Ethics, Diversity, and Workplace Power: Influencing Behavior and Decision-Making

1. 5Ethics, Politics, and Diversity

2. FAIRNESS INTEGRITY BEHAVIOR

3. Summarizing how ethics influence personal and professional behavior Defending the importance of maintaining confidentiality Applying ethical decision making Deciding how to respond to unethical behavior Classifying the various forms of workplace power and their appropriate use After studying these topics, you will benefit by:

4. Explaining the appropriate use of workplace politics and reciprocity Considering the various elements of workplace diversity and their influence on performance Stating basic employee rights and legal protections available for workplace diversity issues Recognizing the dangers of stereotyping, prejudice, and not respecting cultural differences After studying these topics, you will benefit by (cont.):

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

6. TALK IT OUT What unethical behaviors do students display during class?

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

8. ETHICS DEFINED Morals: a personal standard of right and wrong Values: important beliefs that guide an individual’s behavior Character: the unique qualities of an individual. A reflection of personal morals and values. Integrity: when someone consistently behaves in an ethical manner.

9. THINKABOUTIT How do ethics, values, character, and integrity factor into your life plan?

10. VALUES, CONFLICT, and CONFIDENTIALITY Each company has a corporate culture—the way a company’s employees behave A company’s culture is based upon the behavior of its leaders Corporate culture reflects an organization’s ethical behavior

11. VALUES, CONFLICT, and CONFIDENTIALITY 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

12. TOPIC SITUATIONNancy and the Flower Shop TOPIC RESPONSE: Name several actions Nancy can take to determine if this is a conflict of interest.

13. VALUES, CONFLICTS, and CONFIDENTIALITY Ethical issues arise daily at work Confidential: work-related information and issues that are private Implied confidentiality: an obligation to not share information with individuals to whom the business is of no concern If you are uncertain about sharing information, check with your boss

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

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

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

17. 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 bad; if so, it is probably unethical

18. WORKPLACE POWER 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

19. WORKPLACE POWERBases of Power Legitimate power: power given to you from the company Authority that comes with your position Coercive power: power derived from a position but is negative Uses threats or punishment

20. WORKPLACE POWERBases 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

21. WORKPLACE POWERBases 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 Information makes you valuable to others

22. WORKPLACE POWER Bases of Power (cont.) Expert power: power earned by knowledge, experience, or expertise Formal position may not be high on the organization’s chain of command, but individual still wields power

23. INCREASING YOUR POWER BASES Reward power should be used daily through sincere words or notes of appreciation. Network by 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

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

25. TOPICSITUATIONRyan and the Cover Up TOPIC RESPONSE: What may happen if Ryan does lie for his coworker?

26. WHEN OTHERS ARE NOT ETHICAL If someone is breaking the law, you have an obligation to inform your employer immediately Document facts and evidence

27. TOPIC SITUATIONTony and the Vendor Gift TOPIC RESPONSE: Do you believe it was fair for the coworker to keep the smartphone? Why or why not?

28. WHEN OTHERS ARE NOT ETHICALAccusing Others of Wrongdoing Choices on how to respond to unethical behavior: Alert outside officials when offense is illegal and extreme If offense is not illegal, not extreme, and accepted by management, accept management’s decision If the offense is not illegal, not extreme, and accepted by management, yet you are still bothered, decide whether you want to continue working for the company

29. COMMON ETHICAL ISSUESCompany Theft Company theft is not always big items; more often it is small items, such as: Office supplies When not used for company purposes Time Surfing the Internet, personal phone calls/texts, taking extra-long breaks

30. COMMONETHICALISSUES 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

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

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

33. TOPIC SITUATIONDianne and a different religion TOPIC RESPONSE: Is it appropriate for Dianne to ask her coworker about a cultural difference? If no, why? If yes, how should she phrase her question?

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

35. DIVERSITY BASICSWorkplace Discrimination The Equal Employment Opportunity Commission (EEOC) enforces laws that protect individuals from workplace discrimination in recruiting, hiring, wages, promotions, and unlawful termination Laws based on Title VII of the Civil Rights Act Protects individuals from discrimination in the areas of age (40 and older), physical and mental disabilities, gender, sexual orientation, hate crimes, pregnancy, and military service.

36. DIVERSITY BASICSWorkplace Discrimination (cont.) Protected class: group of individuals legally protected from workplace 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

37. 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

38. THINK ABOUT IT Look around the room and identify differences between you and your classmates.

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

40. 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

41. 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

42. STEREOTYPES AND PREJUDICEWorkplace Discrimination Labeling: when we describe an individual or group of individuals based on past actions We attach positive or negative labels to groups or individuals and frequently have the groups or individuals live up or down to these standards

43. TOPIC SITUATION: Gurbinder and Inappropriate Talk TOPIC RESPONSE: What are Gurbinder’s options in handling this situation? What is the best option? Why?

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

45. 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 that exclude women and minorities from certain situations

46. 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