Bullying: The Uncomfortable Truth About IT IDG Connect
IDG Connect has spoken to a range of bullying experts and
conducted research to a self-selecting sample of 650 IT
professionals. This report blends new statistics with detailed feedback from over 400 testimonials and aims to shed light on this misunderstood and overlooked topic.
This document summarizes an article on people analytics and discusses its convergence with industrial organization, civil rights law, and big data. It notes that people analytics uses big data to quantify trends in areas like tenure, promotions, and reasons for leaving in order to develop strategic diversity and inclusion plans. However, it cautions that data must be properly interpreted to avoid ineffective solutions that do not address systemic problems. While people analytics provides useful information, interpreting and acting on the data is challenging and expensive for companies.
David F. Larcker, Stephen A. Miles, Brian Tayan, and Kim Wright-Violich
Stanford Closer Look Series, November 8, 2018
CEO activism—the practice of CEOs taking public positions on environmental, social, and political issues not directly related to their business—has become a hotly debated topic in corporate governance. To better understand the implications of CEO activism, we examine its prevalence, the range of advocacy positions taken by CEOs, and the public’s reaction to activism.
We ask:
• How widespread is CEO activism?
• How well do boards understand the advocacy positions of their CEOs?
• Are boards involved in decisions to take public stances on controversial issues, or do they leave these to the discretion of the CEO?
• How should boards measure the costs and benefits of CEO activism?
• How accurately can internal and external constituents distinguish between positions taken proactively and reactively by a CEO?
This chapter discusses business ethics and the legal environment of business. It begins by explaining the relationship between ethics and law, noting that ethics concern moral principles and values that guide behavior, while laws establish minimum standards of conduct that are enforced by the legal system. The chapter then examines ethical dilemmas that businesses and individuals face when different courses of action could benefit some stakeholders while harming others. It discusses how ethics and laws have changed over time as societal views have evolved. The chapter also analyzes case studies of different approaches taken by Johnson & Johnson, Dow Corning, and Arthur Andersen when facing crises, relating their outcomes to the strength of their ethical cultures and values. Finally, it considers ongoing debates around certain issues like digital
http://blueelephantconsulting.com - In this presentation, Dr. Anderson shows that the techniques that we generally use to make decisions may not work when it comes to making good ethical decisions. Instead, Dr. Anderson provides a 5-step framework for engineers to use when they are faced with having to make a good ethical decision.
Bullying: The Uncomfortable Truth About IT IDG Connect
IDG Connect has spoken to a range of bullying experts and
conducted research to a self-selecting sample of 650 IT
professionals. This report blends new statistics with detailed feedback from over 400 testimonials and aims to shed light on this misunderstood and overlooked topic.
This document summarizes an article on people analytics and discusses its convergence with industrial organization, civil rights law, and big data. It notes that people analytics uses big data to quantify trends in areas like tenure, promotions, and reasons for leaving in order to develop strategic diversity and inclusion plans. However, it cautions that data must be properly interpreted to avoid ineffective solutions that do not address systemic problems. While people analytics provides useful information, interpreting and acting on the data is challenging and expensive for companies.
David F. Larcker, Stephen A. Miles, Brian Tayan, and Kim Wright-Violich
Stanford Closer Look Series, November 8, 2018
CEO activism—the practice of CEOs taking public positions on environmental, social, and political issues not directly related to their business—has become a hotly debated topic in corporate governance. To better understand the implications of CEO activism, we examine its prevalence, the range of advocacy positions taken by CEOs, and the public’s reaction to activism.
We ask:
• How widespread is CEO activism?
• How well do boards understand the advocacy positions of their CEOs?
• Are boards involved in decisions to take public stances on controversial issues, or do they leave these to the discretion of the CEO?
• How should boards measure the costs and benefits of CEO activism?
• How accurately can internal and external constituents distinguish between positions taken proactively and reactively by a CEO?
This chapter discusses business ethics and the legal environment of business. It begins by explaining the relationship between ethics and law, noting that ethics concern moral principles and values that guide behavior, while laws establish minimum standards of conduct that are enforced by the legal system. The chapter then examines ethical dilemmas that businesses and individuals face when different courses of action could benefit some stakeholders while harming others. It discusses how ethics and laws have changed over time as societal views have evolved. The chapter also analyzes case studies of different approaches taken by Johnson & Johnson, Dow Corning, and Arthur Andersen when facing crises, relating their outcomes to the strength of their ethical cultures and values. Finally, it considers ongoing debates around certain issues like digital
http://blueelephantconsulting.com - In this presentation, Dr. Anderson shows that the techniques that we generally use to make decisions may not work when it comes to making good ethical decisions. Instead, Dr. Anderson provides a 5-step framework for engineers to use when they are faced with having to make a good ethical decision.
Taking a Stand: How CMOs and CCOs are Redefining their Roles in Today’s Highl...Sarah Jackson
The document discusses how Chief Communications Officers (CCOs) and Chief Marketing Officers (CMOs) are redefining their roles in today's polarized social, cultural, and political climate. It finds that while companies are more comfortable with uncertainty, they are also spending more time addressing social issues related or unrelated to their core business, guided by organizational values. Executives say employees are demanding companies take stands on issues, and crisis preparedness plans are being reviewed and refreshed to address an unpredictable environment.
The document discusses how business, government, and society objectives intersect and influence each other. It uses the example of a chocolate company, N&N, and explains that the company's goal is to maximize profits, society's goal is access to necessities like food and healthcare, and the government's goal is regulation for fairness and protection. The objectives are interrelated, as society wants food which benefits N&N's profits, and government ensures N&N operates ethically to not harm society or the environment. Three models are mentioned to explain how the objectives interact: market capitalism, state capitalism, and corporate social responsibility.
This document summarizes findings from interviews with 25 senior communications and marketing executives about how their roles are changing in light of the current social, cultural, and political climate. Key findings include:
1) While executives still feel uncertainty from the unpredictable political environment, they are more comfortable with uncertainty and feel more prepared to respond to issues.
2) Companies are more accepting that they may need to address social issues, guided by their values, even if issues aren't directly related to their core business.
3) Employees are increasingly demanding that companies take public stands on major issues, putting pressure on communications executives to determine how and when to respond.
This document provides an overview of corporate social responsibility (CSR) and sustainability. It discusses how CSR has evolved from cause sponsorships to becoming a key factor in business decision-making and consumer preferences. Companies now recognize that CSR programs can help them gain a competitive edge by balancing profit and purpose. The document also outlines how the Standards Council of Canada has approved ISO 26000, a national standard to guide organizations on operating in a socially responsible way.
An article in Municipal Water and Sewer magazine regarding Jason Yarborough, Palm Bay Utilities Director speaking about employee disciplinary issues and relationships.
The document discusses why people often fail to report or act on signs of wrongdoing they observe in organizations. It provides examples of accounting staff who discovered fraud at their company but did not report it until $40 million had been stolen. The document suggests that pressure to achieve short-term financial goals can cause managers to ignore problems and misconduct. Reward systems focused only on quarterly profits create incentives for concealment of issues rather than addressing them. Overall, the document examines why people remain blind to fraud and why signs of problems go unheeded within companies.
Respecting Boundaries — The Don’ts of Dual RelationshipsAlex Clapson
Ethical issues related to professional boundaries are common and complex. Similar to a Rubik’s cube, the issue is multifaceted and rarely do all the sides line up correctly. We should be concerned with dual relationships primarily because they can hurt clients but also because they can hurt the profession and social workers.
The document discusses a survey of women in senior hedge fund operations roles. The key findings were:
1) Respondents believed that the greatest barriers for women in these roles were male attitudes, hedge fund culture, lack of flexibility, and lack of support for work-life balance.
2) Respondents cited the need for greater flexibility, such as remote work and flexible hours, but noted negative perceptions can come from using these policies.
3) Outsourcing operational tasks and using new technologies were seen as ways to improve work-life balance by reducing disruptions from reconciliations, reporting, and other demands.
This document contains a practice exam for an ethics course, with 40 multiple choice questions covering topics like ethical decision making frameworks, corporate social responsibility, ethics in the workplace, and cross-cultural ethics. The questions assess understanding of concepts like moral reasoning stages, ethical conflicts, social responsibility perspectives, discrimination law, managing employee performance issues, organizational culture, and adapting to different cultural norms.
This document contains a practice exam for an ethics course, with 40 multiple choice questions covering topics like ethical decision making frameworks, corporate social responsibility, ethics in the workplace, and cross-cultural ethics. The questions assess understanding of concepts like moral reasoning stages, ethical conflicts, incentives for ethical behavior, discrimination law, managing employee performance issues, and adapting business practices across cultures.
An employee of an engineering company, Donald Dailey, hacked into his boss's emails after resigning and attempted to extort the company for $69,000 by threatening to release damaging information. A study found that 88% of call center employees admitted to sabotaging customers due to anger or stress from mistreatment. While customer mistreatment leads to sabotage, job training, tenure, and commitment to service policies can help mitigate negative reactions. Companies risk losses from unmonitored employee computer abuse like non-work internet usage, sending confidential information outside the company, and accessing inappropriate websites. Establishing computer use policies and monitoring can help reduce liability.
Deloitte’s fourth version of its ‘Look before you leap’ survey on globalrisk includes much more focus on the Foreign Corrupt Practices Act(FCPA), due in part to increased enforcement of the regulation overthe past decade.
Page 92 BUSINESS ETHICS, CORPORATE SOCIAL RESPONSIBILITY, CORP.docxalfred4lewis58146
The document discusses various ethical theories and frameworks that can be used to analyze business decisions and determine the ethically appropriate course of action. It describes rights theory, which focuses on respecting fundamental human rights, and Kantianism as a form of deontological rights theory. It also discusses justice theory, which considers the outcomes and effects on various stakeholders, and two consequentialist or teleological theories: utilitarianism, which evaluates actions based on their consequences and maximizing overall well-being, and profit maximization theory, which holds that profit-seeking within legal bounds is ethical for businesses.
1. The document discusses ethics, social responsibility, and ethical dilemmas that entrepreneurs may face when running a business. It notes that while profit is important, society expects businesses to also consider ethics and their social impact.
2. Ethical dilemmas are complex with no clear answers and often involve weighing the needs of various stakeholders. The document provides a four-step process for addressing ethical dilemmas involving recognizing the ethical issues, identifying stakeholders, generating alternatives, and choosing the best response.
3. Ultimately individuals are responsible for ethical behavior, but leadership sets the tone. Moral management benefits a business by building a strong reputation while unethical actions can destroy trust.
Classroom Observation Free Essay Example. Writing a First-Class Observation Essay - FreshEssay.net. Observation and analysis essay. ️ Example of child observation paper. Observation and Child free essay .... observation summary Preschool Teachers. Dissertation observation Essay Example Topics and Well Written Essays .... Observation Analysis Essay Example StudyHippo.com. How to write an introduction for an observation essay - mfawriting811 .... Classroom Power Observation Essay Classroom Reading Comprehension. 003 Preschool Child Observation Examples 133947 Essay Example Thatsnotus. Well Written Essays Examples Best Professionally Designed Templates. Class Observation Report Classroom Teachers. Examples Of Student Observation Essays. Observation Essay - 10 Examples, Format, Pdf Examples. 006 Observational Essay Classroom Observation Preschool Paper Example .... How To Write A Formal Observation Essay For Childcare - Aiden
What do accountability, responsibility, and risk have to do with e.docxalanfhall8953
What do accountability, responsibility, and risk have to do with ethics in business? Everything. In today's transparent society, there is no place for dishonesty, arrogance, or greed in the executive ranks of a corporation or its board. Increased media exposure and the speed of information exchange will ensure that the work of directors is scrutinized far greater than ever before.
Due to greater media and public scrutiny, and the accountability and legal liability inherent in executive roles, many qualified individuals are reluctant to take on the responsibility of being a director.
In a speech given by United States Treasury Secretary Paul H. O'Neill to the University of Chicago Graduate School of Business, Mr. O'Neill addressed the future leaders and future business leaders about the challenges they face (O’Neill, 2002).
In Mr. O'Neill's opinion as to why corporate leaders have fallen, he had this to say, "…I think they strayed from their values in the anything-goes 90s, and by the time they realized how far they had strayed—after all, in their minds, everyone else was doing it, or would if they could—it was too late. Like frogs in boiling water, they didn't feel the heat until they were cooked. There was nothing special about these people, except their hubris. They abandoned any pretense of moral direction to follow each dollar down its path, and figured they'd return to the main road before anyone noticed they were gone. But after the bubble popped, there was nowhere to hide" (O’Neill, 2002). Mr. O'Neill pointed out that while continuing with the accomplishments in the 90s-growth, productivity, and innovation-we need to actively work to make a new era of personal responsibility and public integrity.
In his conclusion, Mr. O'Neill stated, "In my view, the answer is simple: honest, accountable leadership. With leadership, everything is possible; without it, nothing is possible… Leaders must stand up and set an example not just for their employees, but for the general public as well. Honesty in business is the new patriotism. There is nothing better business leaders can do for this country right now than restore faith in the system that has made it great" (O’Neill, 2002).
What do scenarios like corporate financial collapse, environmental disasters, layoffs, and consumer law suits all have in common? These actions may not have to happen at all if corporations managed risk to their stakeholders and stockholders. Risk management is more important today than ever before. What's the answer? Effective corporate governance standards.
According to Brian Brown, president of the Winnipeg Chapter of the Institute of Internal Auditors and director of corporate audit services at Winnipeg-based Agricore United, there are four pillars that will prevent corporate problems. The four pillars are: the board of directors, management, internal auditors, and external auditors." Brown continues, "…to be effective, each of these four must operate independently. Whe.
This chapter discusses business ethics and social responsibility. It begins by defining business ethics as the principles and standards that determine acceptable conduct in business organizations. Social responsibility is defined as a business's obligation to maximize its positive impact and minimize its negative impact on society. The chapter outlines the importance of ethics in business and examines some common ethical issues that can arise, such as conflicts of interest. It also discusses how businesses can promote more ethical behaviour. Finally, it explores the nature of social responsibility and key social responsibility issues.
The document summarizes the key findings of a survey conducted by Stanford University on public perceptions of CEO misconduct. The survey presented respondents with scenarios of potential unethical behaviors by CEOs and measured the perceived offensiveness of the behaviors and the believed appropriate punishment. The survey found that the public views violations of trust between a company and its customers as most egregious. Additionally, respondents were surprisingly critical of potentially immoral personal behaviors by CEOs. Compared to the public, boards of directors appear to administer stricter punishment for misconduct, such as termination.
This document discusses ethics in international business. It begins by defining business ethics and outlining some common ethical issues that arise in international business, such as differing employment practices, human rights, environmental regulations, corruption, and the obligations of multinational corporations. The document then examines these issues in more depth and provides examples. It also discusses ethical dilemmas, the roots of unethical behavior such as personal ethics, decision-making processes, organizational culture, performance expectations, leadership, and societal culture. Finally, it outlines processes and models for ethical decision-making.
This document discusses the importance of ethics in organizations. It provides examples of unethical behavior from companies like Enron and the recent Secret Service sex scandal. The document emphasizes that establishing a strong ethical culture and code of ethics is important for success. It also discusses the Sarbanes-Oxley Act, which aims to improve corporate accountability and transparency. Providing ethical training for employees can help limit unethical behavior and ensure people make sound decisions. Overall, organizations that uphold high ethical standards will maintain loyal clients and a positive reputation.
Why Ethical People Make Unethical Choice.docxShiraPrater50
Why Ethical People Make Unethical Choices Page 1 of 7
ETHICS
Why Ethical People Make
Unethical Choices
by Ron Carucci
DECEMBER 16, 2016
Most companies have ethics and compliance policies that get reviewed and signed
annually by all employees. “Employees are charged with conducting their business
affairs in accordance with the highest ethical standards,” reads one such example.
“Moral as well as legal obligations will be fulfilled in a manner which will reflect pride
https://hbr.org/2016/12/why-ethical-people-make-unethical-choices?referral=00202&cm_... 12/19/2016
https://hbr.org/2016/12/why-ethical-people-make-unethical-choices?referral=00202&cm
Why Ethical People Make Unethical Choices Page 2 of 7
on the Company’s name.” Of course, that policy comes directly from Enron. Clearly it
takes more than a compliance policy or Values Statement to sustain a truly ethical
workplace.
Corporate ethical failures have become painfully common, and they aren’t cheap. In
the last decade, billions of dollars have been paid in fines by companies charged with
ethical breaches. The most recent National Business Ethics Survey indicates progress
as leaders make concerted efforts to pay holistic attention to their organization’s
systems. But despite progress, 41% of workers reported seeing ethical misconduct in
the previous 12 months, and 10% felt organizational pressure to compromise ethical
standards. Wells Fargo’s recent debacle cost them $185 million in fines because 5300
employees opened up more than a million fraudulent accounts. When all is said and
done, we’ll likely learn that the choices of those employees resulted from deeply
systemic issues.
YOU AND YOUR TEAM SERIES
Creating an Ethical Workplace
When You Feel Pressured to Do the
Wrong Thing at Work
by Joseph L. Badaracco
When Tough Performance Goals Lead to
Cheating
by Colm Healy and Karen Niven
Keep a List of Unethical Things You’ll
Never Do
Despite good intentions, organizations set
themselves up for ethical catastrophes by
creating environments in which people
feel forced to make choices they could
never have imagined. Former Federal
Prosecutor Serina Vash says, “When I first
began prosecuting corruption, I expected
to walk into rooms and find the vilest
people. I was shocked to find ordinarily
good people I could well have had coffee
with that morning. And they were still
good people who’d made terrible choices.”
https://hbr.org/2016/12/why-ethical-people-make-unethical-choices?referral=00202&cm_... 12/19/2016
https://hbr.org/2016/12/why-ethical-people-make-unethical-choices?referral=00202&cm
Why Ethical People Make Unethical Choices Page 3 of 7
by Mark Chussil Here are five ways organizations
needlessly provoke good people to make
unethical choices.
It is psychologically unsafe to speak up. Despite saying things like, “I have an ...
Taking a Stand: How CMOs and CCOs are Redefining their Roles in Today’s Highl...Sarah Jackson
The document discusses how Chief Communications Officers (CCOs) and Chief Marketing Officers (CMOs) are redefining their roles in today's polarized social, cultural, and political climate. It finds that while companies are more comfortable with uncertainty, they are also spending more time addressing social issues related or unrelated to their core business, guided by organizational values. Executives say employees are demanding companies take stands on issues, and crisis preparedness plans are being reviewed and refreshed to address an unpredictable environment.
The document discusses how business, government, and society objectives intersect and influence each other. It uses the example of a chocolate company, N&N, and explains that the company's goal is to maximize profits, society's goal is access to necessities like food and healthcare, and the government's goal is regulation for fairness and protection. The objectives are interrelated, as society wants food which benefits N&N's profits, and government ensures N&N operates ethically to not harm society or the environment. Three models are mentioned to explain how the objectives interact: market capitalism, state capitalism, and corporate social responsibility.
This document summarizes findings from interviews with 25 senior communications and marketing executives about how their roles are changing in light of the current social, cultural, and political climate. Key findings include:
1) While executives still feel uncertainty from the unpredictable political environment, they are more comfortable with uncertainty and feel more prepared to respond to issues.
2) Companies are more accepting that they may need to address social issues, guided by their values, even if issues aren't directly related to their core business.
3) Employees are increasingly demanding that companies take public stands on major issues, putting pressure on communications executives to determine how and when to respond.
This document provides an overview of corporate social responsibility (CSR) and sustainability. It discusses how CSR has evolved from cause sponsorships to becoming a key factor in business decision-making and consumer preferences. Companies now recognize that CSR programs can help them gain a competitive edge by balancing profit and purpose. The document also outlines how the Standards Council of Canada has approved ISO 26000, a national standard to guide organizations on operating in a socially responsible way.
An article in Municipal Water and Sewer magazine regarding Jason Yarborough, Palm Bay Utilities Director speaking about employee disciplinary issues and relationships.
The document discusses why people often fail to report or act on signs of wrongdoing they observe in organizations. It provides examples of accounting staff who discovered fraud at their company but did not report it until $40 million had been stolen. The document suggests that pressure to achieve short-term financial goals can cause managers to ignore problems and misconduct. Reward systems focused only on quarterly profits create incentives for concealment of issues rather than addressing them. Overall, the document examines why people remain blind to fraud and why signs of problems go unheeded within companies.
Respecting Boundaries — The Don’ts of Dual RelationshipsAlex Clapson
Ethical issues related to professional boundaries are common and complex. Similar to a Rubik’s cube, the issue is multifaceted and rarely do all the sides line up correctly. We should be concerned with dual relationships primarily because they can hurt clients but also because they can hurt the profession and social workers.
The document discusses a survey of women in senior hedge fund operations roles. The key findings were:
1) Respondents believed that the greatest barriers for women in these roles were male attitudes, hedge fund culture, lack of flexibility, and lack of support for work-life balance.
2) Respondents cited the need for greater flexibility, such as remote work and flexible hours, but noted negative perceptions can come from using these policies.
3) Outsourcing operational tasks and using new technologies were seen as ways to improve work-life balance by reducing disruptions from reconciliations, reporting, and other demands.
This document contains a practice exam for an ethics course, with 40 multiple choice questions covering topics like ethical decision making frameworks, corporate social responsibility, ethics in the workplace, and cross-cultural ethics. The questions assess understanding of concepts like moral reasoning stages, ethical conflicts, social responsibility perspectives, discrimination law, managing employee performance issues, organizational culture, and adapting to different cultural norms.
This document contains a practice exam for an ethics course, with 40 multiple choice questions covering topics like ethical decision making frameworks, corporate social responsibility, ethics in the workplace, and cross-cultural ethics. The questions assess understanding of concepts like moral reasoning stages, ethical conflicts, incentives for ethical behavior, discrimination law, managing employee performance issues, and adapting business practices across cultures.
An employee of an engineering company, Donald Dailey, hacked into his boss's emails after resigning and attempted to extort the company for $69,000 by threatening to release damaging information. A study found that 88% of call center employees admitted to sabotaging customers due to anger or stress from mistreatment. While customer mistreatment leads to sabotage, job training, tenure, and commitment to service policies can help mitigate negative reactions. Companies risk losses from unmonitored employee computer abuse like non-work internet usage, sending confidential information outside the company, and accessing inappropriate websites. Establishing computer use policies and monitoring can help reduce liability.
Deloitte’s fourth version of its ‘Look before you leap’ survey on globalrisk includes much more focus on the Foreign Corrupt Practices Act(FCPA), due in part to increased enforcement of the regulation overthe past decade.
Similar to Binge drinking and partying—just a part of college, right nowadays, when envisioning the college social scene, we see red cups, handles of liquor
Page 92 BUSINESS ETHICS, CORPORATE SOCIAL RESPONSIBILITY, CORP.docxalfred4lewis58146
The document discusses various ethical theories and frameworks that can be used to analyze business decisions and determine the ethically appropriate course of action. It describes rights theory, which focuses on respecting fundamental human rights, and Kantianism as a form of deontological rights theory. It also discusses justice theory, which considers the outcomes and effects on various stakeholders, and two consequentialist or teleological theories: utilitarianism, which evaluates actions based on their consequences and maximizing overall well-being, and profit maximization theory, which holds that profit-seeking within legal bounds is ethical for businesses.
1. The document discusses ethics, social responsibility, and ethical dilemmas that entrepreneurs may face when running a business. It notes that while profit is important, society expects businesses to also consider ethics and their social impact.
2. Ethical dilemmas are complex with no clear answers and often involve weighing the needs of various stakeholders. The document provides a four-step process for addressing ethical dilemmas involving recognizing the ethical issues, identifying stakeholders, generating alternatives, and choosing the best response.
3. Ultimately individuals are responsible for ethical behavior, but leadership sets the tone. Moral management benefits a business by building a strong reputation while unethical actions can destroy trust.
Classroom Observation Free Essay Example. Writing a First-Class Observation Essay - FreshEssay.net. Observation and analysis essay. ️ Example of child observation paper. Observation and Child free essay .... observation summary Preschool Teachers. Dissertation observation Essay Example Topics and Well Written Essays .... Observation Analysis Essay Example StudyHippo.com. How to write an introduction for an observation essay - mfawriting811 .... Classroom Power Observation Essay Classroom Reading Comprehension. 003 Preschool Child Observation Examples 133947 Essay Example Thatsnotus. Well Written Essays Examples Best Professionally Designed Templates. Class Observation Report Classroom Teachers. Examples Of Student Observation Essays. Observation Essay - 10 Examples, Format, Pdf Examples. 006 Observational Essay Classroom Observation Preschool Paper Example .... How To Write A Formal Observation Essay For Childcare - Aiden
What do accountability, responsibility, and risk have to do with e.docxalanfhall8953
What do accountability, responsibility, and risk have to do with ethics in business? Everything. In today's transparent society, there is no place for dishonesty, arrogance, or greed in the executive ranks of a corporation or its board. Increased media exposure and the speed of information exchange will ensure that the work of directors is scrutinized far greater than ever before.
Due to greater media and public scrutiny, and the accountability and legal liability inherent in executive roles, many qualified individuals are reluctant to take on the responsibility of being a director.
In a speech given by United States Treasury Secretary Paul H. O'Neill to the University of Chicago Graduate School of Business, Mr. O'Neill addressed the future leaders and future business leaders about the challenges they face (O’Neill, 2002).
In Mr. O'Neill's opinion as to why corporate leaders have fallen, he had this to say, "…I think they strayed from their values in the anything-goes 90s, and by the time they realized how far they had strayed—after all, in their minds, everyone else was doing it, or would if they could—it was too late. Like frogs in boiling water, they didn't feel the heat until they were cooked. There was nothing special about these people, except their hubris. They abandoned any pretense of moral direction to follow each dollar down its path, and figured they'd return to the main road before anyone noticed they were gone. But after the bubble popped, there was nowhere to hide" (O’Neill, 2002). Mr. O'Neill pointed out that while continuing with the accomplishments in the 90s-growth, productivity, and innovation-we need to actively work to make a new era of personal responsibility and public integrity.
In his conclusion, Mr. O'Neill stated, "In my view, the answer is simple: honest, accountable leadership. With leadership, everything is possible; without it, nothing is possible… Leaders must stand up and set an example not just for their employees, but for the general public as well. Honesty in business is the new patriotism. There is nothing better business leaders can do for this country right now than restore faith in the system that has made it great" (O’Neill, 2002).
What do scenarios like corporate financial collapse, environmental disasters, layoffs, and consumer law suits all have in common? These actions may not have to happen at all if corporations managed risk to their stakeholders and stockholders. Risk management is more important today than ever before. What's the answer? Effective corporate governance standards.
According to Brian Brown, president of the Winnipeg Chapter of the Institute of Internal Auditors and director of corporate audit services at Winnipeg-based Agricore United, there are four pillars that will prevent corporate problems. The four pillars are: the board of directors, management, internal auditors, and external auditors." Brown continues, "…to be effective, each of these four must operate independently. Whe.
This chapter discusses business ethics and social responsibility. It begins by defining business ethics as the principles and standards that determine acceptable conduct in business organizations. Social responsibility is defined as a business's obligation to maximize its positive impact and minimize its negative impact on society. The chapter outlines the importance of ethics in business and examines some common ethical issues that can arise, such as conflicts of interest. It also discusses how businesses can promote more ethical behaviour. Finally, it explores the nature of social responsibility and key social responsibility issues.
The document summarizes the key findings of a survey conducted by Stanford University on public perceptions of CEO misconduct. The survey presented respondents with scenarios of potential unethical behaviors by CEOs and measured the perceived offensiveness of the behaviors and the believed appropriate punishment. The survey found that the public views violations of trust between a company and its customers as most egregious. Additionally, respondents were surprisingly critical of potentially immoral personal behaviors by CEOs. Compared to the public, boards of directors appear to administer stricter punishment for misconduct, such as termination.
This document discusses ethics in international business. It begins by defining business ethics and outlining some common ethical issues that arise in international business, such as differing employment practices, human rights, environmental regulations, corruption, and the obligations of multinational corporations. The document then examines these issues in more depth and provides examples. It also discusses ethical dilemmas, the roots of unethical behavior such as personal ethics, decision-making processes, organizational culture, performance expectations, leadership, and societal culture. Finally, it outlines processes and models for ethical decision-making.
This document discusses the importance of ethics in organizations. It provides examples of unethical behavior from companies like Enron and the recent Secret Service sex scandal. The document emphasizes that establishing a strong ethical culture and code of ethics is important for success. It also discusses the Sarbanes-Oxley Act, which aims to improve corporate accountability and transparency. Providing ethical training for employees can help limit unethical behavior and ensure people make sound decisions. Overall, organizations that uphold high ethical standards will maintain loyal clients and a positive reputation.
Why Ethical People Make Unethical Choice.docxShiraPrater50
Why Ethical People Make Unethical Choices Page 1 of 7
ETHICS
Why Ethical People Make
Unethical Choices
by Ron Carucci
DECEMBER 16, 2016
Most companies have ethics and compliance policies that get reviewed and signed
annually by all employees. “Employees are charged with conducting their business
affairs in accordance with the highest ethical standards,” reads one such example.
“Moral as well as legal obligations will be fulfilled in a manner which will reflect pride
https://hbr.org/2016/12/why-ethical-people-make-unethical-choices?referral=00202&cm_... 12/19/2016
https://hbr.org/2016/12/why-ethical-people-make-unethical-choices?referral=00202&cm
Why Ethical People Make Unethical Choices Page 2 of 7
on the Company’s name.” Of course, that policy comes directly from Enron. Clearly it
takes more than a compliance policy or Values Statement to sustain a truly ethical
workplace.
Corporate ethical failures have become painfully common, and they aren’t cheap. In
the last decade, billions of dollars have been paid in fines by companies charged with
ethical breaches. The most recent National Business Ethics Survey indicates progress
as leaders make concerted efforts to pay holistic attention to their organization’s
systems. But despite progress, 41% of workers reported seeing ethical misconduct in
the previous 12 months, and 10% felt organizational pressure to compromise ethical
standards. Wells Fargo’s recent debacle cost them $185 million in fines because 5300
employees opened up more than a million fraudulent accounts. When all is said and
done, we’ll likely learn that the choices of those employees resulted from deeply
systemic issues.
YOU AND YOUR TEAM SERIES
Creating an Ethical Workplace
When You Feel Pressured to Do the
Wrong Thing at Work
by Joseph L. Badaracco
When Tough Performance Goals Lead to
Cheating
by Colm Healy and Karen Niven
Keep a List of Unethical Things You’ll
Never Do
Despite good intentions, organizations set
themselves up for ethical catastrophes by
creating environments in which people
feel forced to make choices they could
never have imagined. Former Federal
Prosecutor Serina Vash says, “When I first
began prosecuting corruption, I expected
to walk into rooms and find the vilest
people. I was shocked to find ordinarily
good people I could well have had coffee
with that morning. And they were still
good people who’d made terrible choices.”
https://hbr.org/2016/12/why-ethical-people-make-unethical-choices?referral=00202&cm_... 12/19/2016
https://hbr.org/2016/12/why-ethical-people-make-unethical-choices?referral=00202&cm
Why Ethical People Make Unethical Choices Page 3 of 7
by Mark Chussil Here are five ways organizations
needlessly provoke good people to make
unethical choices.
It is psychologically unsafe to speak up. Despite saying things like, “I have an ...
Chapter Introduction
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Learning Objectives
The five Learning Objectives below are designed to help improve your understanding. After reading this chapter, you should be able to answer the following questions:
1. What are two different views of the role of business in society?
2. How do duty-based ethical standards differ from outcome-based ethical standards?
3. What is short-term profit maximization, and why does it lead to ethical problems?
4. What are the four steps in the IDDR approach to ethical decision making?
5. What ethical issues might arise in the context of global business transactions?
“New occasions teach new duties.”
James Russell Lowell 1819–1891 (American editor, poet, and diplomat)
One of the most complex issues that businesspersons and corporations face is ethics. Ethics is not as clearly defined as the law, and yet it can substantially impact a firm’s finances and reputation, especially when the firm is involved in a well-publicized scandal. Some scandals arise from conduct that is legal but ethically questionable. At other times, the conduct is both illegal and unethical. Business law and legal environment students must be able to think critically about both legal and ethical issues. As noted in the chapter-opening quotation, “New occasions teach new duties.”
Suppose that Finn Clayborn dropped out of Harvard University to start a company in Silicon Valley that developed and sold finger-prick blood-test kits. Clayborn raised millions from investors by claiming that his new technology would revolutionize blood testing by providing a full range of laboratory tests from a few drops of blood. The kits were marketed as a better alternative to traditional, more expensive lab tests ordered by physicians. They were sold at drugstores for a few dollars each and touted as a way for consumers to test their blood type and monitor their cholesterol, iron, and many other conditions. Within six years, Clayborn and his company were making millions. But complaints started rolling in that the test kits didn’t work and the results were not accurate (because more blood was needed). Numerous consumers, drugstores, and government agencies sued the company for fraudulent and misleading marketing practices. Clayborn’s profitable start-up now faces an uncertain future.
The goal of business ethics is not to stifle innovation. There is nothing unethical about a company selling an idea or technology that is still being developed. In fact, that’s exactly what many successful start-ups do—take a promising idea and develop it into a reality. But businesspersons also need to consider what will happen if new technologies do not work. Do they go ahead with production and sales? What are the ethical problems with putting a product on the market that does not function as advertised? To be sure, there is not always one clear answer to an ethical question. What is clear is that rushing to production and not thinking through ...
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Ethics and Corporate Social ResponsibilityChapter .docxhumphrieskalyn
This document discusses ethics, morals, business ethics, and corporate social responsibility. It begins with defining ethics and morals, noting that ethics come from social systems while morals are more individual. It then discusses general social expectations of ethics like honesty, fairness, and legality. It also discusses specific expectations that vary by role. The document outlines frameworks for encouraging ethical behavior and addressing ethical dilemmas. It discusses arguments for why corporate social responsibility is increasingly important. Overall, the document provides an overview of key concepts and issues relating to ethics, morals, and corporate social responsibility in business.
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Similar to Binge drinking and partying—just a part of college, right nowadays, when envisioning the college social scene, we see red cups, handles of liquor (14)
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Binge drinking and partying—just a part of college, right nowadays, when envisioning the college social scene, we see red cups, handles of liquor
1. Need Answer Sheet of this Question paper, contact
aravind.banakar@gmail.com
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Business Ethics
CASE STUDY (20 Marks)
Perhaps a most pleasant surprise was listening to a lead M&A investment banker
making the case for ethical boardroom behavior, citing a string of recent Delaware court
cases in the realm of investment banking rules that even the appearance of a conflict is
problematic for bankers being hired to work on deals. This standard, one I am familiar
with from print journalism, has not been widely accepted in banking but appears to be
on the rise of normative behavior, based on discussions I listened to at Stanford's
Director's college. One panelist pointed the audience to the work of Western Kentucky
University's Jan Garrett, "Toward an Ethics of Right Relations." This work (and others)
makes the case that to behave ethically requires us to consider the role we are acting in
at the time and the covenants, rather than contracts, we have as a result of the
relationships being entered into in that role. It was a refreshing conversation in a
discussion about dealmaking and one that trustees engaged in fully in related dialogue.
Throughout the winter and spring, trust and transparency have been words du jour for
those trying to capture the current expectations held for those in governance roles.
Increasingly, board directors, typically noted for their reticence and ability to hold
confidential information, are suggesting sharing as much as possible as early and often
as possible as one important corporate behavior to rebuild public trust in business.
Along with these hot topics, the very definition of governance itself is shifting. Strategic
direction has typically been an accepted area for boards to engage. Increasingly, how the
boards are structured and run have themselves become tools of strategy, based on the
anecdotes and data shared by directors and management alike. CEOs appear to be
increasingly receptive to the notion that a more engaged board is today's business
reality, and they are looking for the most effective way to capture that engagement to the
benefit of the company's interests. If I had to make a slide to summarize simply the
trends in governance so far in 2015, it would include these: • Multiple stakeholders
matter • Political ability is valued • Right relations count • There are ethics of matching
supply and demand • Governance is a tool of strategy Compared to 10 years ago, overall,
I believe there is a shift in governance emphasis from compliance to ethics. In my
opinion, that's a positive trend, requiring a board director able to handle more
complexity.
Answer the following question.
Q1. Why ‘right relations’ are valued? Discuss,
Q2. What are the new trends in governance? Elaborate.
2. CASE STUDY (20 Marks)
Binge drinking and partying—just a part of college, right? Nowadays, when envisioning
the college social scene, we see red cups, handles of liquor, and jampacked frat parties.
In an attempt to end self destructive and harmful habits, universities like Dartmouth
have decided to ban hard alcohol on campus. But, we must ask ourselves, what’s the root
of the problem? According to the US Center for Disease Prevention and Control, binge
drinking accounts for nearly 90percent of the alcohol consumed by youth under the age
of 21. Binge drinking comes with unintentional injuries, risk of sexually transmitted
diseases, and sexual assault. What’s to blame for the unhealthy drinking culture? When
my parents discuss their college years, sure, drinking comes into the conversation—
but not to the extent that we see today. The excessive shots and frequent “black outs”
seem to be a trait of our generation, a commonality among the millennial. Similarly,
while studying abroad in Spain, I noticed a distinct difference in how young people
handled themselves with alcohol. Although the Spaniards stayed out late partying and
dancing in the discotheques, severe intoxication took a backseat to responsible, social
drinking. Some argue that the drinking age causes binge drinking; students must “hide”
their behavior, and therefore abuse alcohol. Kids should enter college having tried
alcohol and practiced drinking responsibly in their homes. In contrast, the opposing
side deems lowering the drinking age as medically irresponsible. Drinking at eighteen
only legalizes a higher volume at risk of dangerous situations in clubs, at parties, and on
the roads. What are the ethical implications of lowering the drinking age? Who’s
accountable? Although illegal, is underage drinking unethical? In our new Big Q
experiment with YikYak posting, I posed a questions surrounding binge drinking and
the legal age. One student responded in favor of lowering the drinking age, writing, “As
someone who comes from a country where the drinking age is 18. I never encountered
binge drinking until now. I grew up having a glass of wine with my parents all the time. I
learned.” Another student answered, “It’s just a part of college culture.” Although the
YikYak community seemed overwhelmingly in favor a legal age of eighteen, we must
consider the ethics behind both sides of the debate.
Answer the following question.
Q1. Lowering the drinking age puts more people at risk of injury. Explain.
Q2. Give an overview of the case.
CASE STUDY (20 Marks)
Annapolis, Sept. 9: Nudists not only get more complete sun tans but seem to have lower
blood pressure than people who wear clothes, according to the Central Maryland
Chapter of the American Heart Association. Mr. Morris Lieberman, a spokesman for the
Association, said tests performed on members of the Pine Tree Associates Nudist Camp
in Crowns Ville, Maryland, over the past two years showed that Nudists had fewer cases
of high blood pressure than the national average. He said that while the average
nationally is 17 percent, the 1977 sampling found seven percent of the 163 Nudists tested
had high blood pressure. In 1976, he said, only two percent of 150 Nudists tested had
high blood pressure. One member of the Association suggested that “the only reason
3. we’ve come up with is because the members are less inhabited. They have a tendency to
lower blood pressure because of a lack of inner pressures and a feeling of total freedom.”
Answer the following question.
Q1. Do you agree with the above case? What are your viewpoints for the
same on the ethical issues?
Q2. Help to find out the facts of the above case and comment on the
unethical issues
CASE STUDY (20 Marks)
The notion of corporate moral responsibility has expanded significantly in the past few
decades, according to Manuel Velasquez, chair of the Santa Clara University
Management Department. The Charles Dirksen Professor in Ethics provided a
theoretical look at the topic in a presentation for the June 13, 2006, meeting of the
Business and Organizational Ethics Partnership. Katie Tillman Buck, associate director
of corporate affairs and ethics at Affymetrix, followed Velasquez with a description of
how her company, a leading supplier of genetic diagnostic research equipment,
approaches corporate moral responsibility. Moral responsibility can be interpreted two
ways, Velasquez said: in terms of obligation or duty; or in terms of culpability. "The
notion of moral responsibility that we have, both in the law and in our everyday lives, is
fairly straight forward," Velasquez explained. "A person or an agent or a party is morally
responsible for an injury if 1) they caused it, 2) they knew what they were doing, and 3)
they could have prevented it." This concept applies to corporations as well.
Traditionally, a company was morally responsible for injuries it inflicted provided the
same three factors held. However, the idea of moral responsibility has been expanding
over the years. "During the second half of the 20th
century, a company was held
responsible for injuries users of its products inflicted on themselves," he said. "The
company is held morally responsible provided they knew about it in some way, or
should have known about it, and it could have prevented it." This interpretation
expanded even further with the idea of strict liability. "A company is now held
responsible also for injuries users inflicted on themselves, even when the company could
not have prevented it," Velasquez said. Over the last couple of years, a company's scope
of moral responsibility has even extended upstream (to suppliers) as well as
downstream (to endusers). "During the last 20 years or so, there are a number of
companies that have been held morally responsible not legally but in the eyes of the
public have been held morally responsible for injuries that their suppliers have inflicted
on some third party," he noted. Companies in the apparel industry, toy manufacturing,
electronics assembly, and others have been perceived as accessories to the mistreatment
of workers by their suppliers, even if they have not been directly involved. Many now try
to prevent that by doing onsite inspections. Downstream responsibility has also
expanded in the last two decades or so. "Companies have been held morally responsible
for injuries which they did not inflict on somebody else, injuries in which their product
was not defective, but injuries in which one of their customers used one of their
products to inflict an injury on a third party," he said. Gun manufacturers and bar
owners are two notable examples. "It's odd when you think about it, because this differs
pretty substantially from that first notion of moral responsibility with which we began,
where a party is morally responsible for an injury they inflict on another person
4. knowingly and being able to prevent it. This is a very stretched notion of moral
responsibility that's being used today," he said. This brings up two theoretical questions:
1) To what extent is a company morally responsible for the way in which its customers
use its products? 2) How can a company minimize its exposure to this kind of moral
responsibility? The second question is commonly dealt with before the fact by
monitoring who buys the products (for example, checking the background of potential
gun buyers) or after the fact by using publicists and lawyers. But as one attendee of the
BOEP meeting noted, many companies do not want to answer the first question because
they are afraid of the answer. By asking the question, they become responsible for
monitoring their product's use. Such reluctance has not been the case with the Santa
Clara, Calif., company Affymetrix. "There's this awareness in the general technology, for
example, can put 6.5 million discrete pieces of genetic information on a single chip. "It
can be used for a lot of great things, and it can probably be used for a few bad things."
According to Buck, Affimetrix understands that exploring the ethics of how its chips are
used is ultimately in the company's best interests. "Our interests looking into these
issues of moral responsibility, looking at these ethical issues, really melds very well with
what our business goals are," Buck explained. "We're at the stage where not being
thorough, getting embroiled in something that just feels bad to people, would be bad for
us and would be bad for the technology's ability to address all those markets we want to
be in." The company has taken a proactive approach to these concerns, setting up an
Ethics Advisory Committee to address moral and ethical issues. The committee consists
of seven external participants who have varied backgrounds, including law,
anthropology, genetics, bioethics, and sociology. They offer independent, noncorporate
views on the issues. "They're very different. We actually picked them not with the idea
that they wouldn't get along, but with the idea that they wouldn't agree. Our goal at
these meetings is to really get everything out on the table," she said. The committee
meets four times a year. "We always have two or three executives in the room, as well as
a selection of people from throughout the organization," Buck said. Her goal over the
past five years has been to embed the idea in the corporate culture that ethics are
important and that this committee is available to people throughout the organization.
Discussions vary at the meetings. "A lot of what we talk about at the Ethics Advisory
Committee is completely hypothetical. It's becoming less hypothetical over time. It's
becoming more and more realistic now," she said. "But we're really trying to get ahead of
the ball." One issue the committee has looked at has been newborn screening the
practice of automatically testing newborns for existing diseases and conditions before
they leave the hospital. Even though Affymetrix products are not currently used in
newborn screening, they could be, so the committee has addressed issues such as
informed consent, genetic privacy, storage of samples, the need for federal regulations,
etc. Putting ethics into practice The committee has discussed less hypothetical situations
as well. For example, the company received a proposal from an Israeli company that
intended to use an Affymetrix chip to test for disorders common to that population,
including TaySachs disease. It included several other disorders, as well, both treatable
and untreatable, in addition to lateonset diseases, with no indication of when the testing
would be done. The proposal also indicated that the company intended to market a
Palestinian chip, and even a Swedish chip. The red flags this project raised (possible
geopolitical implications and questionable genetics, among others) concerned
Affymetrix. Additionally, Affymetrix determined that the company was more of a
marketing firm than a genetic testing company, so they declined to be involved with the
project. "That wasn't really the first thing we wanted to do coming out of the gate, so we
passed on that," Buck said. The constant emergence of new markets for genetic
5. technology means new questions every day. "This is a new industry. This is new research
people are doing," Buck noted. Taking part not only in internal discussions about moral
responsibility, but national discussions as well, "being informed on what's going on and
weighing in on the things that are particular to the kinds of data that we're generating"
is a way of helping shape the moral climate of the industry as well.
Answer the following question.
Q1. Discuss the Ethics of Product Usage.
Q2. How the Moral responsibility can be interpreted. Explain.
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6. technology means new questions every day. "This is a new industry. This is new research
people are doing," Buck noted. Taking part not only in internal discussions about moral
responsibility, but national discussions as well, "being informed on what's going on and
weighing in on the things that are particular to the kinds of data that we're generating"
is a way of helping shape the moral climate of the industry as well.
Answer the following question.
Q1. Discuss the Ethics of Product Usage.
Q2. How the Moral responsibility can be interpreted. Explain.
Need Answer Sheet of this Question paper, contact
aravind.banakar@gmail.com
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224