There are several tools that managers can use to promote ethical behaviors and practices in organizations. Effective tools range from soft, symbolic measures like exemplary leadership from top managers, to more concrete measures like ethics audits and training. No single tool is sufficient on its own. An ideal approach uses multiple tools, including developing ethical leaders who set a good example, providing ethics training to employees, and establishing a formal code of conduct. When implemented properly through leadership commitment and ongoing efforts, ethics tools can help build an organizational culture of integrity that benefits both the organization and its employees.

1. Is it possible to build and
sustain organizations
that promote ethical
behaviors and practices?

3. YES!

4. Tools for Ethics
Managers
Donald c.menzel

5. 1. What are these tools?!
2. How well do they work?!
3. Are some more effective than others?!

6. No s ngle tool is
sufficient.

7. Top-down
Bottom up

8. from
soft, symbolic measures
such as leadership
to
more concrete measures such as
ethics audits and training.

9. Exemplary Leadership
Tool #1

10. Leadership Management
is doing things right
is doing the right things
--Peter F. Drucker

11. Walk the Talk
demonstrate through your
behavior that you believe
what you say

12. The
example
set at the top of the
organization influence the
ethical culture of a workforce.

14. How does one become an
ethical leader?

15. All humans are born with a moral sense,
an innate quality that enables us to
understand and act on the difference
between right and wrong.

16. There must be more.

17. How we were raised.

18. fairness patience!
human dignity respect!
honesty trustworth
courage loyalty!
benevolence!
bravery!

19. However worthy,
is never attained

20. Life of
Pursuing
Integrity

21. Life of
integrity
The Utilitarian Trap

23. making decisions
public service
=
that benefit the
most people.

24. ethics managers must
not sacrifice the right
thing to do by trying to
satisfy too many
people.
The ends DO NOT
justify the means.

25. how do we resolve an
ethical choice?
develop the skill of moral
imagination
-Terry Cooper

26. produce a
“movie in our minds”

27. dynamics of the environment
in which a choice must be
made

28. realistic characters
believable script
clear imagery
Text

30. Ethics Training
Tool # 2

31. 2 Models
1. Compliance Model
2. Integrity Model

32. Compliance Model!
! to regulate employees’ conduct
! to
spur obedience to minimum
standards and legal prohibitions

33. what the law says
what the rules mean
what one needs to do
to stay out of
trouble

34. Kohlberg’s Stages of Moral Development

35. Integrity Model!
awareness of a process of moral
public service reasoning to
ethos, ethical + inspire exemplary
standards and actions ethical
legal prohibitions conduct

36. Kohlberg’s Stages of Moral Development

37. promotion of moral character
=
with self-responsibility and moral
autonomy as essential components.

38. Still there is so much to be said for adopting the
integrity model.

39. EMPHASIS
LAWS/RULES/
REGULATIONS

40. Fusion Model!
Compliance Model + Integrity
Model

41. Ethics Training
genuine and deep-seated
Culture
of organizational integrity

42. Effective?
YES!

43. Business persons employed in organizations that
have formalized ethics training programs have more
positive perceptions of their companies.
Those who have stronger ethical context are more
satisfied with their work.

44. Best strategy to adopt?
NO one size fits all!

45. adopt a strategy that custom-fits the organization

46. I MUST..
understand that ethics management is
attainable
have political willingness to
exercise leadership to put ethics
management into place

47. Ethics training subject matter
! city’s ethics code/state’s ethics law!
! what conflict of interest is!
! what “having financial interests” means!
! how to address ethics complaints!
! due process!

48. Ethics training method
VS.
live instruction
web-based instruction
hypothetical scenarios
realistic case materials
role-playing
lecturing

49. other strategies range from..
ETHICS
HOTLINE
EXEMPLARY MORAL
LEADERSHIP

50. adopted a standard of conduct
monitored adherence to the code of ethics
used ethics as a criterion in hiring and promotion and
mandating ethics training for all employees
made counselors available for assistance in dealing with
ethical issues
More cities..

51. Results of the training:
better
labor management relations
higher
employment productivity
improvements in
organizational culture

52. United States’ primary provider of ethics training and
education materials for agencies and departments

54. OGE Survey:
employees have strong awareness of the
ethics program
Supervisors found the program really helpful

55. Codes
Tool # 3

57. What are ethics codes for?
1. Codes increase the probability that
people will behave in certain ways

58. What are ethics codes for?
2. Focus public servants on actions
that result in doing the right things for
the right reasons

59. What are ethics codes for?
3. Codes do not take away
one’s own moral autonomy
or absolve the public
servant from the obligation
to reason.

60. What are ethics codes for?
4. Codes of
ethics help
provide the
pride of
belonging to a
group or a
profession.

61. aspirational values and
practical wisdom

62. How do
managers
use a
code?

63. Exhort members of the organization
to adhere to a professional code by:!
1. encourage members to join
associations!
2. demonstrate their own behavior
that they walk the talk!
3. require subordinates to endorse
their code publicly!

64. I’m an ethical
person!
- I am honest and
truthful
- I respect superiors,
subordinates, colleagues
and the public

65. How can a code
be more than words on a piece of paper?

66. Code Implementation
Conduct special sessions on the code, including sessions for
newly-hired employees
these can leave an unforgettable impression about the
importance assigned to ethics in the workplace