Ethical And Legal Issues

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The document discusses ethical and legal issues facing GreatestColas and proposes an action plan to address them. It identifies issues such as hiring practices, cultural differences, discrimination, bribery, and safety. The action plan establishes a corporate social responsibility program, defines a common ethical theory and corporate ethics policies, increases ethical training, and follows up on compliance. The goal is to establish a strong ethical culture and avoid future legal problems.

Business Economy & Finance

Ethical and Legal Issues Facing GreatestColas Piecing Together an Effective Action Plan for Success by Mark Carlson

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18 | P a g e The Ethical Standards for Human Service Professionals: Past and Future Linda Wark Indiana University—Purdue University Fort Wayne Chair, Ethics Committee, NOHS Abstract This article examines the purpose of ethical codes, the development of the NOHS Ethical Standards for Human Service Professionals, the current status of the NOHS code and the new CCE code, and elements of a code revision process. Introduction For professional membership organizations, a code of ethics has many purposes for educators, practitioners and students. Ethical codes define acceptable behavior and responsibilities in practice and education (Burger, 2008). They promote the welfare of clients, providing assurance that established and widely accepted standards will be followed (Corey, Corey & Callanan, 2011; Vesper & Brock, 1991). They also moderate the influence of personal values in professional practice (Spano & Koenig, 2007), thus promoting the stability of professions (Remley & Herlihy, 2010). They represent the consensus of members in a profession (Scalise, 2000) and signify the maturity of a professional organization (Wilcoxon, Remley, Gladding & Huber, 2008). Finally, following a code of ethics protects practitioners in malpractice suits and provides professional organizations self-control instead of potential regulation by government (Corey, Corey & Callanan, 2011; Dolgoff, Loewenberg & Harrington, 2009). Despite their usefulness, difficulties are inherent in ethical codes. Codes cannot replace decision-making processes to navigate ethical dilemmas (Dolgoff, Loewenberg & Harrington, 2009). They immediately become outdated as new laws, social policy and social problems perpetually arise (Neukrug, 2010). Further, ethical codes do not encompass all of the values of an organization’s members (Spano & Koenig, 2007), nor do they include all possible clinical situations (Remley & Herlihy, 2010). Finally, laws can override an organization’s code of ethics (Burger, 2008). Although not exhaustive, the above information addresses the impact ethical codes can have on a profession. Therefore, it is important to consider how codes are developed and revised. This article specifically concerns the code of ethics of the National Organization for Human Services. 19 | P a g e The History of the Ethical Standards for Human Service Professionals For the National Organization for Human Services (NOHS, formerly NOHSE), the history of its code of ethics formally began in 1990 (see “Special Feature,” 1996 for a full account). In 1991, with interest from the Council for Standards in Human Service Education (CSHSE), the NOHS Board commissioned a joint CSHSE and NOHS committee for the development of a code. Code development was also influenced by a university faculty member and seven graduate students who developed a code for the Southern Organization for Human Service Education (SOHSE). To guide them, codes of.

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1 BUSM 3199/3115/4198 Ethics & Governance Lecture 4: Creating an Ethical Organisation 1 2 Today So what are we are saying is: B = f (P & E) BEHAVIOUR ENVIRONMENT PERSON 2 3 Outline The work context Organisational culture Ethical formal and informal cultural systems Ethics codes Ethical leadership The relationship between leadership, culture, ethics codes and behaviour 3 4 Learning objectives for today Know the characteristics of an ethical organization Discuss the difference between ethics of value and ethics of compliance Understand the ethical formal and informal cultural systems Discuss a code of ethics Discuss ethical leadership 5 An Ethical Organisation Trust Effective communication Openness Objectivity and fairness Integrity Transparency Values 6 The organisation as a context individual personality is unimportant in organisational criminal behaviour, as it results from role fulfilling rather than individual pathology (Schrager & Short 1978) a reliable picture of moral conduct can be ascertained “not so much in direct observation of the decision maker as in a firmer grasp of the decision maker’s environment” (Frederick 1992) Bad apples and bad barrels: Most people are the product of the context they find themselves. They look up and around… (Trevino and Brown 2004) 7 Organisational membership Persons in organisations are socialised in their roles (Katz and Kahn 1978). Through this process, people accept the organisational goal structure and the culture (Clinard & Yeager 1980). The expected role behaviour is learned from others’ expectations and the rewards that they receive from their organisational membership. 8 Ethics of Values? or Ethics of Compliance? Values approach - is proactive and inspirational; emphasises expected behaviour, high standards Compliance approach - is reactive and punitive; emphasises required behaviour, obeying the law 9 Organisational culture Organisational culture affects people in organisations The organisational culture includes the basic assumptions concerning what is right, proper and fair (Gottlieb & Sanzgiri 1996). Expresses shared assumptions, values and beliefs and is the social glue that holds the organization together. It’s “how we do things around here.” (Trevino & Nelson 2006) 10 Ethical formal cultural systems Leadership: creates, maintains and changes culture. Most important aspect of an organisation’s ethical culture Selection and reward systems Structure - authority, responsibility and ethical culture Policies and codes- their effectiveness depends on other formal and informal systems. Ethics must be in the blood line of the organisation. Orientation and training programs. Decision making processes assumptions and scripts (Trevino & Nelson 2006) 11 Reward systems Reward systems can encourage unethical behavior People do what’s rewarded Rewards don’t have to be explicit Think about how attempts to motivate can backfire Set goals f.

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Codes of Ethical Conduct: A Bottom-Up Approach Ronald Paul Hill • Justine M. Rapp Received: 18 January 2013 / Accepted: 12 December 2013 / Published online: 1 January 2014 � Springer Science+Business Media Dordrecht 2013 Abstract Developing and implementing a meaningful code of conduct by managers or consultants may require a change in orientation that modifies the way these precepts are determined. The position advocated herein is for a different approach to understanding and organizing the guiding parameters of the firm that requires individual reflection and empowerment of the entire organization to advance their shared values. The processes involved are discussed using four discrete stages that move from the personal to the work team and to the unit to the full company, followed by the board of directors’ evaluation. The hoped-for end product is dynamic, employee-driven, codes of conduct that recognize the systemic and far- reaching impact of organizational activities across internal and external stakeholders. Operational details for and some issues associated with its implementation are also provided. Keywords Code of conduct � Employee-driven approaches � Bottom-up development Corporation, Be Good! Frederick (2006) That managers and employees are capable of both ethical and unethical behaviors due to individual and internal corporate culture factors cannot be denied (Ashforth and Anand 2003; Treviño and Weaver 2003; Treviño et al. 2006). Over the last decade, as diverse organizational stakeholders began exerting more pressure on firms to eliminate unethical conduct, the field of management has witnessed a proliferation of research on ethics and ethical behavior in organizations (Elango et al. 2010; Gopala- krishnan et al. 2008; O’Fallon and Butterfield 2005; Tre- viño et al. 2006). However, recent ethical failures, as well as continuous ethical challenges that organizations face, have led scholars to conclude that predicting ethical dilemmas is difficult a priori: ‘‘It is only, when we look back on our conduct over the long run that we may find ourselves guilty of moral laxity’’ (Geva 2006, p. 138). What underlies this particular situation is the inability of organizational elites to monitor and implement initiatives within today’s complex business entities (Martin and Eisenhardt 2010; Uhl-Bien et al. 2007). Accordingly, more dynamic approaches to business ethics is needed, one that spans ‘‘both the individual and organizational levels’’ of concern (Gopalakrishnan et al. 2008, p. 757). As a consequence and in reaction to neoclassical eco- nomics, managers and their employees are expected to go beyond dictates imposed by the law and marketplace to fulfill larger responsibilities (Stark 1993). This expectation is accomplished through adoption of a stakeholder per- spective that is infused with empathy for people, groups, and communities that may be impacted by the actions of business.

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An Analysis of the Ethical Codes of Corporations and Business Schools Harrison McCraw Kathy S. Moffeit John R. O’Malley Jr. ABSTRACT. Reports of ethical lapses in the business world have been numerous and widespread. Ethical awareness in business education has received a great deal of attention because of the number and severity of business scandals. Given Sarbanes-Oxley legislation and recent Association to Advance Collegiate Schools of Business International’s (AACSBI) recommendations, this study examined respective websites of Securities and Exchange Commission (SEC) regulated public companies and AACSBI-accredited business schools for ethical policy statement content. The analysis was accomplished by classifying ethical expressions into a framework consisting of the attributes of thematic content and focus/themes partially based on the 2004 research of Gaumnitz and Lere. Findings indicate that public companies have been diligent in presenting website ethical content that closely follows authoritative recommendations. Business schools appear not to have prioritized such disclosure to the extent done so by public companies. Although there was improvement between two samples taken in 2005 and 2007, this study provides evidence that many accredited business schools have little or no disclosed ethical expectations in their mission, vision, goals, or other similar types of statements on their websites. Additional findings provide several opportunities for future research. KEY WORDS: AACSBI, corporate ethical codes, ethical codes, content of ethical codes, Sarbanes-Oxley, SEC Ethical lapses in the business world were numerous and widespread during the late 1990s and into the early part of the new century. Business conduct that at best was questionable, if not criminal, permeated the business news. Jennings (1999) provides several examples of firms implicated and fined for such conduct including Archer Daniels Midland (price- fixing), Long-Term Capital (unusually high-risk investments), Cendant (creative earnings), Bankers Trust (leveraged derivatives), Rite-Aid and Wal- Mart (charge back policies with suppliers, which caused temporary or permanent underpayments), and Sears (disregard for bankruptcy laws and creditor rights). Other firms implicated for corporate mal- feasance include Enron, WorldCom, Sunbeam, Arthur Andersen, and HealthSouth (Russell and Smith, 2003). Management of these firms appear to have been swept away by opportunities to reap extraordinary gains for their firms and/or themselves. Managers made decisions that caused great harm to their careers, their companies, their stakeholders, and society. Ethical misconduct by business managers as cited above has triggered regulatory reform designed to protect stakeholder interest. The American system of higher education sup- plies the majority of business leaders in the United States. Given the number and severity of .

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