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Chapter 22 Effort and Ethics

Chapter 22 Effort and Ethics. Effort and Ethics. Let’s discuss: the importance of effort. the importance of a Code of Ethics. the importance of trust and integrity. Effort and Ethics. Effort is the serious attempt to accomplish a task.

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Chapter 22 Effort and Ethics

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  1. Chapter 22Effort and Ethics

  2. Effort and Ethics Let’s discuss: the importance of effort. the importance of a Code of Ethics. the importance of trust and integrity.

  3. Effort and Ethics Effort is the serious attempt to accomplish a task. Ethics is the discipline dealing with what is good or bad and with moral duty and obligation – the principles of conduct governing an individual or group.

  4. Effort Let’s discuss: how important is effort to one’s success? how might one measure effort? what might be the value of rewarding routine effort?

  5. The Operative Words of Ethics Discipline – guides, directs and gives order to one’s actions. Good or bad – an issue of choice. Obligation – the implication of choice. After all is said and done, everything is a choice between alternatives (sleeping in class). Principles – rules, norms, and standards. Governing – this is not politics. This is about conscience that is always one’s counsel.

  6. Where Ethical Conduct Is Important? Customers Quality Contacts Problem-solving Cost/benefits Service

  7. Where Ethical Conduct Is Important? Employees It will allow you to put the right people in the right place. The employee should fit into the ethical standards of the organization.

  8. Where Ethical Conduct Is Important? Peers – when dealing with one’s peers, establish integrity and respect. Suppliers – developing cooperative relationships based on honesty makes for long term business relationships.

  9. Where Ethical Conduct Is Important? Competitors – deal with competitors in an open and honest manner providing value for the good of the customer and the environment.

  10. Five Ethical Mistakes Most unethical or unprincipled behavior found in organizations happens for one of five reasons: Favoring the organization’s interest over the interest of its stakeholders: customers, employees, the community, etc. Rewarding behavior that violates ethical standards, i.e., rewarding managers who are ‘under budget,’ even though it meant they pushed employees too hard to cut corners when they should not have. Creating a corporate environment that encourages separate standards of behavior for work and home, i.e., punishing people for being honest about mistakes – thereby encouraging secrecy and deceit or rewarding individuals who grandstand while ignoring solid, but quiet, team players. Allowing individuals to abuse power to further their own interest, i.e., executives who promote ‘friends’ over more qualified employees in order to surround themselves with friendly faces. Creating managerial values that undermine integrity. This is the “Madison Avenue Mentality” that believes anything is right if the public can be convinced it is right.

  11. Twelve Critical Queries for Ethics Is it legal? How do I feel about this? Am I feeling unusually anxious? Am I fearful? Will any rules, policies or regulations be violated? Is the proposed action consistent with past practice?

  12. Twelve Critical Queries for Ethics (continued) Does my conscience bother me? How would I feel if the details of this situation appeared on the front page of the local newspaper? Does this situation require that I lie about the process or the results? Do I consider this to be an “extraordinary” situation that demands an unusual response?

  13. Twelve Critical Queries for Ethics (continued) Am I acting fairly? Would I want to be treated this way? Would I be able to discuss the proposed situation or action with my immediate supervisor? My family? My company’s clients? The president of the company?

  14. Twelve Critical Queries for Ethics (continued) If a close friend of mine took this action, how would I feel? Will I have to hide or keep my actions secret? Has someone warned me not to disclose my actions to anyone?

  15. Lessons Learned – 1 Senior executives suggest key lessons learned from a study in ethics: Management/leadershave to genuinely walk the talk, practice what they preach, and live out what they say.

  16. Lessons Learned – 2 Be fair. You’re not going to have an ethical workplace and have people perceive it is ethical unless people perceive there is a general sense of fairness.

  17. Lessons Learned – 3 Spend money where it counts. Find out what is impacting your outcomes and put money where it’s going to do some good and where you are really affecting how people are feeling.

  18. Lessons Learned – 4 Doing the Wrong Thing: assuming compliance with the law is good enough, it is not! assuming an ethics code is sufficient. lacking support from on high – top management.

  19. Summary Effort is the serious attempt to accomplish a task. Ethics is the discipline dealing with what is good or bad, right or wrong, and deals with moral duty and obligation. Many organizations will develop a code of ethics that lists the principles of conduct governing an individual or group within that organization.

  20. The Right Way “Always do right. This will gratify some people and astonish the rest.” Mark Twain

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