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12377aam a2200421 i 4500 001 1D852BDE78F611ECAF30597D2FECA4DB 003 SILO 005 20220119010213 008 130614s2014 nju b 001 0 eng 010 $a 2013024205 020 $a 1118582675 020 $a 9781118582671 035 $a (OCoLC)849510188 040 $a DLC $b eng $e rda $c DLC $d YDX $d YDXCP $d OCLCF $d UKMGB $d CDX $d OCLCQ $d UV1 $d ERD $d DHA $d OCLCQ $d AU@ $d OCLCQ $d IL4J6 $d OCLCO $d SILO 042 $a pcc 050 00 $a HF5387 $b .T734 2014 082 00 $a 174/.4 $2 23 100 1 $a TrevinÌo, Linda Klebe. 245 10 $a Managing business ethics : $b straight talk about how to do it right / $c Linda Klebe TrevinÌo, Distinguished Professor of Organizational Behavior and Ethics, Smeal College of Business, the Pennsylvania State University, Katherine A. Nelson, Instructor, Fox School of Business, Temple University. 250 $a Sixth edition. 264 1 $a Hoboken, New Jersey : $b John Wiley and Sons, Inc., $c [2014] 300 $a xx, 460 pages ; $c 23 cm 500 $a Includes index. 504 $a Includes bibliographical references and index. 505 00 $a Machine generated contents note: $g ch. 10 $t Discussion Questions $g ch. 1 $t Introducing Straight Talk About Managing Business Ethics: Where We're Going And Why -- $t Introduction -- $t The Financial Disaster of 2008 -- $t Borrowing Was Cheap -- $t Real Estate Became the Investment of Choice -- $t Mortgage Originators Peddled "Liar Loans" -- $t Banks Securitized the Poison and Spread it Around -- $t Those Who Were Supposed to Protect Us Didn't -- $t Moving Beyond Cynicism -- $t Can Business Ethics Be Taught? -- $t Aren't Bad Apples the Cause of Ethical Problems in Organizations? -- $t Shouldn't Employees Already Know the Difference between Right and Wrong? -- $t Aren't Adults' Ethics Fully Formed and Unchangeable? -- $t This Book is about Managing Ethics in Business -- $t Ethics and the Law -- $t Why Be Ethical? Why Bother? Who Cares? -- $t Individuals Care about Ethics: The Motivation To Be Ethical -- $t Employees Care about Ethics: Employee Attraction and Commitment -- $t Managers Care about Ethics -- $t Executive Leaders Care about Ethics -- $t Industries Care about Ethics -- $t Society Cares about Ethics: Business and Social Responsibility -- $t The Importance of Trust -- $t The Importance of Values -- $t How This Book Is Structured -- $t Conclusion -- $t Discussion Questions -- $t Exercise -- $t Your Cynicism Quotient -- $t Notes -- $g SECTION II $t ETHICS AND THE INDIVIDUAL -- $g ch. 2 $t Deciding What's Right: A Prescriptive Approach -- $t Ethics and the Individual -- $t Ethical Dilemmas -- $t Prescriptive Approaches to Ethical Decision Making in Business -- $t Eight Steps to Sound Ethical Decision Making in Business -- $t Practical Preventive Medicine -- $t Conclusion -- $t Discussion Questions -- $t Exercise -- $t Clarifying Your Values -- $t Introducing the Pinto Fires Case -- $t Case: Pinto Fires -- $t Short Cases -- $t Notes -- $g ch. 3 $t Deciding What's Right: A Psychological Approach -- $t Ethical Awareness and Ethical Judgment -- $t Individual Differences, Ethical Judgment, and Ethical Behavior -- $t Ethical Decision-Making Style -- $t Cognitive Moral Development -- $t Locus of Control -- $t Machiavellianism -- $t Moral Disengagement -- $t Facilitators of and Barriers to Good Ethical Judgment -- $t Thinking about Fact Gathering -- $t Thinking about Consequences -- $t Consequences as Risk -- $t Thinking about Integrity -- $t Thinking about Your Gut -- $t Unconscious Biases -- $t Emotions In Ethical Decision Making -- $t Toward Ethical Action -- $t Revisiting the Pinto Fires Case: Script Processing and Cost-Benefit Analysis -- $t Cost-Benefit Analysis -- $t Conclusion -- $t Exercise -- $t Understanding Cognitive Moral Development -- $t Discussion Questions -- $t Short Case -- $t Notes -- $g ch. 4 $t Addressing Individuals' Common Ethical Problems -- $t Identifying Your Values -- and Voicing Them -- $t People Issues -- $t Discrimination -- $t Harassment, Sexual and Otherwise -- $t Conflicts of Interest -- $t What Is It? -- $t How We Can Think about This Issue -- $t Why Is It an Ethical Problem? -- $t Costs -- $t Customer Confidence Issues -- $t What Is It? -- $t How We Can Think about This Issue -- $t Why Is It an Ethical Problem? -- $t Costs -- $t Use of Corporate Resources -- $t What Is It? -- $t How We Can Think about This Issue -- $t Why Is It an Ethical Problem? -- $t Costs -- $t When all Else Fails: Blowing the Whistle -- $t When Do You Blow the Whistle? -- $t How to Blow the Whistle -- $t Conclusion -- $t Discussion Questions -- $t Short Cases -- $t Notes -- $g SECTION III $t MANAGING ETHICS IN THE ORGANIZATION -- $g ch. 5 $t Ethics As Organizational Culture -- $t Introduction -- $t Organizational Ethics as Culture -- $t What Is Culture? -- $t Strong versus Weak Cultures -- $t How Culture Influences Behavior: Socialization and Internalization -- $t Ethical Culture: A Multisystem Framework -- $t Alignment of Ethical Culture Systems -- $t Ethical Leadership -- $t Executive Leaders Create Culture -- $t Leaders Maintain or Change Organizational Culture -- $t Other Formal Cultural Systems -- $t Selection Systems -- $t Values and Mission Statements -- $t Policies and Codes -- $t Orientation and Training Programs -- $t Performance Management Systems -- $t Organizational Authority Structure -- $t Decision-Making Processes -- $t Informal Cultural Systems -- $t Role Models and Heroes -- $t Norms: "The Way We Do Things around Here" -- $t Rituals -- $t Myths and Stories -- $t Language -- $t Organizational Climates: Fairness, Benevolence, Self-Interest, Principles -- $t Developing and Changing the Ethical Culture -- $t How an Ethical Culture Can Become an Unethical Culture -- $t Becoming a More Ethical Culture -- $t A Cultural Approach to Changing Organizational Ethics -- $t Audit of the Ethical Culture -- $t A Cultural Systems View -- $t A Long-Term View -- $t Assumptions about People -- $t Diagnosis: the Ethical Culture Audit -- $t Ethical Culture Change Intervention -- $t The Ethics of Managing Organizational Ethics -- $t Conclusion -- $t Discussion Questions -- $t Case: Culture Change at Texaco -- $t Case: An Unethical Culture In Need of Change: Tap Pharmaceuticals -- $t Case: "Bad to the Bone" -- $t Notes -- $g ch. 6 $t Managing Ethics And Legal Compliance -- $t Introduction -- $t Structuring Ethics Management -- $t Making Ethics Comprehensive and Holistic -- $t Managing Ethics: The Corporate Ethics Office -- $t Ethics and Compliance Officers -- $t The Ethics Infrastructure -- $t The Corporate Ethics Committee -- $t Communicating Ethics -- $t Basic Communications Principles -- $t Evaluating the Current State of Ethics Communications -- $t Multiple Communication Channels for Formal Ethics Communication -- $t Interactive Approaches to Ethics Communication -- $t Mission or Values Statements -- $t Organizational Policy -- $t Codes of Conduct -- $t Communicating Senior Management Commitment to Ethics -- $t Formal and Informal Systems to Resolve Questions and Report Ethical Concerns -- $t Using the Reward System to Reinforce the Ethics Message -- $t Evaluating the Ethics Program -- $t Surveys -- $t Values or Compliance Approaches -- $t Globalizing an Ethics Program -- $t Conclusion -- $t Discussion Questions -- $t Short Case -- $t Appendix: How Fines Are Determined under the U.S. Sentencing Guidelines -- $t Notes -- $g ch. 7 $t Managing For Ethical Conduct -- $t Introduction -- $t In Business, Ethics is about Behavior -- $t Practical Advice for Managers: Ethical Behavior -- $t Our Multiple Ethical Selves -- $t The Kenneth Lay Example -- $t The Dennis Levine Example -- $t Practical Advice for Managers: Multiple Ethical Selves -- $t Rewards and Discipline -- $t People Do What Is Rewarded and Avoid Doing What Is Punished -- $t People Will Go the Extra Mile to Achieve Goals Set by Managers -- $t How Goals Combined with Rewards Can Encourage Unethical Behavior -- $t Practical Advice for Managers: Goals, Rewards, and Discipline -- $t Recognize the Power of Indirect Rewards and Punishments -- $t Can Managers Really Reward Ethical Behavior? -- $t What About the Role of Discipline? -- $t Practical Advice for Managers: Discipline -- $t People Follow Group Norms -- $t "Everyone's Doing It" -- $t Rationalizing Unethical Behavior -- $t Pressure to Go Along -- $t Practical Advice for Managers: Group Norms -- $t People Fulfill Assigned Roles -- $t The Zimbardo Prison Experiment -- $t Roles at Work -- $t Conflicting Roles Can Lead to Unethical Behavior -- $t Roles Can Also Support Ethical Behavior -- $t Practical Advice for Managers: Roles -- $t Obedience to Authority: People Do What They're Told -- $t The Milgram Experiments -- $t Obedience to Authority at Work -- $t Practical Advice for Managers: Obedience to Authority -- $t Responsibility is Diffused in Organizations -- $t "Don't Worry -- We 're Taking Care of Everything" -- $t Diffusing Responsibility in Groups -- $t Diffusing Responsibility by Dividing Responsibility -- $t Diffusing Responsibility by Creating Psychological Distance -- $t Practical Advice for Managers: Personal Responsibility -- $t Conclusion -- $t Am I Walking My Ethical Talk? -- $t Discussion Questions -- $t Case: Sears, Roebuck, and Co.: The Auto Center Scandal -- $t Short Case -- $t Notes -- $g ch. 8 $t Ethical Problems Of Managers -- $t Introduction -- $t Managers and Employee Engagement -- $t Managing the "Basics" -- $t Hiring and Work Assignments -- $t Performance Evaluation -- $t Discipline -- $t Terminations -- $t Why Are These Ethical Problems? -- $t Costs -- $t Managing a Diverse Workforce -- $t Diversity -- $t Harassment -- $t Family and Personal Issues -- $t Why Are These Ethical Problems? -- $t Costs -- $t The Manager as a Lens -- $t The Buck Stops with Managers -- $t Managers Are Role Models -- $t Managing Up and Across -- $t Honesty Is Rule One -- $t Standards Go Both Ways -- $t Conclusion -- $t Discussion Questions -- $t Short Cases -- $t Notes -- $g SECTION IV $t Organizational Ethics And Social Responsibility -- $g ch. 9 $t Corporate Social Responsibility -- $t Introduction -- $t Why Corporate Social Responsibility? -- $t Types of Corporate Social Responsibility -- $t Economic Responsibilities -- $t Legal Responsibilities -- $t Ethical Responsibilities -- $t Philanthropic Responsibilities -- $t Triple Bottom Line and Environmental Sustainability -- $t Is Socially Responsible Business Good Business? -- $t The Benefit of a Good Reputation -- $t Socially Responsible Investors Reward Social Responsibility -- $t The Cost of Illegal Conduct -- $t The Cost of Government Regulation -- $t What the Research Says about Social Responsibility and Firm Performance -- $t Being Socially Responsible Because It's the Right Thing to Do -- $t Conclusion -- $t Discussion Questions -- $t Case: Merck and River Blindness -- $t Short Case -- $t Notes -- $g ch. 10 $t Ethical Problems Of Organizations -- $t Introduction -- $t Managing Stakeholders -- $t Ethics and Consumers -- $t Conflicts of Interest -- $t Product Safety -- $t Advertising -- $t Ethics and Employees -- $t Employee Safety -- $t Employee Downsizings -- $t Ethics and Shareholders -- $t Ethics and the Community -- $t Why Are These Ethical Issues? -- $t Costs -- $t Conclusion -- $t Short Cases -- $t Discussion Questions 505 00 $a Note continued: $t Notes. $g ch. 11 $t Managing For Ethics And Social Responsibility In A Global Environment -- $t Introduction -- $t Focus on the Individual Expatriate Manager -- $t The Difficulties of Foreign Business Assignments -- $t The Need for Structure, Training, and Guidance -- $t Foreign Language Proficiency -- $t Learning about the Culture -- $t Recognizing the Power of Selective Perception -- $t Assumption of Behavioral Consistency -- $t Assumption of Cultural Homogeneity -- $t Assumption of Similarity -- $t How Different Are Ethical Standards in Different Cultures -- Really? -- $t Development of Corporate Guidelines and Policies for Global Business Ethics -- $t The Organization in a Global Business Environment -- $t Deciding to Do Business in a Foreign Country -- $t Development of a Transcultural Corporate Ethic -- $t Conclusion -- $t Discussion Questions -- $t Short Case -- $t Case: Selling Medical Ultrasound Technology in Asia -- $t Case: Google Goes to China -- $t Notes. 520 0 $a This book provides the tools to follow an ethical approach to business. 650 0 $a Business ethics. 650 0 $a Business ethics $v Case studies. 650 7 $a Business ethics. $2 fast $0 (OCoLC)fst00842675 650 7 $a Business ethics. $2 nli 650 7 $a Business ethics $v Case studies. $2 nli 655 7 $a Case studies. $2 fast $0 (OCoLC)fst01423765 700 1 $a Nelson, Katherine A., $d 1948- 941 $a 1 952 $l LVOX826 $d 20220318014044.0 956 $a http://locator.silo.lib.ia.us/search.cgi?index_0=id&term_0=1D852BDE78F611ECAF30597D2FECA4DB 994 $a 92 $b PWTInitiate Another SILO Locator Search