)
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14. Why misconduct is not reportedy p
• Fear of not being considered a team player
• Did not think that corrective action would be taken
• Fear of retribution – from management
• “No-one else cares – why should I?”
• Did not trust the organisation to keep the reportg p p
confidential
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15. Principle of employee conduct
• 10% follow their own beliefs• 10% follow their own beliefs
• 40% try to follow company policies and
lrules
• 40% go along with the work group
• Take advantage if the risk is low
(Ferrell, Marsh 2005)

16. Classification of ethical issues
• Conflict of interestConflict of interest
• Honesty and fairness
C i i• Communications
• Organisational relationshipsg p
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17. Conflict of interest
• Exists when an individual must choose whether to
advance his/her own interests, the organisation’s
or others’
• Examples: Bribes/personal payments, gifts, or
special favours intended to influence decision
making
• Do auditor actual or alleged conflicts of interest
represent unethical behaviour?
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18. Honesty and fairnessy
• Following applicable laws and regulations and notg pp g
knowingly harming stakeholders
– Is advertising cigarettes at the cricket fair? WhyIs advertising cigarettes at the cricket fair? Why
was it phased out?
– Are mobile phone ads that ‘mask’ the effectiveAre mobile phone ads that mask the effective
cost of the call, especially if the limit is
exceeded, fair?
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19. Communications
• Refers to the transmission of information and the
sharing of meaning
– eg: deceptive advertising, product safety
information, product composition
– Financial Statements – is this not simply a
means of communication to stakeholders?
– Continuous disclosure obligations for ASX
companies?
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20. Organisational relationshipsg p
• Behaviour of organisational members towardg
stakeholders
• Includes confidentiality, meeting obligations andIncludes confidentiality, meeting obligations and
deadlines, not pressuring others to behave
unethicallyy
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21. So what does this mean to
you and me?
• We have a personal obligation to ourselves and
our employers to act ethically in our businessy y
dealings
– Personal and corporate reputational riskp p
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22. So what does this mean to
you and me?
• We are also bound by the Ethical Rules of
professional bodies (ICAA, CPAA, NIA, CMA)( )
– Disciplinary consequences for bringing the bodies into
disrepute
– Includes fines, suspension or expulsion
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23. What does this mean for our
company or business?
• We may be officers of the company or business
– possibly a listed company
• “Rules of engagement”:
– Corporations Act
C i A– Crimes Act
– Anti-money laundering legislation
Income tax legislation– Income tax legislation
– ASX listing rules
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24. What does this mean for our
company or business?
• Obligation to:
– Directors
– Auditors
– Shareholders
– Other stakeholders
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25. What is the company’s
responsibility?
C d f C d t• Code of Conduct
• Attitude of the Board & senior management
– “The tone from the top”
• Provide a ready avenue for discussion of ethical
iissues
– Designated “privacy officer(s)”
T i i d f h thi– Training and open forums, such as this
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26. So, what do we do when faced
with a difficult ethical issue?
• Define problem
• Identify stakeholders
• Identify practical alternatives
• Determine measurable impact of each alternative
• Identify immeasurable consequences of each
alternative
• Arrive at tentative decision• Arrive at tentative decision
• Decide how to implement decision
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27. So, what do we do when faced
with a difficult ethical issue?
Always:
• Take time out to reflect on issue
– Consideration before action
• Discuss with a trusted person (could be a peer
‘ ff ’)employee or the ‘privacy officer’)
• Consider taking up with senior management, if
appropriateappropriate
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28. So, what do we do when faced
with a difficult ethical issue?
Also:
• Consider Whistleblower legislation provisionsg
– Communicate with auditors
• Consider communication to Chair of Audit
C fCommittee, if appropriate
• Consider Chartered Accountants’ Advisory Group
services and similarservices and similar
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29. So, where does this “Zen” thing
fit in?
• Ethics can be a learned behaviour….to a
pointpoint
• Rather, a way of thinking which underpins
l b h ipersonal behaviour
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30. So, where does this “Zen” thing
fit in?
• Will be assimilated over a period of time, primarily
during more vulnerable years
– Youth – family/schooling
– Young adult – university/workplace
• Will be dispersed during more secure years
– Mature adult – workplace/social group
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31. ONE SIMPLY CANNOT MAKE AN
OVERNIGHT DECISION TO BE
ETHICAL AS OF TOMORROWETHICAL AS OF TOMORROW
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32. Ethics and committed employeest cs a d co tted e p oyees
• Creates employee loyaltyp y y y
• Encourages personal sacrifices
• Focuses on organisational success• Focuses on organisational success
• Honours organisational policies and contractual
obligationsobligations
• Reduces staff turnover
S ti fi t• Satisfies customers
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33. Remember...
“If you have ethics nothing elseIf you have ethics, nothing else
matters.
If you don’t have ethics, nothing
else matters.”else matters.

34. Remember…
Consider your own reputationConsider your own reputation…..
Consider the reputation of the people
around you…..y
Consider the reputation of your companyConsider the reputation of your company.
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35. ...and don’t forget your Zen!