BUILDING ETHICAL ORGANIZATIONS
Business Ethics and the Economic Downturn: Points for Discussion
-- Dr. Stephanie Jones
To what extent is the current economic shake-up producing a more ethical economy and society?
Or, from the ethics and CSR standpoint, are things staying the same or even getting worse?
© 2009 Stephanie Jones. All Rights Reserved.
BUILDING ETHICAL ORGANIZATIONS
Business Ethics and Corporate Ethics Programs: Before or After a Scandal?
-- Matthias Kleinhempel
In recent years, the large number of corporate scandals around the world involving
global companies that used to enjoy spotless reputations, like Enron, Worldcom, Siemens,
ABB, Parmalat, and many pharmaceutical firms, have brought about many harsh outcomes.
This article offers leading academic stances on business ethics and describes the key traits
of suitable ethic systems.
© 2009 IUP. All Rights Reserved.
BUILDING ETHICAL ORGANIZATIONS
Good Business in Bad Times: The Strategic Advantages of Humanity
in Business Decisions
-- Dr John C Camillus
With another aphorism inspired by Benjamin Franklin, business and society have to
hang together, recognizing the advantages and responsibilities of their common humanity,
or managers will surely be left hanging with the stigma of failure to meet the challenge of
today's hard economic times.
© 2009 Dr John C Camillus. All Rights Reserved.
PERSPECTIVE
The Moral of the Moment... : A Challenging Economy can Challenge our Ethics....
-- Rob Jolles
© 2009 Rob Jolles. All Rights Reserved.
BUILDING ETHICAL ORGANIZATIONS
Money Makes the World
Go Round: Unfortunately!
-- Ronald J Burke
Organizations can downplay their use of financial rewards; financial rewards should still
be used to reinforce excellence but in a lower profile way. In addition, designing work spaces
to minimize status or level distinctions would help. Perks should be linked to
performance deliverables and space assigned to those that need it rather than those at higher levels in
the organization.
© 2009 IUP. All Rights Reserved.
BUILDING ETHICAL ORGANIZATIONS
Rethinking Success
During these Changing Times: Prioritize Goals
-- Dr Ken Dychtwald
Perhaps it's time to rethink the rules of success. As a child you may have felt successful if
you scored good grades, got along with your friends, and made Mom and Dad happy. As a
teen, success was about excelling in a sport or artistic endeavor, going to the prom with a
"dream" date or getting into a good college. As a young adult, success was about getting a job,
pleasing your boss, starting and raising your family, keeping a tidy home, and optimizing your
earning power.
© 2009 IUP. All Rights Reserved.
PERSPECTIVE
A Framework For Managing Employee Terminations: Measuring where you should
be on the Goodbye vs Aufwiedersehen Continuum
-- Laurence J Stybel
© 2009 Laurence J Stybel. All Rights Reserved.
BUILDING ETHICAL ORGANIZATIONS
After the Age of Omnipotence:
Towards an Interdisciplinary
Leadership Philosophy
-- Prof Carlo Strenger
While much of the anger at Wall Street's role in the catastrophic meltdown is justified, it
is important to see that its shortcomings reflected a cultural mood that has been prevalent
for decades now: we are witnessing the end of the Age of Omnipotence. The financial sector
was governed by two pervasive myths. The first is reflected in the slogan of Nike's
enormously successful campaign – Just Do It! which implied that if you don't dare to go for the stuff
that legends are made of, you lack character and have only yourself to blame.
Acknowledging limitations was not seen as a reflection of wisdom and maturity, but lack of courage. The
second myth was that of the omniscience of quantitative analysis. Mathematical models of
enormous complexity like the Black-Scholes theory were understood by very few, and nobody
dared questioning them on pain of losing their lucrative jobs. A corollary of this myth was
that economics didn't need to interact with other disciplines ranging from political theory (what is
a good society?) to psychology (is the rational actor model true?). In addition to regulation,
the most important change required of the financial sector is to model itself along the lines
of cutting-edge research in most fields: it needs to become interdisciplinary, and to
avoid encapsulation in an intellectual and moral bubble that immunizes itself from criticism.
© 2009 Carlo Strenger. All Rights Reserved.
BUILDING ETHICAL ORGANIZATIONS
Executive Pay Fairness: An Ethical or a Legal Issue?
-- David J Cherrington
Executive pay is set by the board of directors, which sounds quite rational except for the fact
that pay recommendations are made by compensation committees comprised of other
executives who are equally overpaid. These pay recommendations are biased by comparisons with
other executives and foolish myths.
© 2009 David J Cherrington. All Rights Reserved.
BUILDING ETHICAL ORGANIZATIONS
Performance Management for a Global Workforce
in Turbulent Times: Management, Business Aspects and Implications
-- Irene Hon-fun Poon and Dr. Chris Rowley
In this article on PM we have outlined and examined PM systems and looked at
their applicability for a global workforce. In sum, the work on PM for a global workforce indicates
both the limits to views on universalism and the `one best way' to manage it, and the importance
of contingency and context for management. Such contingent variables include not
just organizational size, product and sector, but also workforce types and characteristics, as well
as ownership, location of operations, etc.
© 2009 Irene Hon-fun Poon, Dr Chris Rowley.
All Rights Reserved.
SPEECH
Dr. Abdul Kalam's Address: Interaction with The Members of The
ICAI, Abu Dhabi Chapter
-- APJ Abdul Kalam
Last few years, I have been studying the development patterns and the dynamics
of connectivity among nations, especially in trade and business. As you all know the world
has few developed countries and many developing countries. What is the dynamics between
them and what connects them?
© 2009 APJ Abdul Kalam. All Rights Reserved.
LEADERSHIP
Truthfulness: The Need of Organizations
-- GRK Murty
Organizations are to be honest first with themselves, if they have to be honest with
their stakeholders. But it is not an easy proposition, for every employee wants to be liked, wants
to belong to his/her group. Leaders have to therefore deliberately nurture a culture of candor
in organizations.
© 2009 IUP. All Rights Reserved.
INTERVIEW
-- Prof. Simon L Dolan
Honesty and fairness are empty words, unless if everybody in the
organization really "walks the talk". I believe in values that are shared and translated into action.
If values, such as honesty and fairness are not aligned with the vision and mission
of the company, they become just another empty word.
INTERVIEW
-- Prof. Roy J Lewicki
My experience in trying to teach students `ethical reasoning' is that ethical theories
and complex ethical analysis are not difficult and foreign concepts for students to grasp, but
that they definitely have strong concerns about which ethical tools to apply to various
situations, and to think them through.
INTERVIEW
-- Dr. George G Brenkert
You cannot make someone be ethical, as you might make someone do a
calculation or sell a product. However, you can help lead and guide people to ways of
thinking and responding to situations that will foster their ethical behavior.
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