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ch6 PPT

ol

Uploaded by

Martinus Warsito
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Chapter Six

ETHICS TRAINING

Visit http://wileymanagementupdates.com/ for the latest in business news stories.


Copyright 2012 John Wiley & Sons

Chapter 6
Learning Objectives

Chapter 6, Collins: Business Ethics

Discuss the importance of organizational

trust
Describe the extent of ethics training
nationwide
Understand the shortcomings of webbased ethics training programs
Develop 10 types of ethics training
workshops
Create business ethics scenarios for
workshop discussion
Administer ethics personality surveys
Assess the ethics training workshop

Building Trust and an Ethical Culture


W. Edwards Deming stated, Trust is mandatory for
optimization of a systemWithout trust, each
component will protect its own immediate interests
to its own long term detriment, and to the detriment
of the entire system

Chapter 6, Collins: Business Ethics

Building Trust and an Ethical Culture


Trust eliminates psychological barriers separating

employers and employees


Trust creates economic benefits through enhanced

individual and organizational performance


Hard-earned trust can quickly disappear when

violated, which can hamper organizational


performance
Chapter 6, Collins: Business Ethics

Extent of Ethics Training


Organizations may be tempted to eliminate ethics

training as an extraneous expense when budgets are


tight, but this is exactly when ethics training is
needed most
Employees who tend toward the relativistic belief

that cutting ethical corners may be necessary to


save the organization might sound heroic in the
short term, but these actions can come back to haunt
the organization in the long term
Chapter 6, Collins: Business Ethics

Who to Train
Upper-level managers establish the overall ethics

tone that is then filtered throughout an organization


Ethics training can help organizational leaders

achieve consensus on how to address difficult


situations they encounter
Direct supervisors have the most immediate impact

on the ethics of subordinates


Chapter 6, Collins: Business Ethics

Web-Based Ethics Training


Web-based training offers a simple method for making
employees aware of the most common ethical issues

Chapter 6, Collins: Business Ethics

The Workshop Facilitator


An ideal workshop facilitator is someone the
participants trust and who has the requisite skills to
create a safe learning environment

Chapter 6, Collins: Business Ethics

Framing the Training Workshop


There is no one-size-fits-all ethics training program, yet there are
general trends and best practices found among organizations

Chapter 6, Collins: Business Ethics

Ethical Culture Assessment


Annually assessing the organizations ethical

performance based on its Code of Ethics offers an


opportunity for employees to discuss relevant ethical
issues related to work activities
Exhibit 6.2 (next slide) provides a 10-step process

for conducting this workshop

Chapter 6, Collins: Business Ethics

Exhibit 6.2: Ethics Training Options

Chapter 6, Collins: Business Ethics

Ethical Culture Assessment

Chapter 6, Collins: Business Ethics

Code of Conduct Analysis


Code of conduct content: The ethics training

workshop facilitator can use a game format to engage


the minds of employees when educating them about
Code of Conduct content

Chapter 6, Collins: Business Ethics

Code of Conduct Analysis


Applying the Code of Conduct to Specific Situations
Coca-Colas ethics training includes reviewing the
companys Code of Business Conduct
Coca-Colas Code of Business Conduct, and one

scenario and correct answer, appear in the Best


Practice in Use exhibit (next slide)

This format teaches employees about previous

disciplinary actions taken by the organization

Chapter 6, Collins: Business Ethics

Code of Conduct Analysis

Chapter 6, Collins: Business Ethics

Code of
Conduct
Analysis
Outcome of code of
conduct violations

Chapter 6, Collins: Business Ethics

The facilitator can design a

workshop educating employees


about the types of unethical
activities that have previously
occurred within the organization
or industry, and how the guilty
person was punished

Typical Behaviors Experienced


The workshop facilitator can introduce employees to
the most common ethical problems experienced in
the industry, explore the extent to which attendees
have witnessed the problem, and guide them in how
best to respond to the most prominent issues

Chapter 6, Collins: Business Ethics

Apply the Systematic Rational Ethical


Decision-Making Framework
This training workshop teaches employees how to apply the
systematic rational ethical decision-making framework to
particular situations

Insert Exhibit 6.5

Chapter 6, Collins: Business Ethics

Create Business Ethics Scenarios for


Discussion
The most meaningful ethical issues to explore are those
employees observe, experience, or hear about while
employed either in their current organization or for a
previous employer

Insert Exhibit 6.6

Chapter 6, Collins: Business Ethics

Create Business Ethics Scenarios for


Discussion

Chapter 6, Collins: Business Ethics

Fraud and Theft Exploration


The terms theft, fraud, and embezzlement are interrelated
Theft refers to taking someones property without their

permission

Fraud is the use of ones occupation for personal enrichment

through the deliberate misuse or misapplication of the


employing organizations resources or assets

Embezzlement is a particular type of theft and fraud whereby

an employee steals money from his or her employer

Chapter 6, Collins: Business Ethics

Fraud and Theft Exploration


Employee workshops on fraud detection are a disincentive
for those considering committing a fraud and can help
detect frauds as soon as they occur

Insert Exhibit 6.8

Chapter 6, Collins: Business Ethics

Level of Moral Development Analysis


Ethics training can help employees better

understand their own ethical profile


One of the most important ethics measureslevel of

moral development remains an elusive concept to


measure

Chapter 6, Collins: Business Ethics

Ethics Personality Measures


A variety of ethics and personality measures linked with
ethical attitudes, decision-making, and behaviors can serve
as the focus of an ethics training workshop:
Idealism/Relativism measures whether a person tends to

be an idealist or relativist when responding to an ethical


dilemma
Ethical Ideology measures whether a person tends to be

principled (deontology) or expedient (relativism) when


responding to an ethical dilemma
Chapter 6, Collins: Business Ethics

Ethics Personality Measures


Moral Identity measures whether a person internalizes

moral character traits (internalization) and projects them


to others (symbolization)

Moral Courage measures whether a person exercises

moral principles

Empathy measures a persons emotional reaction to the

experiences of another person

Altruism measures whether a person engages in altruistic

behaviors

Chapter 6, Collins: Business Ethics

Ethics Personality Measures


Trust measures whether a person is willing to be

vulnerable in supervisor interactions


Ethical Self-Efficacy measures whether a person

believes he or she can successfully perform an ethical


behavior
Machiavellianism measures whether a person

identifies with the ends justify the means


Chapter 6, Collins: Business Ethics

Ethics Personality Measures


Locus of Control measures whether a person believes

she or he controls (internal), or is controlled by


(external), events in life
Life regard measures whether a person values living

a meaningful life (framework) and whether this


desire is being fulfilled (fulfillment)

Chapter 6, Collins: Business Ethics

Benchmark to an Ideal Employee


Employees need to know in advance what managers

expect of them

Have each manager independently develop a list of

behavioral attributes an ideal employee would possess

Share these lists with other managers in small groups

and combine similar items under the same heading

Then present the composite profile of an ideal employee

to subordinates for the purposes of self-assessment


feedback

Chapter 6, Collins: Business Ethics

In a workshop
setting, have
employees
individually
answer the sets
of questions in
Exhibit 6.10 and
discuss their
responses in
small groups

Chapter 6, Collins: Business Ethics

Assessing the Ethics Training Workshop


Keep the assessment tool simple and short for employees and the
facilitator:
Were specific real-life situations addressed?
Were questions raised by participants?
Did the trainer serve as a coach and facilitator, rather than a lecturer?
Were participants shown how to address, report, or correct ethical

problems?

Were the situations raised linked back to the Code of Ethics, Code of

Conduct, or organizational strategy?

Chapter 6, Collins: Business Ethics

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