Chapter 5

1. Chapter 5 Ethics, Politics, and Diversity

2. “I hope I shall possess firmness and virtue enough to maintain what I consider the most enviable of all titles, the character of an honest man.” George Washington

3. Define ethics and its impact both personally and professionally Identify the importance of maintaining confidentiality Define and identify the appropriate use of power and power bases Understand the topics of politics and reciprocity and their appropriate use in the workplace Understand the importance of ethical decision making OBJECTIVES

4. OBJECTIVES (cont.) Define workplace diversity and realize its impact on performance State the basic employee rights and legal protection available for workplace diversity issues Recognize the negative impact stereotypes and prejudice have in the workplace and on performance Identify cultural differences and the positive and negative impact these differences have on business

5. ETHICS DEFINED Ethics: a moral standard of right and wrong Just as your personality is shaped by outside influences, so is your ethical make-up Ethical behavior is a reflection of influences Ethical behavior starts with the individual

6. TALK IT OUT Discuss recent corporate ethics-related scandals

7. ETHICS DEFINED Morals-a personal standard of right and wrong Values-important beliefs of an individual that guides his or her behavior Character-the unique qualities of an individual

8. INFLUENCES ON ETHICS AT WORK Ethical issues arise daily at work Confidential: workplace matters that should be kept private Implied confidentiality: an obligation to not share information with individuals with whom the business is of no concern If you are uncertain about sharing information, check with your boss

9. INFLUENCES on ETHICS at WORKEthical Behavior Ethical behavior includes dependability and conduct during company time It is inappropriate to consistently spend your time on non-company activities such as: Using the Internet for personal business Taking or making personal calls or texts Exceeding allotted breaks and lunch periods Playing computer games Using company supplies for non-business purposes

10. TALK IT OUT When is it appropriate to make personal calls at work?

11. TALK IT OUT What activities done during class could be considered unethical?

12. POWER AND ETHICSPower Power: the ability to influence another’s behavior Everyone at work has some form of power Seven bases of power: Legitimate Coercive Reward Connection Charismatic Information Expert

13. POWER AND ETHICSBases of Power Legitimate power: power given to you from the company Authority that comes with your position Coercive power: power given to you from the company Authority that comes with your position Uses threats or punishment

14. POWER AND ETHICSBases of Power (cont.) Reward power: the ability to influence someone with something of value Rewards with promotions, pay increases, and other incentives Connection power: using someone else’s legitimate power Example: an assistant using the boss’s power to make arrangements for meetings

15. POWER AND ETHICSBases of Power (cont.) Charismatic power: personal power that makes people attracted to you Shows sincere interest in others Information power: the ability to obtain and share information Value to others with whom you interact

16. POWER AND ETHICSBases of Power (cont.) Expert power: power earned by knowledge, experience, or expertise May be lower on the chain of command, but still wields power

17. INCREASING YOUR POWER BASES Reward power should be used daily Networking: meeting and developing relationships outside your immediate work area Increase your charismatic power by focusing attention on others Increase your expert power by practicing continuous learning

18. POLITICS AND RECIPROCITY Politics: obtaining and using power, begins when one obtains and utilizes power Reciprocity: when debts and obligations are created for doing something Do not let the term “you owe me” influence your ability to behave ethically

19. CORPORATE VALUES/CULTURE Each company has a corporate culture—the way a company’s employees behave This is based upon the behavior of its leaders This behavior reflects an organization’s ethical behavior

20. CORPORATE VALUES/CULTURE Ethics statement: a corporate policy which addresses the issue of ethical behavior Conflict of interest: occurs when you are in a position to influence a decision from which you could benefit directly or indirectly

21. MAKING ETHICAL CHOICES There are three levels of ethical decisions: The first is the law The second is fairness The third is your conscience

22. MAKING ETHICAL CHOICESLevels of Ethical Decision Making 1. The Law • Ask yourself if the action is legal • If it is illegal, it is unethical

23. MAKING ETHICAL CHOICESLevels of Ethical Decision Making (cont.) 2. Fairness • Your actions should be fair to all parties involved • If someone is going to be harmed, the decision is probably not ethical • Even when being fair, not everyone will be happy with the results

24. MAKING ETHICAL CHOICESLevels of Ethical Decision Making (cont.) • 3. One’s Conscience • When one knowingly behaves inappropriately, he or she will ultimately feel badly about this poor behavior • Sometimes a behavior may be legal and fair, but it still may make us feel badly; if so, it is probably unethical

25. WHEN OTHERS ARE NOT ETHICAL If someone is breaking the law, you have an obligation to inform your employer immediately

26. WHEN OTHERS ARE NOT ETHICALAccusing Others of Wrongdoing Document facts and evidence You have three choices: Alert outside officials if the offense is illegal and extreme If the offense is not illegal and extreme and is accepted by management, accept management’s decision If the offense is not illegal and extreme and is accepted by management, yet you are bothered, decide whether you want to continue working for the company

27. WHEN OTHERS ARE NOT ETHICAL Company Theft Company theft is not always big items; more often it is small items, such as: Office supplies If not used for company purposes Time Surfing the Internet, making personal calls, and taking extra-long breaks

28. DIVERSITY BASICS On the outside, we may be different, but on the inside, we are all human beings Diversity comes in many forms and goes far beyond race

29. DIVERSITY BASICS • Three primary messages regarding workplace diversity: • No matter what our differences, treat everyone with respect and professionalism • Diversity should be used as an asset that utilizes our differences as a way to create, innovate, and compete • Workplace diversity should only be an issue when the diversity negatively affects performance

30. DIVERSITY BASICS Workplace Diversity: differences among co-workers We differ in age, gender, economic status, physical makeup, intelligence, religion, and sexual orientation, among other things

31. DIVERSITY BASICS • Race: people with certain physical traits • Culture: the different behavior patterns of people • Understanding race and culture will assist you in recognizing how these differences influence values and behavior • Ethnocentric-when an individual believes his or her culture is superior to other cultures

32. STEREOTYPES AND PREJUDICE Perception: one’s understanding or interpretation of reality Individuals use past experiences to form perceptions about people and situations

33. STEREOTYPES AND PREJUDICE Stereotyping: making a generalized image of a particular group or situation We generally apply stereotypes to similar situations and groups Avoid applying stereotypes in a negative manner

34. STEREOTYPES AND PREJUDICE Prejudice: a favorable or unfavorable judgment or opinion toward an individual or group based on one’s perception (or understanding) of a group, individual, or situation Typically, at work, prejudice is a negative attitude or opinion that results in discrimination

35. STEREOTYPES AND PREJUDICEWorkplace Discrimination Workplace Discrimination: acting against someone based on race, age, gender, religion, disability, or any of the other areas we have discussed in this chapter Labeling: when we describe an individual or group of individuals We attach positive or negative labels to groups or individuals and frequently have the groups or individuals live up or down to these standards

36. STEREOTYPES AND PREJUDICEThe Company’s Actions Diversity statements: statements that remind employees that diversity in the workplace is an asset and not a form of prejudice or stereotyping Diversity training: designed to teach employees how to eliminate workplace discrimination and harassment

37. STEREOTYPES AND PREJUDICEThe Company’s Actions (cont.) Elimination of glass ceilings and glass walls Glass ceilings: workplace barriers that prevent women and minorities from advancing up the corporate ladder through promotions Glass walls: workplace barriers thatprevent women and minorities from certain situations

38. CULTURAL DIFFERENCES Cultural differences include, among other things, religious influences, the treatment of individuals based on age and gender, special differences, and family influences Be respectful of everyone’s individual religious beliefs Although we may not agree with other cultures, we have to respect cultural differences Learning about other cultures can provide insights into new markets and stimulate creativity