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There is nothing in the law that says you must hire an inferior candidate. The law
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This document discusses ethics in business and provides context around the rise of business ethics. It notes that ethics was not originally part of business school curriculums but was added in the 1980s after scandals. It outlines various ethical issues companies face like misleading reports, discrimination, and environmental harm. It also discusses the differences between morals and ethics and how both relate to business decisions that can help or harm various groups. Finally, it argues that companies now need to consider more than just profits and should follow the triple bottom line of people, planet, and profits.
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The document summarizes a conference on collaboration, cultural change and competitive edge through corporate social responsibility. The conference will provide tools and proven strategies for embedding CSR throughout organizations to create business value and measurable returns. Speakers will address issues like managing supply chain risk under new regulations and forming partnerships to advance CSR programs. Attendees can learn how leading companies meet long-term sustainability targets and engage investors on ESG issues.
This document discusses the importance of ethics for public servants. It outlines core public service values like equity, transparency, integrity and commitment. It discusses common ethics issues like conflicts of interest and using one's position for personal gain. It provides examples of ethics violations and emphasizes that leaders must set the tone by modeling ethical behavior and prioritizing ethics. Leaders are responsible for what they know and don't know about ethical issues and must be prepared to be accountable.
There is nothing in the law that says you must hire an inferior candidate. The law
simply states that you, and any of the systems you use, cannot discriminate against the protected group(s).
This paper is not intended to provide you with a way to get around the law, but rather to provide you with a system for hiring that does not allow typical human biases to enter into the process. We all see the world from our own view; however,
sometimes this view may not be in the best interest of the position or the organization.
This document discusses ethics in business and provides context around the rise of business ethics. It notes that ethics was not originally part of business school curriculums but was added in the 1980s after scandals. It outlines various ethical issues companies face like misleading reports, discrimination, and environmental harm. It also discusses the differences between morals and ethics and how both relate to business decisions that can help or harm various groups. Finally, it argues that companies now need to consider more than just profits and should follow the triple bottom line of people, planet, and profits.
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Business ethics are moral principles that guide how a business operates. They include transparency, fair competition, upholding employee rights, health and safety, corporate citizenship, and avoiding conflicts of interest. Upholding strong business ethics builds trust with stakeholders and protects a company's reputation. The film Guru depicts the business world of India in the 1980s as unethical, where one had to resort to actions like bribery and tax evasion to succeed due to unfair laws and obstacles faced. However, the film also shows that achieving success may require navigating ethical dilemmas, and that the intention should be to operate honestly and accountably.
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This document discusses an introduction to professional ethics. It covers the importance of ethics in business and distinguishes between personal integrity ethics and social responsibility ethics. It provides examples of ethical decision making and discusses developing a personal credo. It also presents a case study about Aaron Feuerstein and his decision to rebuild his burned-down textile factory and continue paying employees, highlighting the ethical values and considerations involved.
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This document discusses the concept of the "Project Economy" and the role of project managers. It notes that as project managers, leaders guide teams and customers positively into the future by providing safety, security, and new ideas. The document emphasizes connecting with others in the project management profession to openly share ideas. It also discusses important concepts like the "human hive" where individuals are highly connected, the need for resilience and flexibility, and the importance of ethical leadership and decision making.
This document discusses moving towards a more sustainable and equitable society. It outlines how economics currently shapes society in ways that prioritize greed and short-term gain over community and long-term well-being. Alternative measures like Gross National Happiness are presented that value health, education and environmental protection over just GDP. The document proposes a vision for a new society that is energy secure, uses sustainable systems, protects nature, fosters education and strategic planning, encourages individual and corporate responsibility, and rebuilds trust and community.
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3) Customizing talent retention strategies to each company's culture and business helps gain an edge over competitors in attracting talent. Maruti Suzuki offers opportunities like overseas rotations and international learning.
The document discusses management ethics and social responsibility. It covers two broad categories of ethical theories - consequential and non-consequential principles. It also addresses factors like time pressure and individual/organizational factors that influence ethical behavior. The document provides checklists and steps for encouraging ethical conduct and discouraging unethical behavior in organizations.
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The document discusses key aspects of building an effective HR development process to support organizational execution. It addresses 7 behaviors leaders must demonstrate including knowing people and business, setting clear goals, rewarding performance, and expanding capabilities. Three core processes are identified: people, strategy, and operations. An effective people process evaluates staff, sets frameworks, and builds leadership pipelines through tools like assessments, improvement plans, succession depth analyses, and retention risk reviews. Non-performers must be dealt with fairly while preserving dignity. Finally, HR must be linked to business strategy, operations, and objective appraisal/reward systems to fuel high performance.
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2. i VALUES
+
ROBUST INSPIRING
V+ S - V+ S+
+
- SKILLS
HOPELESS DANGEROUS
V- S- V - S+
-
Concept;t: Prof S K Chakraborty
Chandramowly HUMAN DIMENSIONS
3. Codes of Conduct: 5 Generations
i Generation
1st Gen: (post WWWII –1970s)
Focus
Protect company & shareholders
from Employees
Conflict of Interest
12nd Gen: (1970 – mid 1980s) Protect company reputation / ensure
fair competition @ home & abroad
Commercial Conduct (bribes, kickbacks)
3rd Gen: (1980s) Protect workers, customers,
suppliers; improve Corp, Reputation,
Employee & 3rd Parties motivation, customer satisfaction
4th Gen: (1990’s) Protect environment and respect
communities in which business
Community/Environment activities occur. (Bhopal, Valdez)
5th Gen: (late 1990 –2000’s) Concern over Investments in nations
whose gov’ts don’t respect human
Accountability and Social rights or rule of law (Burma, Nigeria)
Justice
Mendes, E.P. & Clark, J.A. The Five Generations of Corporate Codes of Conduct and their Impact on Corporate
.
Responsibility. Working Paper of the Human Rights Research and Education Center, University of Ottowa. Sept 18, 1996
Chandramowly HUMAN DIMENSIONS
4. i Business Ethics
• Interest in Business Ethics has been
increasing since 1960
• Interest has been spurred by headlines of
business scandals
• A 1982 study reported that of the Fortune
500 companies, 115 companies (23%) had
been convicted of at least one major crime or
paid penalties for serious misbehavior
• Is the importance of business ethics declining
in business and government practices?
• Greater focus on ethics, morals, and values
Chandramowly HUMAN DIMENSIONS
5. The Types
i Good Soldiers
Understand/follow the rules,
Have good judgment
Expected to question improper conduct
Loose Cannons
May have ethical compasses but
Don’t know the rules or standards in business.
May be inexperienced, naïve.
Grenades
Neither ignorant nor benign.
Don’t care about the rules/ have own agenda.
Lack loyalty; actions can ‘blow up’ & damage firm.
Chandramowly HUMAN DIMENSIONS
6. i Integrity
Do what's right, legally and
morally
Chandramowly HUMAN DIMENSIONS
7. i Ethical behaviour
Doing what is right when
nobody is looking
Chandramowly HUMAN DIMENSIONS
8. i What is integrity?
It means …
The thorough integratedness of
Public, Private and Deep
inner life
around a balanced
set of Principles.
Integrity is simply
Keeping promises and fulfilling expectations.
The value we place on ourselves.
The ability to walk our talk.
About what we will not do
About what we will not give up
About what we stand for at all costs
Chandramowly HUMAN DIMENSIONS
9. Integrity Comes from
i Moral Values
• Loyalty
• Duty
• Respect
• Selfless Service
• Honesty, Honor
• Integrity
• Personal Courage
Chandramowly HUMAN DIMENSIONS
10. i What is Ethics ?
Ethics are moral principles or rules
of conduct derived from core
values, that people use to guide
their behavior.
Chandramowly HUMAN DIMENSIONS
11. Ethics
i
• Ethics can’t satisfy everyone, but
majority should agree.
• Balance interests of
constituents
– business
– personal
– no one group benefit while
ETHICS
others suffer
• Issue of trust
Chandramowly HUMAN DIMENSIONS
12. In 90% of the
ethical problems
we face, we know
what we should do.
The real question is
whether we are willing to
do the right thing when it
is likely to cost more
than we want to pay.
Chandramowly HUMAN DIMENSIONS
13. i Integrity - Two dimensions
Standing up for our most
fundamental
Personal beliefs and commitments,
even in the face of adversity
Standing up for the
Professional goals and commitments of our profession,
even in the face of adversity
Chandramowly HUMAN DIMENSIONS
14. i Breaches of Integrity and
Reconciliation
Integrity is a harsh virtue
……..One who violates integrity is
left without the possibility of
reconciliation.
No way to expiate guilt….
Chandramowly HUMAN DIMENSIONS
15. i
…….Even if we know we can get
away with doing something wrong,
even if no one ever discovers what
we’re up to,
our vice harms us more than it hurts
any of our victims
- Socrates
Chandramowly HUMAN DIMENSIONS
16. i What causes unethical
behavior?
• Stress
• Confusion
• Pressure to perform at expected
levels
• Competition within the industry
• No knowledge
Chandramowly HUMAN DIMENSIONS
17. Types of Unethical Behavior
i
• Cutting corners on quality
• Covering up incidents
• Abusing or lying about sick days
• Lying or deceiving customers
• Putting inappropriate pressure on others
• Taking office supplies from the office
• Taking credit for co-workers ideas/work
co-
• Charging personal purchases on the co.
• Taking or Giving bribe
Chandramowly HUMAN DIMENSIONS
18. i Ethical Weakness
Several high profile ethical weaknesses:
• - Price fixing
• - Restraint of competition
• - Government corruption
• - Financial scandals
• - Product safety
• - Discrimination
• - Sexual harassment
In a 1993 study, 76% responded that the
U.S. was in a moral and spiritual decline
Chandramowly HUMAN DIMENSIONS
19. i Obstacles
• Ego
• Ignorance
• Time
ETHICS
• Unreliable information
Chandramowly HUMAN DIMENSIONS
20. i Integrity standards
address many subjects...
•Avoiding conflict of interest
•Proper use of company assets
•Accurate recording of documents
•Compliance with laws
•Observance of accounting and
control procedures
Chandramowly HUMAN DIMENSIONS
21. i Prohibit...
•Employee disrespect harassment
•Non reporting of unsafe practices
•Abuse of drugs, alcohol or other intoxicants
•Conflict of interest -Personal & Financial Vs Praxair
•Acceptance of Gifts, Entertainment and favours
•Trading based on “ Inside Information”
•Misuse of company assets
•Use of unlicensed software
Chandramowly HUMAN DIMENSIONS
22. i Prohibit...
•Downloading inappropriate materials from Internet
•Using electronic mail for ‘non-business’ purposes
‘non-
•Act leading to leakage of ‘ confidential information’
•Inaccuracy and incompleteness of company documents
•Contribution to political parties
•Payments to Govt... officials
•Non-cooperation with Govt.. investigations
Non-
Chandramowly HUMAN DIMENSIONS
23. i "What’s in it for me to be
ethical?,"
"Quite a bit--
bit--
-A more accurate perception of the
world around you,
-Greater control over your behavior,
-A stronger personality, and greater
likelihood of being happy in life."
•Individual appreciation
Chandramowly HUMAN DIMENSIONS
24. i In simple terms…..
• Is it Ethical?
• Is it Legal?
• Is it OK?
• Is it Right?
Chandramowly HUMAN DIMENSIONS
25. i and…..
Is it fair?
Does it hurt anyone?
Have I been honest
with those affected?
ETHICS
Can my conscience live
with this decision?
Chandramowly HUMAN DIMENSIONS
26. Double check your
i decision
Ask yourself the following
questions:
•How would I feel if my decision was
printed in the local newspapers?
•How would I feel if my family
found out about my decision?
Chandramowly HUMAN DIMENSIONS
27. How being ethical
i benefits Orgnisation
• Improve organisational values
• Customers value us more
• Cultivate strong team work and productivity
• Support employee growth and meaning
• Ensure policies are legal - doing right things
• Avoid criminal acts “of omission” and lower fines
• Promote a strong public image
• Contributes to enhanced performance
Chandramowly HUMAN DIMENSIONS
28. Most
Desirable Problematic
(Congruent) (Incongruent)
Least
Problematic Desirable
(Incongruent) (Congruent)
Management by Values by Prof: S K Chakraborty
Chandramowly HUMAN DIMENSIONS
29. i History is full of examples
to show that structures,
systems, or for that matter,
civilizations, without
ethico-
ethico-moral content as
their foundation, are sooner
rather than later bound to
collapse.
Chandramowly HUMAN DIMENSIONS