Business Ethics Chatper 6 – Flashcards
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In 2003, Charles Prince took over as the CEO in Citigroup He stated his primary goal was to improve the firms corporate reputation and to focus on implementing stronger internal controls and a more comprehensive ethics program at the company Prince described Citigroup form a broader stakeholder perspective y styling the company as a "quasi public institution"
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Change in Ethics Strategy
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the process in which future courses of action are developed to achieve the firm's short long-term goals
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Strategic Planning
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1. why is this bothering me? 2.Is it my responsibility? 3. What is the ethical concern? 4.What do others think? 5. Am i being true to myself (the Mirror test)
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five questions to ask before making a final decision
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The decision maker's ability to look in the mirror after decisions have been made and confirm that he/she the right choice
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Mirror test
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It pulls together all the other questions and ensures consistency with organizational and personals values as stated by P.Drucker
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Mirror test(2)
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1)Moral problem statement 2)Problem analysis 3) options for action 4) ethical judgment 5) reflection 6) morally acceptable action NB not always linear in nature: feedback loops and iterations are often required in practice
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Stages of the Ethical Cycle
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The ethical cycle helps employees understand who they are from an theca perspective
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Using strategic ethical decisions to build Character(1)
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A defining moment is when a decision maker has a choice between two plausible and acceptable strategic options who am I? Who are We? Who is the company?
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Using strategic ethical decisions to build Character(2)
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A decision tree process can be used -is the action legal and consistent with the firms value? Yes Go on: No:stop Will the action maximize shareholder value? Yes: carry on; no: stop or review Is it ethical Yes: Implement no: review
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A link between Strategic Planning and Ethical Culture
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An ethical crisis occur when a event that was not part of the normal course of action takes place and has an impact on the firm
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How to Address Ethical Crisis and Disaster Recovery
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Whether issue is internal or eternal Frequency of the issue classified as normal or abnormal
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Crisis Typology Dimensions
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The shared values and beliefs of employees within any given organization
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Corporate Culture
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Based on norms and behavior patterns
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Corporate Culture(2)
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Must have strong ethical focus to ensure that unethical activities do not take place in the work place
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Corporate Culture(3)
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Artifacts, Shared Values, Basic Assumptions
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Three levels of Corporate Culture
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Factors such as what is seen and heard within a firm I.E Dress code or language
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Artifacts
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Based on what groups within the firm learn about what is acceptable or not acceptable
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Shared Values
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The agreed starting points for decision making within the firm
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Basic Assumptions
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Primary Embedding Mechanisms Secondary Ariculation and Reinforcment Mechanism
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Two types of mechanisms in which mangers can change the culture
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Stage 1 Unfreezing, Stage 2 Moving, Stage 3 Refreezing
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Three Stage model of change(Ethical Value)
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unfreezing of the individuals existing beliefs
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Stage 1 Unfreezing
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Top management needs to ensure that what is considered acceptable and unacceptable is clear
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Stage 2 Moving
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Top managers must reinforce their commitment to support strong ethical behavior
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Stage 3 Refreezing
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1) Define your philiosophy and corporate values in a mission statement 2) Develop guidelines for employees 3) Establish a formal channel for employees to report a violation
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Culture should include three basic components
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Do the employees understand the tone set by senior managment? Can you confirm that your organizations culture encourages ethical behavior at all levels
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Evaluation of corporate culture(1)
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Can employees throughout your organization describe the company's code of ethics do employees at all levels of your organization ask questions and express concerns? Do your employees believe that the mechanisms are in place to allow them to voice opinions without fear of retributions
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Evaluation of corporate culture(2)
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1. Set an example through strong leadership 2.set realistic goals 3.Provide training 4.Distinguish between compliance and ethics 5. To be implemented at all levels of organization with senior managment taking the lead
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Creating a Climate of Integrity
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These key elements are interlinked but active manipulations
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Ethics and Corporate Compliance
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Step 1 Conduct risk/cultural assessment step 2 review current compliance program step 3 review ethical policies and procedures step 4 review and revise the communication training and implementation phases of program step 5 develop an ongoing assessment of the program
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Five step process to embed positive ethics and value
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Guideliens state that organizations can be charged with and convicted of federal crimes originally passed in 1991 and revised in 2004 Organizations can be fined, sentenced to probation for up to five years, and ordered to pay retiutions to their victims Covers fraud, waste discharge, anti-trust, food and drugs and tax violations among others
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The U.S Federal Sentencing Guidelines for Organizations
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lack of internal control system lack of enterprise risk management program inadequate non-routine etc. transaction control poor post-merger integration poor IT control enviroment ineffective financial reporting, closure and discolsure poor accounting systems regime Lack of control over outsourcing Poor board level risk and control understanding
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The Challenge of Compliance Threats to section 404 include
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these conscious abuse of public roles and resources for the private benefit for the firm pr individuals within. Pretty corruption, E.G illegal incentives/Bribess to public officials to gain licesnes Grand corruption I.E illegal incentives/Bribes to gain major infrastructure, military equipment contract influence peddling I.E illegal political campaigns contributions
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Corruption
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one of many Global Civil Society organizations aiming to reduce global corruption
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Transparency International
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Produces annual Corruption Perception Index: the higher the score the lower the level or corruption
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Transparency International(2)
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Passed into law 1977 and amended in 1988 Prohibits any U.S firm and its foreign subsidiaries from giving foreign governments officials any financial incentives in exchange for either obtaining or retaining any government business in that country
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The U.S Foreign Corrupt Practices Act