Ethics can : managing workplace ethics / by Cynthia Schoeman.

Format:

Book

Author/Creator:

Schoeman, Cynthia, author.

Language:

English

Subjects (All):

Business ethics.

Professional ethics.

Physical Description:

1 online resource (261 pages) : illustrations

Edition:

1st ed.

Place of Publication:

Randburg, Republic of South Africa : Knowres Publishing, 2014.

Language Note:

English

Summary:

Ethics Can: build trust; create pleasant, productive workplaces that are characterised by high levels of fairness, respect, accountability and responsibility; foster sound relationships with internal and external stakeholders; position the organisation as an employer of choice, attracting and retaining the best talent; boost the organisation's reputation and brand equity; create a high degree of customer and investor confidence; can and should be a key differentiator that accords ethical organisations a unique source of competitive advantage. In short, ethics can make all the difference. The book covers six themes: 1. Understanding workplace ethics beyond just what is right and wrong. 2. Does ethics make good business sense? Can you motivate an ethical business focus well enough? 3. Establishing whose role is ethics, which explores the role of leadership, the social and ethics committee and HR. 4. Managing workplace ethics, which outlines a comprehensive ethics management system and includes a detailed focus on topical workplace issues. 5. The crucial tasks of measuring, monitoring and reporting on ethics and ethical performance. 6. Ethical decisions and dilemmas, which examines how to make those really tough ethical decisions."

Contents:

Cover

Title Page

Endorsements

Copyright Page

Dedication

Acknowledgements

TABLE OF CONTENTS

ABOUT THE AUTHOR

INTRODUCTION

CHAPTER 1: UNDERSTANDING WORKPLACE ETHICS

1.1 WORKPLACE ETHICS 101: THE BASICS

1.2 PRACTICAL EXERCISE: ASSESSING THE EFFECTIVENESS OF THE ORGANISATION'SRULES AND REGULATIONS

1.3 ETHICAL BUT ILLEGAL AND UNETHICAL BUTLEGAL

1.4 BUSINESS ETHICS: AN OXYMORON?

1.5 PERSONAL VALUES VERSUS COMPANY VALUES

1.6 PART-TIME ETHICS: ETHICS AND E-TOLLS

1.7 WORKPLACE ETHICS IN CONTEXT

RECOMMENDED CASE STUDY AND COMMENTARY

CHAPTER 2: DOES ETHICS MAKE GOOD BUSINESS SENSE?

2.1 WORKPLACE ETHICS: ILLUSION, LUXURY OR NECESSITY?

2.2 COUNTING THE COST OF CORRUPTION INSOUTH AFRICA

2.3 VALUING ETHICAL CAPITAL AND THE NEW ROI

2.4 ETHICS SHOULD BE A PRIORITY IN TRUSTBASEDBUSINESSES

WORKPLACE DISCUSSION

FURTHER READING

CHAPTER 3 WHOSE ROLE IS ETHICS?

PART I: LEADERSHIP

3.1 CAN A COMPANY BE ETHICAL IF ITS LEADERS ARE NOT?

3.2 WOMEN, LEADERSHIP AND ETHICS

3.3 ETHICAL LEADERSHIP IN THE PUBLIC SECTOR

3.4 BE THE ETHICAL LEADER YOU WANT

PART II: THE SOCIAL AND ETHICS COMMITTEE

3.5 SOCIAL AND ETHICS COMMITTEE: A VALUE ORA COST?

3.6 CLARIFYING THE ETHICS ROLES ANDRESPONSIBILITIES OF THE SOCIAL ANDETHICS COMMITTEE

PART III: THE ROLE OF HR

3.7 HR FULFILS A CRUCIAL ROLE IN THEADVANCEMENT OF ETHICS

3.8 ETHICAL SELECTION AND RECRUITMENT

3.9 ETHICS AND REMUNERATION

3.10 A CODE OF ETHICS: GETTING THE BASICS RIGHT

3.11 PRACTICAL GUIDELINE: ISSUES TO BEADDRESSED IN A CODE OF CONDUCT

3.12 PRACTICAL GUIDELINE: CODE OF CONDUCT GIFT POLICY

3.13 PRACTICAL GUIDELINE: CODE OF CONDUCT CONFLICT OF INTEREST POLICY

3.14 CAN YOU TEACH ETHICS?.

RECOMMENDED CASE STUDY AND COMMENTARY

CHAPTER 4: MANAGING WORKPLACE ETHICS

PART I: ETHICS MANAGEMENT:THE BIG ISSUES

4.1 ETHICS MANAGEMENT SYSTEM

4.2 PRACTICAL EXERCISE: HOW ETHICAL IS YOUR COMPANY'S CULTURE?

4.3 TACKLING MISCONDUCT

4.4 BEWARE THE ETHICAL DIVIDE

4.5 ETHICS WITHOUT BORDERS

4.6 RECOVERING FROM ETHICAL FAILURE

PART II: ETHICS MANAGEMENT:A DETAILED FOCUS

4.7 FOCUS ON CARE: THE NEGLECTED VALUE

4.8 FOCUS ON COLLUSION: HOW ENTRENCHED IS IT IN SOUTH AFRICA?

4.9 FOCUS ON COUNTERFEITING

4.10 FOCUS ON CYBERCRIME: WHAT IS THE COST OFSECURITY?

4.11 FOCUS ON SOCIAL MEDIA: A NEW ETHICAL TERRAIN

4.12 FOCUS ON SUPPLY CHAIN ETHICS

RECOMMENDED CASE STUDIES ANDCOMMENTARIES

CHAPTER 5: MEASURING, MONITORING ANDREPORTING ON ETHICAL PERFORMANCE

5.1 SIX REASONS TO MEASURE, MONITOR AND REPORT ON ETHICS

5.2 THE ETHICS MONITOR

5.3 PRACTICAL EXERCISE: ETHICS CHECKLISTS

5.4 DOES YOUR COMPANY HAVE A AAA ETHICSRATING?

5.5 THE CASE FOR AN ETHICS DUE DILIGENCE

5.6 ETHICS HOTLINE REPORTING: WHO WILL TELL?

5.7 BUSINESS ETHICS REPORTING: WHAT SHOULDYOU TELL?

5.8 SAMPLE ETHICS REPORT: EXECUTIVE SUMMARYOF ETHICS MONITOR SURVEY RESULTS

CHAPTER 6: ETHICAL DECISIONS AND DILEMMAS

6.1 ETHICAL DECISION MAKING

6.2 WHY IT IS SOMETIMES HARD TO DO WHAT ISRIGHT

6.3 DECISION-MAKING METHODOLOGIES

CHAPTER 7: ETHICS CAN

7.1 Responsibility beyond rules

7.2 Do something: stand together

7.3 All that is needed is a tipping point

7.4 Ethics can

APPENDIX

1 PRACTICAL EXERCISE: TEST YOUR KNOWLEDGE OF BRIBERY, FRAUD AND CORRUPTION

2 PRACTICAL EXERCISE: TEST YOUR KNOWLEDGE OF DISORDERLY CONDUCT

BIBLIOGRAPHY.

INDEX

Back Cover.

Notes:

Bibliographic Level Mode of Issuance: Monograph

Includes bibliographical references and index.

Description based on online resource; title from PDF title page (ebrary, viewed August 4, 2015).

ISBN:

1-86922-492-2

OCLC:

926442962