
Experiences in Teaching Business Ethics
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- Front Cover
- Experiences in Teaching Business Ethics
- A volume in
- Contemporary Human Resource Management: Issues, Challenges, and Opportunities
- Series Editor: Ronald R. Sims, College of William and Mary
- CONTENTS
- 1. Too Bad for Kant: Lessons of Experience With the Three Questions Foundational to Teaching Business Ethics
- 2. Business Ethics Curriculum Development: Balancing Idealism and Realism
- 3. Business Ethics Teaching: Working to Develop an Effective Learning Climate
- 4. Putting Career Morality on the Agenda of Business Students: How One Could Use a Play and Survey Results for Triggering Moral Reflection
- 5. Teaching Business Ethics via Dialogue and Conversation
- 6. Once More With Feeling: Integrating Emotion in Teaching Business Ethics-Educational Implications from Cognitive Neuroscience and Social Psychology
- 7. Using Writing to Teach Business Ethics: One Approach
- 8. Reflection Through Debriefing in Teaching Business Ethics: Completing the Learning Process in Experiential Learning Exercises
- 9. Auburn University's Management Ethics Program
- 10. Teaching Business Ethics at a Distance to Executive MBA Students
- 11. Rethinking Ethics Training: New Approaches to Enhance Effectiveness
- 12. Beyond the Classroom: Business Ethics Training Programs for Professionals
- Contemporary Human Resource Management: Issues, Challenges, and Opportunities
- Ronald R. Sims, Series Editor
- Experiences in Teaching Business Ethics
- edited by
- Ronald R. Sims
- College of William and Mary
- and
- William I. Sauser, Jr. Auburn University
- Information Age Publishing, Inc.
- Charlotte, North Carolina www.infoagepub.com
- Preface
- REFERENCE
- ACKNOWLEDGMENTS
- Too Bad for Kant
- Lessons of Experience With the Three Questions Foundational to Teaching Business Ethics
- STEVEN OLSON
- Introduction
- The Three Foundational Questions
- A Little Chicken before Some Egg: What Method? For Whom?
- What Does It Mean to Teach Business Ethics? Addressing the Four Components of Ethical Behavior and Microeconomic Theory's Challenge to Ethical Sensitivity
- 1. moral sensitivity-interpreting the situation for the ethical issues at stake
- 2. moral judgment-judging which action is morally right/justified
- 3. moral motivation-prioritizing the moral value relative to other values
- and
- 4. moral implementation-having courage, persistence, and skills to overcome obstacles in enacting moral judgments.
- Making Moral Judgments: Ethical Justification and it's Component Parts
- 1. the interested parties and their legitimate needs and interests
- 2. the possible courses of action open to the decision maker/protagonist and the likely consequences of those actions
- 3. the duties and obligations of the protagonist
- and
- 4. the ethical issues that arise in light of elements 1-3.
- Justification is Overrated: Three Cheers for Ethical Motivation and Implementation Skills
- Conclusion: We Teach Business Ethics Best by Modeling It
- References
- CHAPTER 1
- Figure 2. 1. Main steps in stakeholder-sensitive curriculum development.
- Figure 2. 2. Seven targeted learning moral-goal components.
- Business Ethics Curriculum Development
- Balancing Idealism and Realism
- Johannes Brinkmann and Ronald R. Sims
- Introduction
- Targeted Learning Objective 1: Know Thyself, Your Own Moral Values and Thresholds
- Targeted Learning Objective 2: Learning to See Moral Issues, Conflicts, and Responsibilities
- Targeted Learning Objective 3: Learning to Identify the Specific Moral Aspects of a Situation
- Targeted Learning Objective 4: Learning to Share Moral Understanding
- Targeted Learning Objective 5: Learning How to Handle Moral Issues and Conflicts
- Targeted Learning Objective 6: Acquiring Moral Courage
- Targeted Learning Objective 7: Acquiring a Critical Attitude Toward the Business School Curriculum and Its Disciplines
- The Environment for Teaching Business Ethics: Working Conditions
- Obstacle Type 1: The Existing Business Curriculum and Other Courses
- Obstacle Type 2: Students' Working Situation and Mind-Set
- Obstacle Type 3: Faculty's Working Situation and Mind-Set
- Information Deficits
- Curriculum Logistics
- Effort Without Appropriate Reward
- Fears of Personal Dissonance and of Losing Control in the Classroom
- Stakeholders, Communication, and Participation
- A Curriculum Logistics Perspective
- Three Strategic Choices for Teaching Business Ethics: Early versus Later, Integrated versus Stand-Alone, Mandatory versus Elective
- Practical Recommendations
- 1. Fair and open communication, as well as stakeholder participation, is not only recommended by business ethics teaching, but also for business ethics teaching, assuming that deeds convince more than words.
- 2. Avoid the tendency to view the issues of separate versus integrated or mandatory versus elective as alternatives. Rather, view them as mutually reinforcing.
- 3. Business ethics recommends fair consensus-building around common interests by power-free and open communication. It would be naive, however, to deny the existence of conflicting interests and power-differences. Rather than preaching false consensu...
- 4. Developing communication and participation possibilities for stakeholders as early as possible through appropriate listening- mechanisms is important (e.g., by inviting essay writing and group discussion about moral views and standpoints which ind...
- 5. Diversity of moral views and standpoints, documented by such data-collection as mentioned or not, should be viewed as an important resource for simulation of real world moral and cultural diversity.
- 6. For the sake of developing the best possible communication climate in the sense of open and constructive pluralism, business ethics competence should be presented as open and interdisciplinary rather than as exclusive and dominated by one or by a ...
- 7. It is important to be sensitive toward various types of miscommunication risks (such as boomerang effects) and to unexploited communication possibilities (such as two-step-communication in which students and/or faculty function as go-betweens in c...
- 8. Course design should not come before an open discussion of goals and obstacles with faculty and students. It should come after to ensure a fair chance to suggest adjustments and revisions before it is too late in the process.
- 9. Business ethics teaching efforts should be evaluated continuously and thoroughly, going significantly beyond superficial customer satisfaction measures, and strive for institutionalization of continuous learning and revision by way of outcome meas...
- 10. Unnecessary conflicts should be avoided as much as possible. However, one must be prepared for conflicts regarding essential goal elements. Business ethics should be cooperative in the business world and business school world alike, but not at th...
- A Final Remark
- Note
- Appendix: Assumed profile differences between core business courses and business ethics
- References
- CHAPTER 2
- Figure 2. 3. Curriculum-related and stakeholder-related obstacles to business ethics teaching.
- Figure 3. 1. The importance of the match between teaching business ethics contributions and inducements in the psychological contract.
- Figure 3. 2. Model for managing psychological contracts in my business ethics course.
- Business Ethics Teaching
- Working to Develop an Effective Learning Climate
- Ronald R. Sims
- Introduction
- How Do I Develop the Learning Environment in My Business Ethics Course?
- Important Aspects of the Learning Environment in My Business Ethics Course
- Learning Environment and Psychological Contracts
- Establishing Reciprocal Expectations and Contributions
- Learning: A Dynamic Process
- A Model for Managing Psychological Contracts
- 1. Phase I involves sharing learning information and negotiating expectations by me and students during open discussions.
- 2. When properly conducted, Phase I leads to mutual commitment to defined roles by both me and students.
- 3. With commitment and role definition by both me and the students, actual implementation (i.e., teaching) of the course results in a positive learning environment, stability and productivity (i.e., student learning).
- 4. Often the emergent and individualized nature of the learning process in the course will inevitably lead to a new state of disruption.
- How I Clarify the Psychological Contract?
- Developing the Course and Classroom Learning Environment Beginning With the First Class
- 1. Expectations of the professor
- 2. Expectations of your fellow students
- 3. Expectations of the material
- 4. Expectations of yourself
- and
- 5. Expectations-others.
- Instructor/Student Interview: Developing the Psychological Contract
- A. Purpose
- B. Procedures
- Part A: Instructor's Interview of Students
- Suggested Question Guide for Instructor's Interview of Students
- 1. What are your expectations/objectives for this course?
- a. To learn ethical or moral theories?
- b. To reach some desired level of knowledge?
- c. To learn new skills?
- d. To gain new behaviors?
- e. To get a good grade?
- f. To get required credit hours?
- 2. How can the instructor best help you to achieve your goals?
- a. By giving lectures?
- b. By assigning and discussing readings?
- c. By giving exams?
- d. By leading seminar discussions?
- e. By relating personal experiences?
- f. By letting you work on your own?
- g. By being a stern task master?
- h. By being warm and supportive?
- i. By providing feedback?
- 3. How can other class members help you achieve your goals?
- a. By sharing prior experiences?
- b. By participating in group discussions?
- c. By coming to class prepared?
- d. By sharing educational background?
- e. By doing nothing?
- f. By being enthusiastic and supportive?
- g. By being critical (providing feedback)?
- h. By being flattering?
- i. By giving honest appraisals?
- 4. How should class members be evaluated?
- a. By quizzes, exams, and tests?
- b. By written assignments (essays, journals, personal application assignment (PAAs))?
- c. By instructor?
- d. By peers?
- e. By quantity and quality of work?
- 5. How should the course/class be motivated and how would you in reality act toward this motivation?
- a. By self-motivation?
- b. By peer pressure?
- c. By instructor pressure?
- d. By class interest?
- e. By grade pressure?
- 6. What is the best thing that could happen in this class?
- Part B: What Do I Want From This Course?
- A. Purpose
- B. Procedures
- The Psychological Contract Worksheet
- 1. What were your expectations for this course when you enrolled in it?
- 2. What do you expect to get out of this course?
- 3. What will be the most enjoyable part of this course?
- 4. What skills must you work on?
- Suggested Question Guide for Student's Interview Of Instructor
- 1. How do people learn?
- 2. What are expectations about attendance?
- 3. What is the philosophy of evaluation? How are students evaluated?
- 4. What is the instructor's role in the class?
- 5. What stereotypes about students are held?
- 6. Is there anything else that you feel is important?
- Part C: Identifying and Establishing Norms
- 1. What two or three things are most important to you in this course or class?
- 2. Do you feel that your learning needs are being fully addressed in this course? Why or why not?
- 3. If you had complete freedom to reconstruct this course, what changes would you make? Why?
- 4. How would you describe the positive and negative aspects of this or previous business ethics classes or experiential learning exercises in the course?
- 5. How well does/has the business school's course(s) meet/met your personal needs?
- 6. What do you think this course expects of you at this point?
- 7. What have you learned are the objectives or expectations of this class or course?
- More on My Role in Attending to and Managing the Learning Process
- Issues that Overlap with Developing a Positive Learning Environment in My Business Ethics Course
- Teaching Business Ethics Strategies
- "Hot Button" or Controversial Topics
- Providing Opportunities for Student Critiques of the Business Ethics Course Content
- Classroom Conflict
- Building Rapport in the Course
- Conclusion
- References
- CHAPTER 3
- Putting Career Morality on the Agenda of Business Students
- How One Could Use a Play and Survey Results for Triggering Moral Reflection
- Johannes Brinkmann
- Introduction
- First Illustration: A Comedy about Career Strategy and Career Morality
- Opportunism as a Career Strategy
- Integrity as a Career Strategy
- Staging Intrigues as a Career Strategy
- The Boss as the Moral Institution
- Moral Idealism and Moral Skepticism
- Second Illustration: Surveys and a Few Selected Results
- Using the Illustrations for Triggering Reflection
- Goals and Objectives
- Context-Sensitivity
- Ideas for Teaching
- Conclusion
- Notes
- References
- CHAPTER 4
- Table 4.1. Career Attitudes, Career Conditions, and Career Morality (Percent of Norwegian Business Students, Data Collected 1993/1994)
- Table 4.2. Possible Debriefing Questions One Could Ask After Exposure to the Parasite Play, Related to Learning Objectives
- Teaching Business Ethics via Dialogue and Conversation
- Ronald R. Sims
- Introduction
- My Reflection and Some Background
- Some Further Background
- Business Ethics Education: The Role of Dialogue and Good Moral Conversation
- Dialogue
- Striving for Good Moral Conversation
- 1. An honest effort by students to come to class prepared (i.e., having read and come to some understanding of the material, completed prework on experiential-learning exercises, etc.).
- 2. An acute awareness that we all have moral biases and blind spots.
- 3. An open-mindedness by the student to the possibility of learning something from the assigned readings, experiential learning exercises and one's peers in conversation.
- 4. A willingness to improve current moral language.
- 5. A conscious effort to refrain from advancing one's own current moral language as if it were best.
- 6. An inclination to listen intently in order to grasp the meaning of other people's languages for expressing their moral truths.
- 7. An agreement that clarifying, questioning, challenging, exemplifying, and applying ideas are activities to be done in a self- and other-respecting way.
- 8. A realization that we will frequently get off course in our conversations because a spirit of charity, intellectual curiosity, and even playfulness will characterize many of our discussions, and because, as David Bromwich (1992) says: "The good ...
- 9. An appreciation of the reality that it will take time for us to get to know each other, and a realization that eventually we will find ways to engage in robust, candid, and challenging dialogue and conversation about ethics without being so "nic...
- Conversational Learning in a Business Ethics Course
- What is Conversational Learning?
- Using a Conversational Learning Approach in a Business Ethics Course: What is My Role?
- 1. When did you first become aware that you had an ethical dilemma? Part of the learning from this question is for the students to assess their awareness of an ethical dilemma situation.
- 2. What was the ethical dilemma? The answer to this should include a description of the ethical dilemma.
- 3. What were your first thoughts (e.g., surprise, confusion, anxiety)? The student's response to this will give a good indicator of the student's attitude to the ethical dilemma.
- 4. What made you decide that you had to do something? The motive given by the students for their decision(s) given the ethical dilemma will give some indication of their priorities and what they believed was the "right thing to do," or what they ...
- 5. What actions did you take? The effectiveness of the actions of the student in this situation may be a reflection of a lack of self-understanding or decision-making skill in dealing with the ethical dilemma.
- 6. What was the impact in the (a) short and (b) long term? When students understand the consequences of their actions, it gives them more insight into the reality of the situation and themselves over time. Students need to be able to contemplate the ...
- 7. If you could "rewind the tape," would you do something different? If so, what would you do differently? And why? The answer to this question may show what the student learned from the situation, or describe merely a reaction the end result(s) ...
- Some Further Reflection
- Conclusion
- References
- CHAPTER 5
- Figure 6. 1. Dual processing in decision making.
- Once More With Feeling
- Integrating Emotion in Teaching Business Ethics-Educational Implications From Cognitive Neuroscience and Social Psychology
- Christopher P. Adkins
- Introduction
- The Ultimatum Game: Challenging the Rationalist Assumptions behind Behavior
- A Tale of Two Processes
- Up Close and Personal
- Keeping Ourselves Honest: The Power of Self-Awareness
- Seeing and Feeling as Others: Empathetic Imagination
- The Implications of Integrating Emotion in Teaching Business Ethics
- Identify Dual Processes in Class Discussions
- Harness the Power of Proximity
- Choose Cases That Resonate With Students' Past Experiences
- Engage Students in Autobiographical Reflection on Significant Moral Moments
- Apply Empathetic Stakeholder Analysis
- Conclusion
- References
- CHAPTER 6
- Using Writing to Teach Business Ethics
- One Approach
- Ronald R. Sims
- Introduction
- Journals
- One Method for Using Journals in Teaching Business Ethics
- 1. To provide a record of the significant learning experiences which have taken place during the course.
- 2. To help the students come into touch and keep in touch with their own ethical awareness and the ethical development process that is taking place for them.
- 3. To provide the students with an opportunity to express, in a personal and dynamic way, their increased ethical awareness and ethical development.
- 4. To foster a sharing and creative learning interaction:
- 5. To provide a means of reflecting on one's commitment to, and involvement in, the business and society course and their own increased ethical awareness and the ethical development process.
- Identification of Journal Expectations and Planning
- 1. In the end, the journal is meant to be a very personal document: there is no right or wrong way to keep it. You should seek out the method that suits you best. It is very important that you keep the journal personal. It is to be shaped by your own...
- 2. Don't just be honest
- be brutally honest in your entries. One student put it this way: "Write it as it is, not as you would like it to be, nor as you think or feel it should be. You should always commit to being open and sincere in what you wr...
- 3. You should have a positive approach to the journal. Recognize the potential that it has for your own ethical development and learning, and approach it as something that can give you a rich return. You should not be afraid of the exercise. One stud...
- 4. Be assertive and if necessary aggressive in approaching the journal. You should not overly worry about how you are going to do it
- get down and do something. Or as one student said: "Follow the Nike motto-Just do it!" A number of students ad...
- 5. You should feel free to express yourself in whatever form it takes. Like symbols (i.e., diagrams, pictures, etc.) which can express what you are trying to say better than your words may at times.
- 6. You should be spontaneous and use your own words. It is important that you say what you feel, and if that makes you feel guilty, write that down and work through it further later on. It is not important for you to always be concerned about how you...
- 7. You should not be rigid in the way you keep the journal, but rather be prepared to change if necessary. You should feel free to try different methods, so that you can mould the journal exercise to your personal needs while also meeting the demands...
- 8. You should persevere in the face of initial difficulties in keeping the journal. You should be faithful to it and "stick at it," was perhaps the most common advice given by past students.
- 9. It makes the most sense to record your thoughts, feelings, opinions, and experiences as soon as possible, after a class, an experiential learning exercise or a situation outside of the classroom. One student testified about the value of carrying a...
- 10. You should try to find a regular time to write in your journal, and a fixed time (daily or weekly) to reflect back on it. One student emphasized the fact that "To use it to fullest advantage, it is important to read over it frequently as it is ...
- 11. A number of students suggested that important issues (i.e., experiences in handling ethical dilemmas, difficulties in making ethical decisions, "aha" moments or learning about one's self, etc.) in the journal need to be shared with others. ...
- 12. You should be selective. Many students recognized that in the beginning they wrote a great deal more than was necessary. One student stressed that "Selectivity was a sign of experience and maturity in using the journal."
- Students' Use of the Journals
- Some Lessons Learned on the Disadvantages and Advantages of Journals
- Disadvantages of Journals
- Advantages of Journals
- Recommendations: Getting the Most Out of Journals in Teaching Business Ethics
- 1. The journal process should be well planned and have explicit student expectations. You should plan on how you are going to introduce students to the use of the journal by emphasizing that they need to write, write, and write from their experiences...
- 2. Encourage the students to establish a definite time each day or class or after each experiential learning exercise in which they work with the journal, and a definite duration of time. I have found that students will not work with the journal succ...
- 3. Related to No. 2 above, one way to show that writing in the journal is valued is to set aside some classroom time for the students to write. One of my colleagues sets aside 10 to 15 minutes of each class for students to write in the journal. My co...
- 4. Be clear on how long you want the journal entries to be without stifling the students' ability to communicate their reflections (i.e., learning). As I have learned by surveying my colleagues, journal entries can vary from less than a page to fiv...
- 5. It is not enough to simply do a lot of work at the beginning of the course and then leave the students to work with the journal when they want to throughout the course. I have found that periodically (i.e., on a schedule that is communicated to st...
- 6. It is critically important to build rapport and trust between the business ethics teacher and students
- a classroom culture that will allow the student to openly discuss and share the journal with the professor is extremely important. In my experi...
- 7. I would encourage those of you who wish to use the journal with your students to begin, and not wait until the students have a completely well-developed system in place for working on the journal (however, such a system does help smooth the transi...
- 8. I think it is important that you mould the use of journals to your own talents, needs, interests and goals for your teaching business ethics initiatives. Given my experience to date, I don't believe it is necessary just to use someone else's m...
- 9. You need to constantly encourage students to work with their in- and out-of-class experiences that they enter in their journals over time. This means that you have to accept the fact that sometimes students will need encouragement or a nudge to ke...
- 10. Emphasize to students the importance of their taking the time at definite intervals to read their journal as a whole. Not to just work with particular experiential learning exercises, for example, but actually sit down and read their journal as a...
- 11. You should view the journal as a work in progress or a process by which students learn to reflect and get better at it as time goes by during the course. Simply, the goal is for students to evaluate their actions and reflect on how they could han...
- 12. Emphasize to students the importance of their writing less and reflecting more in their journals. In the three times I have taught the business ethics course I noticed that there is a tendency for students, at the beginning of the course, to ente...
- 13. Unfortunately (or maybe fortunately depending on whose perspective one is thinking about), the single most important factor for students is how the journal will be graded so you must make this clear in the syllabus and discuss this during the fir...
- 14. When completing some journal assignments, allow students to write using what some researchers refer to as a free-form style (see for example, Hahnemann, 1986
- Paterson, 1995). It was important for me to realize after the second time I used the jo...
- 15. After writing their first two entries give students feedback before they write their third journal entry. Feedback can be given in various ways. You can use both oral and written feedback. Student conferences, also known as debriefing sessions, e...
- 16. Maintain a balance between giving too many comments and nudging the student into new ways of thinking. Correcting misinformation written by the student is encouraged, but no criticism or judgment should be made of the student's feelings. Annota...
- 17. I would recommend that you do not let the journal be confidential or simply be kept as a personal document by the student. I believe there is a lot to be gained from having access to a student's journal, even though some colleagues stress the f...
- 18. Work toward fostering continued interaction among the students using the journal. This can be done in two ways: on the method they are using in the journal and how it is helping them. This helps others to appreciate what can be achieved through t...
- 19. Introduce an element of having fun into students' keeping their journal: sharing of amusing and insightful learning or reflections that have emerged. Where appropriate some lighthearted activity can successfully impart the important ethical pri...
- 20. Use experiential learning exercises in your teaching business ethics efforts and have students write about their experiences in the journal. A general guideline for journal entries based upon experiential learning exercises I have used are as fol...
- 21. At the end of a business ethics class or activity consider having students complete a personal application assignment (PAA)-a form of journal developed by Kolb, Osland, and Rubin (1995)- on how they will apply what they have learned from the ...
- Conclusion
- NOTE
- References
- CHAPTER 7
- Table 8.1. Debriefing Experiential Learning Exercises by Using the Kolb Model
- Reflection Through Debriefing in Teaching Business Ethics
- Completing the Learning Process in Experiential Learning Exercises
- Ronald R. Sims and William I. Sauser, Jr.
- Introduction
- Experiential Learning Exercises and Teaching Business Ethics
- Reflection
- Debriefing: Nature and Definitions
- Debriefing Experiential Learning Exercises in Business Ethics
- Why Are the Last Minutes Important?
- Relieve Emotional Intensity
- Solidify the Learning
- Provide the Instructor Immediate Feedback
- Bring the Total Class to a Decision by Consensus
- Planning for Debriefing
- Debriefing Experiential Learning Exercises in Teaching Business Ethics: A Recommended Conceptual Model
- The Debriefing Model in Action
- Debriefing: Completing the Entire Learning Experience
- Encouraging an Environment of Ambiguity
- The "Game Plan": Providing Structure for the Exercise
- Creating a Supportive Environment for Understanding and Sharing
- Experiential Learning Exercise Debriefing Mistakes
- Conclusion
- References
- CHAPTER 8
- Table 9.1. Auburn University Center for Organizational Cultures Sponsorship Levels
- Auburn University's Management Ethics Program
- Achilles A. Armenakis
- Introduction
- The Eminent Scholar in Management Ethics
- Pursell Distinguished Fellows in Ethics
- Roger Boisjoly: 2001 and 2006
- Dr. Jeffrey S. Wigand: 2002, 2004, 2008, and 2009
- Major General Perry M. Smith: 2003
- Dr. Sharon K. Stoll: 2005, 2006
- Dr. P. Roy Vagelos: 2007
- Auburn University Center for Ethical Organizational Cultures
- Programmatic Benefits
- Instructional Benefits
- Research Benefits
- Outreach Benefits
- Suggestions for Establishing an Ethics Program
- Going Forward
- note
- References
- CHAPTER 9
- Teaching Business Ethics at a Distance to Executive MBA Students
- William I. Sauser, Jr.
- Introduction
- Course Objectives, Format, and Schedule
- 1. to become familiar with issues and terminology related to business ethics
- 2. to consider the viewpoints of various experts in areas of business ethics
- 3. to begin to formulate a personal code of ethics
- and
- 4. to promote ethical behavior in business.
- Course Production and Delivery
- Course Content
- Module One
- Module Two
- Module Three
- Module Four
- Module Five
- Outcomes of the Course
- Challenges and Joys
- Summary and Recommendations
- notes
- References
- CHAPTER 10
- Rethinking Ethics Training
- New Approaches to Enhance Effectiveness
- John C. Knapp
- Introduction
- The Emergence of Ethics and Compliance Management as a Business Discipline
- Rationale for Ethics Training
- Strategic Orientation: Values Focus versus Compliance Focus
- Contextual Learning: Training Led by Managers and Supervisors
- Functional Relevance: Aligning Training and Risk
- The Value of CEO Leadership
- A Concluding Suggestion
- Notes
- Appendix: Training Sessions for Gubernatorial Appointees in the State of Georgia, 2004-2007
- Executive Order and Principles of Effective Board Governance
- Preparation and Program Design
- Training Content
- Pervasive Principle:
- 1. Board members are expected to adhere to the highest ethical and professional standards. Through members' individual behavior and through the collective behavior of the Board, conflicts of interest should be avoided at all times.
- Expectations of Board Members:
- 2. Board members must understand the central purpose of the board. Board members must be able to answer the question "Why does this board exist?"
- 3. Board members must be aware of and understand their major responsibilities to the Board, to the Department and to the citizens of Georgia. In this regard, it is especially important to distinguish between board governance and organizational manage...
- 4. Board members must be competent to fulfill their responsibilities (as individual members of the board and as board committee members). Board members must commit appropriate time to do the work and must commit to regular board attendance.
- What Board Members Need to Be Effective:
- 5. Board members must be given high quality, understandable information at least one week prior to regularly scheduled meetings. The information (neither too detailed nor too condensed) should focus on major issues and risks faced by the agency. Boar...
- 6. The board, agency management, and state auditors must have open lines of communication. Processes must be put in place to allow and encourage an appropriate level of interaction among these parties.
- 7. Boards and board members must be accountable. Processes must be put in place to allow and encourage transparent Board operations. These may take the form of publicly aired minutes of meetings, annual reports, and reports from Board audit committee...
- references
- CHAPTER 11
- Table 11.1. Compliance Focus versus Values Emphasis
- Table 12.1. City of Auburn Ethics Scenarios
- 2. Every month a water service cut off occurs for all customers who have not paid for their water service. While generating the list of customers to be cut off, you recognize the names of three city employees, two of which are at levels higher than y...
- 3. A patrol officer answers an alarm at a business downtown late one evening and after clearing the building, requests communications to telephone the owner. After a walk - through in the building the owner expresses his appreciation of the police of...
- 4. An out of town vender whom you have done business with in the past learns of your interest to purchase some equipment. He calls and mentions that he will be passing through town around noon on his way to an appointment in a nearby city. Because of...
- 5. You notice other employees are using the city's computers and Internet service for personal reasons such as catching up on the latest in sports, sending personal greetings, browsing through online catalogs, and playing games. In fact, it is quit...
- 6. Your cousin, E. Lected Offishal, ran for office on the city council and won. You would not consider Lected a "close" relative, but you and he have always been cordial and came to know each other over the years at family reunions and holiday ga...
- Table 12.2. Examples of Ethical Challenges
- Table 12.3. Checklist for Making Ethical Decisions
- 1. Recognize the ethical challenge
- 2. Get the facts
- 3. Identify your options
- 4. Test each option: Is it legal, right, beneficial? Note: Get some counsel!
- 5. Decide which option to follow
- 6. Double check your decision
- 7. Take action
- 8. Monitor the results
- Table 12.4. Double-Check Considerations
- Table 12.5. Establishing a Strong Ethical Culture
- Table 12.6. Why Do People Take Unethical Actions?
- Beyond the Classroom
- Business Ethics Training Programs for Professionals
- William I. Sauser, Jr.
- Introduction
- Brief Review of Research
- Goals of an Effective Ethics Training Program
- 1. provide the tools to help employees understand the ethical decision process
- 2. help people assess ethical priorities
- 3. provide ways to deal with those who violate ethical standards
- 4. enable employees to identify ethical problems with respect to company policy
- 5. increase sensitivity to ethical issues
- 6. enhance individual reflectiveness
- and
- 7. improve the ethical climate of a business through the creation of ethics support systems and codes.
- 1. Identify key risk areas that employees will face.
- 2. Provide experience in dealing with hypothetical or disguised ethical issues within the industry through minicases, online challenges, CD-ROMs, or other experiential learning opportunities.
- 3. Let your employees know that wrongdoing will never be supported in the organization and that employee evaluations will take their conduct in this area into consideration.
- 4. Let employees know that they are individually accountable for their behavior.
- 5. Align employee conduct with organizational reputation and branding.
- 6. Provide ongoing examples through communication with employees of how employees are handling ethical issues appropriately.
- 7. Allow a mechanism for employees to voice their concerns that is anonymous, but allows for the provision of feedback to key questions (24-hour hotlines).
- 8. Provide a hierarchy of leadership for employees to contact when they are faced with an ethical dilemma that they do not know how to resolve (p. 230).
- Content of an Effective Ethics Training Program
- Ethics Training Providers
- A Professional Ethics Program for Municipal Employees
- A Professional Ethics Program for University Administrative/Professional Employees
- Ethics Continuing Education Offered "At a Distance" to Professional Engineers
- Reflections and Lessons Learned
- Appendix 1: CITY OF AUBURN ETHICS QUIZ
- Appendix B: An Auburn University Ethics Quiz
- 1. On the first day of her employment, Susie, an AU employee, was asked by her supervisor to attend a general orientation session conducted by human resources. (5)
- 2. Clyde, a supervisor at AU, had some concerns about one of his probationary employees, so asked that the probationary period be extended for a second 90-day period. (6)
- 3. Jack, when he found out that one of the candidates for a job in his work group had served in Viet-Nam, struck the candidate's name from the list of persons to be interviewed. (6)
- 4. Upon learning that one of her employees had made a visit to the Affirmative Action/Equal Employment Opportunity Office, Joan moved the employee to a smaller desk further from the window. (6)
- 5. After completing her probationary period, Estelle was placed on a continuing appointment. Tom, her supervisor, told her, "That means you can never be separated from the university." (7)
- 6. When Joseph, a native of Ghana, reported for work on his first day, he forgot to bring along his completed I-9 form. "That's okay," said his supervisor. "You go ahead and get started on the job, and we'll deal with the paperwork later....
- 7. During her breaks, Shirley enjoyed reading through the personnel files for the other employees in her unit. (8)
- 8. Knowing that his next "payday" would fall on a university holiday, Jesse asked if he could pick up his check on the last working day preceding the holiday. (8)
- 9. Allison was interested in finding out what jobs were open at Auburn University, so she called the human resources job line. (8)
- 10. John grew tired of his job at Auburn University, so he left his workplace and never came back. (9)
- 11. Chris did not enjoy conducting performance review sessions with her employees, so refused to do them. (10)
- 12. Maxine was very impressed with her colleague Jackson's work, so she nominated Jackson for a "Spirit of Excellence" award. (10)
- 13. When Mike heard on the radio that Auburn University was closed due to a snowstorm, he did not report for his office job that morning. (11)
- 14. Frustrated because he could not find a parking space near his office, Larry parked in a handicap space, even though he did not have a placard. (11)
- 15. Linda saw sparks jumping from a frayed power cord in one of the labs and said to herself, "I hope someone from facilities spots that before anyone gets hurt." (11)
- 16. When one of his employees tripped over a door mat and scraped his arm and cut his forehead, Lou asked the employee to fill out a "First Report of Work Related Injury" form within 3 days. (13)
- 17. Bill's mother was sick, so he requested a week of annual leave so he could visit her and take care of her. Bill's supervisor asked for written documentation that Bill's mother was really sick before she would approve the request for annual ...
- 18. Lizzie was issued a summons to report for a week of jury duty and was granted jury duty Leave. After the first day of court, she was told that her jury panel was released for the rest of the week, so she went home and enjoyed herself for the next...
- 19. Oscar was having difficulty making ends meet financially, so he sought confidential counseling through Auburn University's Employee Assistance Program. (19)
- 20. Trixie enjoyed three beers during her lunch break, then drove back to her university office. (21)
- 21. Alex broke his stapler at home, so took a new one out of his university supply closet as a replacement. (21)
- 22. Realizing that her supervisor was out for the afternoon, Josephine closed the door to the departmental office and took a nap on the sofa. (21)
- 23. Jerry loved to hunt, so he kept his rifle on a rack in the cab of his truck, which he parked in a B-zone lot while at work. (34)
- 24. Margaret received one those "chain letter" e-mails on her university computer. Amused, she e-mailed it to everyone on her departmental mailing list. (34)
- 25. Wilbur was very impressed with one of the candidates for city council, so he put the candidate's campaign sign in his own front yard at home. (34- 35)
- References
- CHAPTER 12
- Table 12.7. Other Reasons: Organizational Culture
- Table 12.8. Questionable Things Bosses Say to Subordinates
- Table 12.9. The Auburn Creed (by George Petrie, 1945)
- About the Authors
- Back Cover
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