Business ethics has now become the major issue for the business industry Essay Example

healthcare executives have crucial roles as leaders, mentors for practitioners, and teachers for medical assistants. These executives understand the profound impact their decisions have on everyone in the healthcare sector; thus they are held to higher standards of behavior.Currently, leaders in the healthcare industry face ethical dilemmas due to the increasing complexity of healthcare services.Managing healthcare regulatory boards requires navigating competing demands from the public,political spheres,and professional pressures.Making ethically sound determinations through proper planning and considering stakeholders is vital in prioritizing good programs and services.However, making rushed or poorly thought out decisions is considered unethical (Christensen and Kohls, 2003). Tax professionals in organizations related to taxation or accounting often face dilemmas when making tax reporting decisions due to complex tax laws specific to certain activities (Marshal et al., 2006). These professionals experience pressure from various sources including clients, government revenue authorities, employers, the business community, financial community, and professional accounting associations. As a result, they are likely to encounter ethical and moral issues when addressing these pressures from authoritative sources. In countries such as Australia, New Zealand, the United Kingdom, Canada and the United States there are significant changes occurring in school environments as there is a shift towards school-based direction policies influenced by societal environments within schools (Dempster et al., 2004). Decision makers in schools come across ethical dilemmas while carrying out their duties and making decisions based on ethical considerations. To effectively address these dilemmas it is recommended that decision makers apply appropriate ethical perspectives in each situation as advocated by Dempster et al.(2004).Ethical issues are significant in the Information Technology (IT) industry (Haines and Leonard, 2007). They involve illegal distribution of intellectual

property, privacy infringements, security breaches, fraud, counterfeit activities, and theft through new forms of IT crimes. The rapid development of IT has outpaced the establishment of ethical guidelines for the industry, resulting in information technology crimes (Marshall, 1999). Employees within IT companies pose a significant security threat by utilizing information technology elements (Haugen and Seling, 1999).

A study by Carr (2002) revealed that 80% of computer and internet-related crimes within a company were committed by its own employees. These crimes cost an average of $110,000 per corporate victim. Therefore, it is crucial for organizations to understand the factors influencing ethical behavior among directors and employees. This understanding can help develop competitive strategies that enhance ethical knowledge and prevent unethical conduct.

Degeorge (2005) emphasizes that business is fundamentally driven by individual moral strength. It necessitates critical reassessment of factors influencing ethical decision-making from an ethical perspective due to the continuous emergence of ethical issues highlighted by Ulrich (2008).Werhane and Freeman (1999) emphasize the interconnectedness between business and ethics, highlighting their reliance on each other. Constructing a theoretical model is crucial to gain insight into how certain factors affect directors and employees in organizations. Ford and Richardson's (1994) study reveals a lack of specificity in ethical decision-making variables, identifying 23 variables that influence an individual's ethical decision-making process. The objective of this paper is to develop a theoretical framework that enhances understanding of how personal attributes of directors impact their ethical decision-making within an organization. Additionally, research by (1995) suggests that further investigation is needed to understand the role of climate in ethical decision-making, particularly in the South-East Asian context where it remains poorly understood. Furthermore, previous studies have

predominantly focused on Western countries while neglecting Eastern contexts and tend to overlook the influence of personal attributes on directors' ethical decision-making processes. Therefore, this paper aims to examine how personal attributes such as gender, age, religion, educational background, and years of working experience influence a manager's ethical decision-making process.In addition, Holian (2006) conducted research in Australia that focused on management and advisory agencies to gain insight into ethical decision-making. The objective of this paper is to expand upon Holian's findings by examining additional factors that contribute to managers' ethical decision-making processes. The text examines how a manager's cognition, accomplishments, judgment abilities, unity with employers and directors, courage in making ethical decisions, and humanity influence their approach towards ethics. This study addresses a gap in the literature by investigating the impact of personal attributes and organizational climate on managerial ethical decision-making within the South-East Asian context. By considering these factors along with previous research findings from various regions such as Australia, valuable insights are gained into understanding how managers make ethically sound decisions under pressure or during organizational crises. Notably, the 1994 research study did not include organizational climate. According to Schein (1985a, p.17), companies with strong cultures demonstrate more effective decision-making compared to those lacking awareness or having weak cultures within their organization. Thus, it is crucial to consider organizational climate as a moderating variable that influences a manager's ethical decision-making process. Similarly, Perri et al.(2009) omitted the leadership context in their research analysis.

The text emphasizes the importance of considering the leadership context when making ethical decisions. It references a study by Intaglia et al. (2000) that discusses this significance. The research question seeks

to understand how an organization's culture affects a manager's ethical decision-making process. The study aims to explore various factors, including personal attributes of managers and organizational crises, in relation to directors' ethical decision-making. Additionally, it intends to investigate the impact of leadership skills on directors' ethical decision-making within organizations. The research objectives involve assessing the influence of organizational culture on managers' ethical decision-making, evaluating directors' involvement in such decisions, and examining how their personal attributes affect these choices. Specifically focusing on bank directors in Kota Kinabalu, Sabah, the study is a cross-sectional survey conducted due to significant growth in operating banks in that location. Targeting bank directors as respondents allows for an analysis of their participation in ethical decision-making within their respective organizations while considering the influence of leadership on these choices.(2011) also examined the influence of personal attributes on ethical decision making. The dependent variable in this research is ethical decision making, which is defined as decisions that are both legal and morally acceptable according to Jones (1991). Unethical decisions, on the other hand, are those that are deemed illegal or morally unacceptable.

Research has shown that understanding and promoting ethical decision making within organizations is crucial. Dempster et al. (2004) argue that research on ethical decision making can raise awareness among directors about ethical considerations within their organizations. This survey aims to investigate the impact of leadership on ethical decision making and includes organizational climate as a moderating variable. Unlike Singhapakdi et al. (1994), who did not explore an organization's culture, this research examines how organizational climate may affect the processes of ethical decision making.

Several studies have emphasized the role of culture in influencing

employees' and managers' ethical decision-making. Bartel (1967), Ferrell and Gresham (1985), and Hunt and Vittel (1986) all highlight the importance of culture in shaping these decisions and their outcomes. Smircich (1983) defines organizational culture as encompassing shared values, social ideals, and beliefs within an organization. In the banking industry specifically, cultural settings and working norms are integral parts of the overall organizational culture.

The independent variables in this research include personal attributes such as gender, age, religion, education level, and work experience derived from various previous studies by Ford and Richardson (1994), Glover et al.(2002), Pimentel et al.(2010), O'Leary and Stewart(2007), Perri et al.(2011). Furthermore, Perri et al.'s study conducted in 2011 also examined how personal attributes influence ethical decision-making.

Overall, this research focuses on exploring different factors contributing to ethical decision-making within organizations while considering both individual attributes and organizational culture.The study conducted by Das and Kumar et al. in 2011 focused on the inclusion of leadership attributes, specifically interpersonal communication skills, personal management skills, and decision-making abilities of directors. The research paper highlights the importance of leadership skills in guiding directors towards ethical decision making. This study is particularly relevant for the banking industry in Sabah as it can help address potential ethical issues that may arise over time. The text emphasizes the significance of bank culture in shaping ethical decision making and stresses the need for bank directors to understand how culture can impact their ethical choices. By demonstrating effective leadership skills within the bank's culture, directors can make well-informed ethical decisions. According to Das and Kumar et al.'s research, a director's knowledge of the bank's culture and their ability to exhibit effective leadership

among organization members are crucial factors for ensuring ethical decision making.In 2011, Tse et al. discovered that considering these findings can enhance a company's ability to plan competition strategies, negotiate international sales, and coordinate internal activities. This research primarily focuses on examining the potential influence and constraints of personal attributes and leadership skills of managers in the banking industry on ethical decision making within an organizational culture. Additionally, it presents a theoretical framework to comprehend how personal attributes, leadership skills, and organizational culture collectively shape ethical decision making in the banking sector. The standards for assessing personal attributes and leadership skills differ depending on the level of analysis and factors influencing interpretation of organizational norms and cultural settings. The primary goal is to investigate how the organization's culture, leadership context, and personal attributes impact directors' ethical decision making in the banking industry. Understanding the company's culture is crucial for both employees and managers as it gives rise to ethical issues amidst rapid changes and diversification within organizations. The personal impact on a manager is significant as it can affect their decision-making process when confronted with ethical dilemmas.Effective leadership skills are vital for developing a robust management team with the ability to make ethical decisions and address ethical concerns in the banking industry. In some cases, employees may not fully grasp their company's culture if they joined solely to fulfill assigned tasks from superiors. Therefore, it is essential for both top management and employees at all levels to be conscious of ethical issues and decision-making processes before embarking on any assigned tasks. By doing so, the organization can devise competitive strategies that effectively confront challenges associated

with making ethical decisions within the company.