Ethics Can
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Transcript of Ethics Can
“I promise you I know what ethics is. But what do I do in my organisation?"
Why I wrote this book
The need to move ethics beyond a focus on corruption
Ethics can …………………………………………..
build trust create productive workplace with high levels of fairness, respect, accountability … foster sound relationships with stakeholders position the company as an employer of choice boost reputation and brand equity create a high degree of customer and investor confidence
Ethics can
Ethics can be a key differentiator that accords organisations a unique source of competitive advantage
The structure of the book
1. Understanding workplace ethics 2. Does ethics make good business
sense? 3. Whose role is ethics? 4. Managing workplace ethics 5. Measuring, monitoring and
reporting on ethical performance 6. Ethical decisions and dilemmas
Practical approach to understanding and implementing ethics and ethical practices in organisations
The contents
Case studies Practical exercises Practical guidelines Topics for workplace discussion
• Workplace ethics 101: the basics • Practical exercise: Assessing the
effectiveness of the organisation’s rules and regulations
• Ethical but illegal and unethical but legal • Business ethics: an oxymoron? • Personal values versus company values • Part-time ethics: ethics and e-tolls • Ethics in context
Chapter 1 Understanding workplace ethics
• Workplace ethics: illusion, luxury or necessity?
• Counting the cost of corruption in South Africa
• Valuing ethical capital and the new ROI • Ethics should be a priority in trust-based
businesses
Chapter 2 Does ethics make good business sense?
Does ethics make good business sense?
What’s the value of an ethical culture?
Can you motivate an ethical approach in your organisation?
Does your organisation recognise ethical capital?
• Can a company be ethical if its leaders are not?
• Women, leadership and ethics • Ethical leadership in the public sector • Be the ethical leader you want
Chapter 3 Whose role is ethics? Part I Leadership
Leaders should be the custodians of ethics. They have the primary responsibility to enhance and uplift the ethics of their organisations.
Be the ethical leader you want
• Social and ethics committee: a value or a cost? • Clarifying the ethics roles and responsibilities of the social and ethics committee
Chapter 3 Whose role is ethics? Part II The social & ethics committee
• HR fulfils a crucial role in advancing ethics • Ethical selection and recruitment • Ethics and remuneration • A code of ethics: getting the basics right • Practical guideline: a code of conduct • Practical guideline: gift policy • Practical guideline: conflict of interest policy • Can you teach ethics?
Chapter 3 Whose role is ethics? Part III The role of HR
• Ethics management system • Practical exercise: How ethical is your
company’s culture? • Tackling misconduct • Beware the ethical divide • Ethics without borders • Recovering from ethical failure
Chapter 4 Managing workplace ethics Part I: the big issues
A sound ethics management system
Goals & strategy
Ethical standards
Leadership
Assessment & reporting
Ethical culture
© Cynthia Schoeman, Ethics Monitoring & Management Services (Pty) Ltd, 2015
• Focus on care: the neglected value • Focus on collusion • Focus on counterfeiting • Focus on cybercrime: what is the cost of
security? • Focus on social media: a new ethical terrain • Focus on supply chain ethics
Chapter 4 Managing workplace ethics Part II: a detailed focus
Cocoa production
Widespread use of child labour: exploitation, trafficking and slavery
More than 12 000 of 20 000 child labourers in Cote d’Ivoire have been trafficked
International Programme on the Elimination of Child Labour (IPEC). 2005. Combating child labour in cocoa growing. International Labour Organisation (ILO), February.
• Six reasons why businesses should actively manage, measure and report on their ethics
• The Ethics Monitor • Practical exercise: ethics checklists • Does your company have a AAA ethics rating? • The case for an ethics due diligence • Ethics hotline reporting: who will tell? • Business ethics reporting: what should you tell? • Sample Ethics Report
Chapter 5 Measuring, monitoring and reporting on ethical performance
Assessing, monitoring and reporting on ethics
“If you can’t measure it, you can’t manage it.”
Peter Drucker
• Ethical decision making • Why it is sometimes hard to do what is right • Decision making methodologies
Chapter 6 Ethical decisions and dilemmas
Your people already know what’s right and wrong
“Mr Bosley and I will be busy all afternoon investigating offshore opportunities.”
Moral temptations versus ethical dilemmas
Ethics = right versus wrong Right vs wrong = moral temptation Ethics = right versus right
The Institute for Global Ethics
Sources of ethical dilemmas
Short term vs long term Individual vs community Honesty vs loyalty Justice vs mercy Triple bottom line
Chapter 7 Can you make a difference? Chapter
• Responsibility beyond rules • Do something: stand together • All that is needed is a tipping point • Ethics can