Workplace Productivity, Business Ethics by Russell Henderson Workplace Productivity
Workplace Productivity, Business Ethics Ethics involves learning what is right or wrong, and then doing the right thing, but "the right thing" is not nearly as straightforward as conveyed in a great deal of business ethics literature. Many ethicists assert there's always a right thing to do based on moral principle, and others believe the right thing to do depends on the situation, ultimately it's up to the individual. Many philosophers consider ethics to be the "science of conduct." Philosophers have been discussing ethics for at least 2500 years, since the time of Socrates and Plato. Many ethicists consider emerging ethical beliefs to be "state of the art" legal matters, i.e., what becomes an ethical guideline today is often translated to a law, regulation or rule tomorrow. Values, which guide how we ought to behave, are considered moral values, e.g., values such as respect, honesty, fairness, responsibility, etc. Statements around how these values are applied are sometimes called moral or ethical principles. Business ethics is the concept, which means various things to various people, but generally, coming to know what it right or wrong in the workplace and doing what's right. This is in regard to effects of products and services and in relationships with stakeholders. In times of fundamental change, values that were previously taken for granted are now strongly
questioned. Many of these values are no longer followed. Consequently, there is no clear moral compass to guide leaders through complex dilemmas about what is right or wrong. Attention to ethics in the workplace sensitizes leaders and staff to how they should act. Perhaps most important, attention to ethics in the workplaces helps ensure that when leaders and managers are struggling in times of crises and confusion, they retain a strong moral compass. However, attention to business ethics provides numerous other benefits, as well, these benefits are listed later. Note that many people react that business ethics, with its continuing attention to "doing the right thing," only asserts the obvious, "be good," "don't lie," etc., and so these people don't take business ethics seriously. For many of us, these principles of the obvious can go right out the door during times of stress. Consequently, business ethics can be strong preventative medicine. Anyway, there are many other benefits of managing ethics in the workplace. Business ethics has come to be considered a management discipline, especially since the birth of the social responsibility movement in the 1960s. In that decade, social awareness movements raised expectations of businesses to use their massive financial and social influence to address social problems such as poverty, crime, environmental protection, equal
rights, public health and improving education. An increasing number of people asserted that because businesses were making a profit from using our country's resources, these businesses owed it to our country to work to improve society. Many researchers, business schools and managers have recognized this broader constituency, and in their planning and operations have replaced the word "stockholder" with "stakeholder," meaning to include employees, customers, suppliers and the wider community. Business ethics in the workplace is about prioritizing moral values for the workplace and ensuring behaviors are aligned with those values, it's values management. Yet, myths abound about business ethics. Some of these myths arise from general confusion about the notion of ethics. Other myths arise from narrow or simplistic views of ethical dilemmas. The following 10 myths about business are; more a matter of religion than management; our employees are ethical so we don't need attention to business ethics; business ethics is a discipline best led by philosophers, academics and theologians; business ethics is superfluous (it only asserts the obvious: "do good!"); business ethics is a matter of the good guys preaching to the bad guys; business ethics in the new policeperson on the block; ethics can't be managed; business ethics and social responsibility are the same thing; our organization is not in
trouble with the law; so we're ethical and managing ethics in the workplace has little practical relevance. Many people are used to reading or hearing of the moral benefits of attention to business ethics. However, there are other types of benefits, as well. The following list describes various types of benefits from managing ethics in the workplace. Attention to business ethics has substantially improved society. Ethics programs help maintain a moral course in turbulent times. Ethics programs cultivate strong teamwork and productivity. Ethics programs support employee growth and meaning. Ethics programs are an insurance policy; they help ensure that policies are legal. Ethics programs help avoid criminal acts “of omission” and can lower fines. Ethics programs help manage values associated with quality management, strategic planning and diversity management. Ethics programs promote a strong public image. Overall benefits of ethics programs. Last and most formal attention to ethics in the workplace is the right thing to do. There are 6 Key roles and responsibilities in Ethics Management. Depending on the size of the organization, certain roles may prove useful in managing ethics in the workplace. These can be full-time roles or part-time functions assumed by someone already in the organization. Small organizations certainly will not have the resources to implement each the
following roles using different people in the organization. However, the following functions points out responsibilities that should be included somewhere in the organization. First, the organization's chief executive must fully support the program. If the chief executive isn't fully behind the program, employees will certainly notice and this apparent hypocrisy may cause such cynicism that the organization may be worse off than having no formal ethics program at all. Next, consider establishing an ethics committee at the board level. The committee would be charged to oversee development and operation of the ethics management program. Next, consider establishing an ethics management committee. It would be charged with implementing and administrating an ethics management program, including administrating and training about policies and procedures, and resolving ethical dilemmas. The committee should be comprised of senior officers. Then, consider assigning and developing an ethics officer. This role is becoming more common, particularly in larger and more progressive organizations. The ethics officer is usually trained about matters of ethics in the workplace, particularly about resolving ethical dilemmas. You might consider establishing an ombudsperson. The ombudsperson is responsible to help coordinate development of the policies and procedures to institutionalize moral values in the workplace. This position usually is directly
responsible for resolving ethical dilemmas by interpreting policies and procedures. Finally, note that one person must ultimately be responsible for managing the ethics management program. Many businesses are implementing business ethics programs in the workplace to improve productivity. As was previously mentioned, organization’s chief executives have to fully support the program and must get involved for the program to even have a chance of working. People have to feel like they are part of an organization and they must feel like the organization cares. I think improving ethics in the workplace would be very productivity.
Bibliography of Practical Resources Hardcopy documents: The following references are to hardcopy documents that provide information about managing ethics in the workplace: Berenbeim, R. E. (1992, Spring). "The Corporate Ethics Test". Business and Society Review, 31(1), 77-80. Brenner, S. N. (1992). "Ethics Programs and Their Dimensions". Journal of Business Ethics, 11,391-399. Buchholz, R. A. (1989). "Fundamental Concepts and Problems in Business Ethics". In Madsen, P., & Shafritz, J. M. (Eds.) (1990). "Essentials of Business Ethics". New York: Penguin Books. Carroll, A. B. (1990). "Principles of Business Ethics: Their Role in Decision Making and in Initial Consensus". Management Decision, 28(8), 21-23. Dean, P. J. (1992). "Making Codes of Ethics 'Real'." Journal of Business Ethics, 11, 285-290. Deborah, B. (1991, January/February). "Asking for Help: A Guide to Using Socially Responsible Consultants". Business Ethics Magazine, pp. 24-29. Francis, David R. (1991, June). "Prevent Trouble by Improving Ethics". Christian Science Monitor, p. 9. Fulcrum Consulting Group, 1093 Snelling Ave. South, Saint Paul, MN 55116. Phone 1-800-55-ETHIC. Gandz, J. & Bird, F. G. (1989, Autumn). "Designing Ethical Organizations". Business Quarterly, 54(2), 108-112. Genfan, H. (1987, November). "Formalizing Business Ethics". Training and Development Journal, pp. 35-37. Josephson Institute of Ethics, 310 Washington Boulevard, Suite 104, Marina del Rey, California. Phone 310-306-1868.
Kirrane, D.E. (1990, November). "Managing Values: A Systematic Approach to Business Ethics". Training and Development Journal, pp. 53-60. Madsen, P., Ph. D., & Shafritz, J. M., Ph. D. (Eds.). (1990). "Essentials of Business Ethics". New York: Penguin Books. McDonald, G., & Zepp, R. (1990). "What Should Be Done? A Practical Approach to Business Ethics". Management Decision, 28(1), 9-13. Nash, L. (1981). "Ethics Without the Sermon". Harvard Business Review, (59). Navran Associates Management Consultants, 3037 Wembley Ridge, Atlanta, GA. Phone 404-493-8886. Reynolds, L. (1992, July/August). "The Ethics Audit. Business Ethics Magazine", pp. 20-22. Sims, R. R. (1991). "Institutionalization of Organizational Ethics". Journal of Business Ethics, 10, 493-506. Strong, K. C., & Meyer, G. (1992). "An Integrative Descriptive Model of Ethics Decision Making". Journal of Business Ethics, 11, 89-94. Thompson, T. (1991, Spring). "Managing Business Ethics". Canadian Public Administration, 34(1), 153-157. Toffler, B. (1991, Winter). "Doing Ethics: An Approach to Business Ethics Consulting". Moral Education Forum, 16(4), 14-20. World Wide Web Links: The following are links to Web sites about business ethics. Extensive list of lists of Web sites, of institutes and of topics (http://www.duke.edu/~wgrobin/ethics/surfing.html) General business ethics resources at the Center for Applied Ethics (http://www.ethics.ubc.ca/resources/business/) General site for ethics on the Web (http://commfaculty.fullerton.edu/lester/ethics/ethics_list.html) Navran's extensive list of ethics articles (http://www.navran.com/Articles/articles.html)
Ethics updates (this list is mostly for ethics instructors and students rather than managers, but it is extensive and well organized) (http://ethics.acusd.edu/index.html) Sample of Business associations' Codes of Ethics (Center for Applied Ethics at http://www.ubc.ca/resources/business/assoccoe.html) Samples of Corporate Codes of Ethics (Center for Applied Ethics at http://www.ethics.ubc.ca/resources/business/codes.html) List of listservers and groups (http://commfaculty.fullerton.edu/lester/ethics/listserver.html)
doc_285379943.doc
Workplace Productivity, Business Ethics Ethics involves learning what is right or wrong, and then doing the right thing, but "the right thing" is not nearly as straightforward as conveyed in a great deal of business ethics literature. Many ethicists assert there's always a right thing to do based on moral principle, and others believe the right thing to do depends on the situation, ultimately it's up to the individual. Many philosophers consider ethics to be the "science of conduct." Philosophers have been discussing ethics for at least 2500 years, since the time of Socrates and Plato. Many ethicists consider emerging ethical beliefs to be "state of the art" legal matters, i.e., what becomes an ethical guideline today is often translated to a law, regulation or rule tomorrow. Values, which guide how we ought to behave, are considered moral values, e.g., values such as respect, honesty, fairness, responsibility, etc. Statements around how these values are applied are sometimes called moral or ethical principles. Business ethics is the concept, which means various things to various people, but generally, coming to know what it right or wrong in the workplace and doing what's right. This is in regard to effects of products and services and in relationships with stakeholders. In times of fundamental change, values that were previously taken for granted are now strongly
questioned. Many of these values are no longer followed. Consequently, there is no clear moral compass to guide leaders through complex dilemmas about what is right or wrong. Attention to ethics in the workplace sensitizes leaders and staff to how they should act. Perhaps most important, attention to ethics in the workplaces helps ensure that when leaders and managers are struggling in times of crises and confusion, they retain a strong moral compass. However, attention to business ethics provides numerous other benefits, as well, these benefits are listed later. Note that many people react that business ethics, with its continuing attention to "doing the right thing," only asserts the obvious, "be good," "don't lie," etc., and so these people don't take business ethics seriously. For many of us, these principles of the obvious can go right out the door during times of stress. Consequently, business ethics can be strong preventative medicine. Anyway, there are many other benefits of managing ethics in the workplace. Business ethics has come to be considered a management discipline, especially since the birth of the social responsibility movement in the 1960s. In that decade, social awareness movements raised expectations of businesses to use their massive financial and social influence to address social problems such as poverty, crime, environmental protection, equal
rights, public health and improving education. An increasing number of people asserted that because businesses were making a profit from using our country's resources, these businesses owed it to our country to work to improve society. Many researchers, business schools and managers have recognized this broader constituency, and in their planning and operations have replaced the word "stockholder" with "stakeholder," meaning to include employees, customers, suppliers and the wider community. Business ethics in the workplace is about prioritizing moral values for the workplace and ensuring behaviors are aligned with those values, it's values management. Yet, myths abound about business ethics. Some of these myths arise from general confusion about the notion of ethics. Other myths arise from narrow or simplistic views of ethical dilemmas. The following 10 myths about business are; more a matter of religion than management; our employees are ethical so we don't need attention to business ethics; business ethics is a discipline best led by philosophers, academics and theologians; business ethics is superfluous (it only asserts the obvious: "do good!"); business ethics is a matter of the good guys preaching to the bad guys; business ethics in the new policeperson on the block; ethics can't be managed; business ethics and social responsibility are the same thing; our organization is not in
trouble with the law; so we're ethical and managing ethics in the workplace has little practical relevance. Many people are used to reading or hearing of the moral benefits of attention to business ethics. However, there are other types of benefits, as well. The following list describes various types of benefits from managing ethics in the workplace. Attention to business ethics has substantially improved society. Ethics programs help maintain a moral course in turbulent times. Ethics programs cultivate strong teamwork and productivity. Ethics programs support employee growth and meaning. Ethics programs are an insurance policy; they help ensure that policies are legal. Ethics programs help avoid criminal acts “of omission” and can lower fines. Ethics programs help manage values associated with quality management, strategic planning and diversity management. Ethics programs promote a strong public image. Overall benefits of ethics programs. Last and most formal attention to ethics in the workplace is the right thing to do. There are 6 Key roles and responsibilities in Ethics Management. Depending on the size of the organization, certain roles may prove useful in managing ethics in the workplace. These can be full-time roles or part-time functions assumed by someone already in the organization. Small organizations certainly will not have the resources to implement each the
following roles using different people in the organization. However, the following functions points out responsibilities that should be included somewhere in the organization. First, the organization's chief executive must fully support the program. If the chief executive isn't fully behind the program, employees will certainly notice and this apparent hypocrisy may cause such cynicism that the organization may be worse off than having no formal ethics program at all. Next, consider establishing an ethics committee at the board level. The committee would be charged to oversee development and operation of the ethics management program. Next, consider establishing an ethics management committee. It would be charged with implementing and administrating an ethics management program, including administrating and training about policies and procedures, and resolving ethical dilemmas. The committee should be comprised of senior officers. Then, consider assigning and developing an ethics officer. This role is becoming more common, particularly in larger and more progressive organizations. The ethics officer is usually trained about matters of ethics in the workplace, particularly about resolving ethical dilemmas. You might consider establishing an ombudsperson. The ombudsperson is responsible to help coordinate development of the policies and procedures to institutionalize moral values in the workplace. This position usually is directly
responsible for resolving ethical dilemmas by interpreting policies and procedures. Finally, note that one person must ultimately be responsible for managing the ethics management program. Many businesses are implementing business ethics programs in the workplace to improve productivity. As was previously mentioned, organization’s chief executives have to fully support the program and must get involved for the program to even have a chance of working. People have to feel like they are part of an organization and they must feel like the organization cares. I think improving ethics in the workplace would be very productivity.
Bibliography of Practical Resources Hardcopy documents: The following references are to hardcopy documents that provide information about managing ethics in the workplace: Berenbeim, R. E. (1992, Spring). "The Corporate Ethics Test". Business and Society Review, 31(1), 77-80. Brenner, S. N. (1992). "Ethics Programs and Their Dimensions". Journal of Business Ethics, 11,391-399. Buchholz, R. A. (1989). "Fundamental Concepts and Problems in Business Ethics". In Madsen, P., & Shafritz, J. M. (Eds.) (1990). "Essentials of Business Ethics". New York: Penguin Books. Carroll, A. B. (1990). "Principles of Business Ethics: Their Role in Decision Making and in Initial Consensus". Management Decision, 28(8), 21-23. Dean, P. J. (1992). "Making Codes of Ethics 'Real'." Journal of Business Ethics, 11, 285-290. Deborah, B. (1991, January/February). "Asking for Help: A Guide to Using Socially Responsible Consultants". Business Ethics Magazine, pp. 24-29. Francis, David R. (1991, June). "Prevent Trouble by Improving Ethics". Christian Science Monitor, p. 9. Fulcrum Consulting Group, 1093 Snelling Ave. South, Saint Paul, MN 55116. Phone 1-800-55-ETHIC. Gandz, J. & Bird, F. G. (1989, Autumn). "Designing Ethical Organizations". Business Quarterly, 54(2), 108-112. Genfan, H. (1987, November). "Formalizing Business Ethics". Training and Development Journal, pp. 35-37. Josephson Institute of Ethics, 310 Washington Boulevard, Suite 104, Marina del Rey, California. Phone 310-306-1868.
Kirrane, D.E. (1990, November). "Managing Values: A Systematic Approach to Business Ethics". Training and Development Journal, pp. 53-60. Madsen, P., Ph. D., & Shafritz, J. M., Ph. D. (Eds.). (1990). "Essentials of Business Ethics". New York: Penguin Books. McDonald, G., & Zepp, R. (1990). "What Should Be Done? A Practical Approach to Business Ethics". Management Decision, 28(1), 9-13. Nash, L. (1981). "Ethics Without the Sermon". Harvard Business Review, (59). Navran Associates Management Consultants, 3037 Wembley Ridge, Atlanta, GA. Phone 404-493-8886. Reynolds, L. (1992, July/August). "The Ethics Audit. Business Ethics Magazine", pp. 20-22. Sims, R. R. (1991). "Institutionalization of Organizational Ethics". Journal of Business Ethics, 10, 493-506. Strong, K. C., & Meyer, G. (1992). "An Integrative Descriptive Model of Ethics Decision Making". Journal of Business Ethics, 11, 89-94. Thompson, T. (1991, Spring). "Managing Business Ethics". Canadian Public Administration, 34(1), 153-157. Toffler, B. (1991, Winter). "Doing Ethics: An Approach to Business Ethics Consulting". Moral Education Forum, 16(4), 14-20. World Wide Web Links: The following are links to Web sites about business ethics. Extensive list of lists of Web sites, of institutes and of topics (http://www.duke.edu/~wgrobin/ethics/surfing.html) General business ethics resources at the Center for Applied Ethics (http://www.ethics.ubc.ca/resources/business/) General site for ethics on the Web (http://commfaculty.fullerton.edu/lester/ethics/ethics_list.html) Navran's extensive list of ethics articles (http://www.navran.com/Articles/articles.html)
Ethics updates (this list is mostly for ethics instructors and students rather than managers, but it is extensive and well organized) (http://ethics.acusd.edu/index.html) Sample of Business associations' Codes of Ethics (Center for Applied Ethics at http://www.ubc.ca/resources/business/assoccoe.html) Samples of Corporate Codes of Ethics (Center for Applied Ethics at http://www.ethics.ubc.ca/resources/business/codes.html) List of listservers and groups (http://commfaculty.fullerton.edu/lester/ethics/listserver.html)
doc_285379943.doc