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c 


 
a  
   
1. Ethics is different from religion
2. Ethics is not synonymous with law.
3. Ethical Standards are different from
cultural traits.
4. Ethics is different from feelings.
5. Ethics is not science in the strictest
sense of term.
6. Ethics is not just a collection of
values.
Ä
   
   

4yth 1. Ethics is a personal, individual


affair, not a public or debatable
matter.
4yth 2. Business and ethics do not mix.
4yth 3. Ethics in business is relative.
4yth 4. Good business means good ethics.
4yth 5. Information and computing are a
moral.
p
   

VSource: Brigham Young University School of
Business)
1. Taking things that don·t belong to you.
2. Saying things you know are not true.
3. Giving or allowing false impression.
4. Buying influence or engaging in conflict
of interest.
5. Hiding or divulging information.
6. Taking unfair advantage.
Contd««««
[. Committing Acts of Personal
Decadence
8. Perpetrating Interpersonal Abuse
9. Permitting Organizational Abuse
10.Violating Rules
11.Condoning Unethical Actions
12.Balancing Ethical Dilemmas
 
 
 
1. Conduct a rigorous self-assessment of
the firm·s values and its existing
ethics and compliance program.
2. 4aintain commitment from top
managers.
3. Publish, post, and make codes of
ethics available and understandable.
Contd««..
4. Communicate ethical standards
through multiple channels Ve.g.
paper, documents and webpages).
5. Provide timely training to reinforce
knowledge.
6. Provide confidential resources to
whom employees can go for advice or
to report their concerns.
[. Ensure consistent implementation.
8. Respond and enforce consistently,
promptly, and fairly.
Contd«.. 3
9. 4onitor and assess using appropriate
methods.
10.Revise and reform to ensure
continuous improvement
Six leadership styles based on
Emotional Intelligence
1. The coercive leader demands instantaneous
obedience and focuses on achievement, initiative,
and self-control. Although this style can be very
effective during times of crisis or during a
turnaround, it otherwise creates a negative
climate for organizational performance.
2. The authoritative leader-considered to be one of
the most effective styles-inspires employee to
follow a vision, facilitates change, and creates a
strongly positive performance climate.
Contd«««.
3. The affiliative leader value people, their emotions, and
their needs and relies on friendship and trust to
promote flexibility, innovation, and risk taking.
4. The democratic leader relies on participation and
teamwork to reach collaborative decisions. The style
focuses on communication and creates a positive
climate for achieving results.
5. The pacesetting leader can create a negative climate
because of the high standards that he or she sets. This
style works best for attaining quick results from highly
motivated individuals who value achievement and take
the initiatives.
6. The Coaching leader builds a positive climate by
developing skills to foster long term success, delegates
responsibility, and skillful in issuing challenging
assignments.
Seven Habits of Strong Ethical
Leaders
1. Ethical leaders have strong personal character.
2. Ethical leaders have a passion to do right.
3. Ethical leaders are proactive.
4. Ethical leaders consider stakeholders· interests.
5. Ethical leaders are role models for the
organization·s value.
6. Ethical leaders are transparent and actively
involved in organizational decision making.
[. Ethical leaders are competent managers who
take a holistic view of the firm·s ethical culture.
ew Belgium Brewing Company·s Core
Values
X Producing world-class beers
X Promoting beer culture and the responsible
enjoyment of beer
X Seeking continuous, innovative quality and
efficiency improvements.
X Transcending customers· expectations.
X Practicing environmental stewardship
X Kindling social, environmental and cultural
change as a business role model.
X Having Fun.