Chapter 5

Ethics, Politics, and Diversity

“I hope I shall possess firmness and virtue enough to maintain

what I consider the most enviable of all titles, the character of an

honest man.”

George Washington

Define ethics and its impact both personally and professionally

Identify the importance of maintaining confidentiality

Define and identify the appropriate use of power and power bases

Understand the topics of politics and reciprocity and their appropriate use in the workplace

Understand the importance of ethical decision making

OBJECTIVES

Define workplace diversity and realize its impact on performance

State the basic employee rights and legal protection available for workplace diversity issues

Recognize the negative impact stereotypes and prejudice have in the workplace and on performance

Identify cultural differences and the positive and negative impact these differences have on business

OBJECTIVES (cont.)

ETHICS DEFINED

Ethics: a moral standard of right and wrong Just as your personality is shaped by

outside influences, so is your ethical make-up

Ethical behavior is a reflection of influences

Ethical behavior starts with the individual

TALK IT OUT

Discuss recent corporate ethics-related scandals

ETHICS DEFINED

Morals-a personal standard of right and wrong

Values-important beliefs of an individual that guides his or her behavior

Character-the unique qualities of an individual

INFLUENCES ON ETHICS AT WORK

Ethical issues arise daily at work Confidential: workplace matters that

should be kept private Implied confidentiality: an

obligation to not share information with individuals with whom the business is of no concern

If you are uncertain about sharing information, check with your boss

INFLUENCES on ETHICS at WORKEthical Behavior

Ethical behavior includes dependability and conduct during company time

It is inappropriate to consistently spend your time on non-company activities such as: Using the Internet for personal business Taking or making personal calls or texts Exceeding allotted breaks and lunch

periods Playing computer games Using company supplies for non-

business purposes

TALK IT OUT

When is it appropriate to make personal calls at work?

TALK IT OUT

What activities done during class could be considered unethical?

POWER AND ETHICSPower

Power: the ability to influence another’s behavior

Everyone at work has some form of power

Seven bases of power: Legitimate Coercive Reward Connection Charismatic Information Expert

POWER AND ETHICSBases of Power

Legitimate power: power given to you from the company Authority that comes with your position

Coercive power: power given to you from the company Authority that comes with your position Uses threats or punishment

POWER AND ETHICSBases of Power (cont.)

Reward power: the ability to influence someone with something of value Rewards with promotions, pay

increases, and other incentives Connection power: using someone

else’s legitimate power Example: an assistant using the

boss’s power to make arrangements for meetings

POWER AND ETHICSBases of Power (cont.)

Charismatic power: personal power that makes people attracted to you Shows sincere interest in others

Information power: the ability to obtain and share information Value to others with whom you

interact

POWER AND ETHICSBases of Power (cont.)

Expert power: power earned by knowledge, experience, or expertise May be lower on the chain of

command, but still wields power

INCREASING YOUR POWER BASES Reward power should be used daily Networking: meeting and developing

relationships outside your immediate work area

Increase your charismatic power by focusing attention on others

Increase your expert power by practicing continuous learning

POLITICS AND RECIPROCITY

Politics: obtaining and using power, begins when one obtains and utilizes power

Reciprocity: when debts and obligations are created for doing something Do not let the term “you owe me”

influence your ability to behave ethically

CORPORATE VALUES/CULTURE

Each company has a corporate culture—the way a company’s employees behave This is based upon the behavior of its

leaders This behavior reflects an organization’s

ethical behavior

CORPORATE VALUES/CULTURE

Ethics statement: a corporate policy which addresses the issue of ethical behavior

Conflict of interest: occurs when you are in a position to influence a decision from which you could benefit directly or indirectly

MAKING ETHICAL CHOICES

There are three levels of ethical decisions:

The first is the lawThe second is fairness

The third is your conscience

MAKING ETHICAL CHOICESLevels of Ethical Decision Making

1. The Law Ask yourself if the action is legal

If it is illegal, it is unethical

MAKING ETHICAL CHOICESLevels of Ethical Decision Making (cont.)

2. FairnessYour actions should be fair to all parties involved If someone is going to be harmed, the

decision is probably not ethical Even when being fair, not everyone will

be happy with the results

MAKING ETHICAL CHOICESLevels of Ethical Decision Making (cont.)

3. One’s Conscience When one knowingly behaves inappropriately, he or she will ultimately feel badly about this poor behavior Sometimes a behavior may be legal and fair, but it still may make us feel badly; if so, it is probably unethical

WHEN OTHERS ARE NOT ETHICAL

If someone is breaking the law, you have an obligation to inform your employer immediately

WHEN OTHERS ARE NOT ETHICALAccusing Others of Wrongdoing

Document facts and evidence You have three choices:

Alert outside officials if the offense is illegal and extreme

If the offense is not illegal and extreme and is accepted by management, accept management’s decision

If the offense is not illegal and extreme and is accepted by management, yet you are bothered, decide whether you want to continue working for the company

WHEN OTHERS ARE NOT ETHICAL Company Theft

Company theft is not always big items; more often it is small items, such as: Office supplies

If not used for company purposes Time

Surfing the Internet, making personal calls, and taking extra-long breaks

DIVERSITY BASICS

On the outside, we may be different, but on the inside, we are all human beings

Diversity comes in many forms and goes far beyond race

DIVERSITY BASICS Three primary messages regarding workplace

diversity: No matter what our differences, treat

everyone with respect and professionalism Diversity should be used as an asset that

utilizes our differences as a way to create, innovate, and compete

Workplace diversity should only be an issue when the diversity negatively affects performance

DIVERSITY BASICS

Workplace Diversity: differences among co-workers

We differ in age, gender, economic status, physical makeup, intelligence, religion, and sexual orientation, among other things

DIVERSITY BASICS Race: people with certain physical traits Culture: the different behavior patterns of

people Understanding race and culture will

assist you in recognizing how these differences influence values and behavior

Ethnocentric-when an individual believes his or her culture is superior to other cultures

STEREOTYPES AND PREJUDICE

Perception: one’s understanding or interpretation of reality Individuals use past experiences to form

perceptions about people and situations

STEREOTYPES AND PREJUDICE

Stereotyping: making a generalized image of a particular group or situation We generally apply

stereotypes to similar situations and groups

Avoid applying stereotypes in a negative manner

STEREOTYPES AND PREJUDICE

Prejudice: a favorable or unfavorable judgment or opinion toward an individual or group based on one’s perception (or understanding) of a group, individual, or situation Typically, at work, prejudice is a negative

attitude or opinion that results in discrimination

STEREOTYPES AND PREJUDICEWorkplace Discrimination Workplace Discrimination: acting

against someone based on race, age, gender, religion, disability, or any of the other areas we have discussed in this chapter

Labeling: when we describe an individual or group of individuals We attach positive or negative labels to

groups or individuals and frequently have the groups or individuals live up or down to these standards

STEREOTYPES AND PREJUDICEThe Company’s Actions

Diversity statements: statements that remind employees that diversity in the workplace is an asset and not a form of prejudice or stereotyping

Diversity training: designed to teach employees how to eliminate workplace discrimination and harassment

STEREOTYPES AND PREJUDICEThe Company’s Actions (cont.)

Elimination of glass ceilings and glass walls Glass ceilings: workplace barriers that

prevent women and minorities from advancing up the corporate ladder through promotions

Glass walls: workplace barriers that prevent women and minorities from certain situations

CULTURAL DIFFERENCES

Cultural differences include, among other things, religious influences, the treatment of individuals based on age and gender, special differences, and family influences

Be respectful of everyone’s individual religious beliefs

Although we may not agree with other cultures, we have to respect cultural differences

Learning about other cultures can provide insights into new markets and stimulate creativity