Efnisyfirlit

• Cover
• Title Page
• Preface
• Acknowledgments
• Section I Introduction
  • 1 Introducing Straight Talk about Managing Business Ethics: Where We’re Going and Why
    • Introduction
    • The Financial Disaster of 2008
    • Moving Beyond Cynicism
    • Can Business Ethics Be Taught?
    • This Book is About Managing Ethics in Business
    • Ethics and the Law
    • Why Be Ethical? Why Bother? Who Cares?
    • The Importance of Trust
    • The Importance of Values
    • How This Book Is Structured
    • Conclusion
    • Discussion Questions
    • Exercise: Your Cynicism Quotient
    • Notes
• Section II Ethics and the Individual
  • 2 Deciding What’s Right: A Prescriptive Approach
    • Ethics and the Individual
    • Conclusion
    • Discussion Questions
    • Exercise: Clarifying Your Values
    • Introducing the Pinto Fires Case
    • Case: Pinto Fires
    • Short Cases
    • Notes
  • 3 Deciding What’s Right: A Psychological Approach
    • Ethical Awareness and Ethical Judgment
    • Individual Differences, Ethical Judgment, and Ethical Behavior
    • Facilitators of and Barriers to Good Ethical Judgment
    • Toward Ethical Action
    • Conclusion
    • Exercise: Understanding Cognitive Moral Development
    • Discussion Questions
    • Short Case
    • Notes
  • 4 Addressing Individuals’ Common Ethical Problems
    • People Issues
    • Conflicts of Interest
    • Customer Confidence Issues
    • Use of Corporate Resources
    • When all Else Fails: Blowing the Whistle
    • Conclusion
    • Discussion Questions
    • Short Cases
    • Notes
• Section III Managing Ethics in the Organization
  • 5 Ethics as Organizational Culture
    • Introduction
    • Organizational Ethics as Culture
    • Ethical Culture: A Multisystem Framework
    • Ethical Leadership
    • Other Formal Cultural Systems
    • Informal Cultural Systems
    • Organizational Climates: Fairness, Benevolence, Self‐Interest, Principles
    • Developing and Changing the Ethical Culture
    • A Cultural Approach to Changing Organizational Ethics
    • The Ethics of Managing Organizational Ethics
    • Conclusion
    • Discussion Questions
    • Case: Culture Change at GM?
    • Case: Culture Change at Texaco
    • Case: An Unethical Culture in Need of Change: Tap Pharmaceuticals
    • Notes
  • 6 Managing Ethics and Legal Compliance
    • Introduction
    • Structuring Ethics Management
    • Communicating Ethics
    • Using the Reward System to Reinforce the Ethics Message
    • Evaluating the Ethics Program
    • Values or Compliance Approaches
    • Globalizing an Ethics Program
    • Conclusion
    • Discussion Questions
    • Appendix: How Fines Are Determined under the U.S. Sentencing Guidelines
    • Notes
  • 7 Managing for Ethical Conduct
    • Introduction
    • In Business, Ethics is about Behavior
    • Our Multiple Ethical Selves
    • Rewards and Discipline
    • People Follow Group Norms
    • People Fulfill Assigned Roles
    • To Authority: People Do What They’re Told
    • Responsibility is Diffused in Organizations
    • Stressed‐Out Employees are More Unethical
    • Conclusion
    • Discussion Questions
    • Case: Sears, Roebuck, and Co.: The Auto Center Scandal
    • Short Case
    • Notes
  • 8 Ethical Problems of Managers
    • Introduction
    • Managing the “Basics”
    • Managing a Diverse Workforce
    • The Manager as a Lens
    • Managing Up and Across
    • Conclusion
    • Discussion Questions
    • Short Cases
    • Notes
• Section IV Organizational Ethics and Social Responsibility
  • 9 Corporate Social Responsibility
    • Introduction
    • Why Corporate Social Responsibility?
    • Types of Corporate Social Responsibility
    • Triple Bottom Line and Environmental Sustainability
    • Is Socially Responsible Business Good Business?
    • Conclusion
    • Discussion Questions
    • Case: Merck and River Blindness
    • Short Case
    • Notes
  • 10 Ethical Problems of Organizations
    • Introduction
    • Managing Stakeholders
    • Key Stakeholder Groups
    • Key Ethical Issues Involving Multiple Stakeholders
    • Classic Ethics Cases
    • Conclusion
    • Short Cases
    • Discussion Questions
    • Notes
  • 11 Managing for Ethics and Social Responsibility in a Global Environment
    • Introduction
    • Focus on the Individual Expatriate Manager
    • The Organization in a Global Business Environment
    • Conclusion
    • Discussion Questions
    • Short Case
    • Case: Selling Medical Ultrasound Technology in Asia
    • Case: Google Goes to China
    • Notes
• Index
• End User License Agreement

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