Business Ethics: Straight Transactions
| Course Number |
LWE601 |
| Objectives |
At the end of this course, you will
be equipped to make basic ethical decisions
on business maters involving conflicts of interest, work requirements, work
conditions and dealing with work problems. |
| Credit Hours and Fee |
3.0 CE Credit Hours with a fee of $24.00 |
| Instructor |
Rudolf Klimes, PhD (Indiana University), MPH
(Johns Hopkins University);
Adjunct Professor at Folsom Lake College, Folsom CA. |
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This
course deals with Conflict of Interest,
Work,
Harassment and Whistle Blowing .
In most businesses, ethics is promulgated as a policy. You need to find the answers to these questions:
1. When are interests in
conflict?
|
1.1 law
1.2 types |
2. What is work ethics?
|
2.1 management
2.2 investing |
3. Are you being harassed?
|
3.1 sexual
3.2 racial |
4. Who are whistle-blowers?
|
4.1 trust
4.2 effectiveness |
Questions
First take this exercise at http://www-rohan.sdsu.edu/faculty/dunnweb/exer.bradyinstrument.html

1. When are interests in conflict?
|
What does the law say?
In a conflict of interest, the conflict is between the interests of the
organization and that of the employee (or sometimes board or other member). What are examples of conflicts of interest?
One short way to define ethics is to call it the study of right and
wrong. Ethics seeks answers to questions like "Is it OK to push
a worker pretty hard to get his job done?"
"What is usually the right thing to do?" Here are four
statements. Some are better than others.
"I would never harassed anyone"............................."I
have my fingers in a lot of things"
"In some cases it may be OK to take a pen home."............................................
"I stop this waste"
ERIC_NO:
ED427622, Guide to Conflict of Interest and
Disclosure. The Fundamentals. Board Basics. By
Ingram, Richard T.,
1997
ABSTRACT:
This booklet offers guidelines for conflict of interest issues and disclosure
for members of governing boards of institutions of higher education. It urges
institutions to develop conflict-of-interest policy documents to guide decisions
concerning such topics as defining what constitutes "conflict of
interest"; the board's role in cases of an "appearance" of
conflict of interest; when a perceived conflict of interest should be addressed;
who is responsible for requesting board attention and action; maintaining
balance in light of the need to seek members who are influential people with
diverse affiliations; and whether board policy should specify most possible
conflicts of interest. A general guideline offered suggests that any time a
trustee or institutional officer (or family member or business associate) stands
to gain financially (either directly or indirectly) from a specific transaction,
there is a potential conflict of interest. Examples of relatively easy and more
difficult situations are offered. The booklet warns that policy guidelines and
annual disclosure requirements should strike a balance between being overly
prescriptive or so vague that they are easily ignored or ineffective. Also
provided are some criteria for defining conflict of interest, as well as a
sample conflict of interest policy statement.
ERIC_NO:
ED404907,
State Univesity of New York at Buffalo: Potential Conflict of Interest
in the School Pharmacy. Report 95-D-50.
1997
ABSTRACT:
This audit examined a case of potential conflict of interest in the School of
Pharmacy at the State University of New York (SUNY) at Buffalo. In 1992 a
professor in the Department of Pharmacy Practice, which conducts grant-funded
drug research, created Pharmaceutical Outcomes Research, Incorporated (PhOR), a
private, for-profit corporation that also conducted drug research. In February
1994 this professor became chairman of the department. It was alleged that a
computer network had been removed from the department to PhOR offices where it
was used to obtain research monies that may have otherwise gone to the
university, and that department faculty and staff time had been inappropriately
diverted to benefit PhOR. An investigation found that the professor in question
admitted to removing the computer network to PhOR offices and using the
equipment to work on both university and PhOR grants. It was also found that
drug research grant funding for the department declined from $428,000 to
virtually nothing during the period while grant funding for PhOR increased
substantially. The professor subsequently resigned, and the matter was referred
to the state attorney general's office. Two appendixes contain a list of
contributors and SUNY Buffalo's response to the report.

What are some of the myths about business and work ethics? Complete
Guide to Ethics Management
Consider a simple Code of Ethics: Employees will conduct
themselves at all times as follows: Treat every customer as if she/he were our
last. Speak and act professionally at all times. Be completely honest in every
communication. Insure that your ethics are above reproach and fair.
What is ethical in business, financing and investment?
Mark Pastin, in The Hard Problems of Management:
Gaining the Ethics Edge (Jossey-Bass, 1986), provides the following four
principles for highly ethical organizations:
1. They are at ease interacting with diverse internal and external stakeholder
groups. The ground-rules of these firms make the good of these stakeholder
groups part of the organizations' own good.
2. They are obsessed with fairness. Their ground-rules emphasize that the other
persons' interests count as much as their own.
3. Responsibility is individual rather than collective, with individuals
assuming personal responsibility for actions of the organization. These
organizations' ground-rules mandate that individuals are responsible to
themselves.
4. They see their activities in terms of purpose. This purpose is a way of
operating that members of the organization highly value. And purpose ties the
organization to its environment.
ERIC_NO:
ED288062,
Vocational Ethics. Toward the Development of an Enabling Work
Ethic.
Miller, Pamela F.; Coady, William T.
1986
ABSTRACT:
This manual is intended to provide vocational educators with a rational for
teaching vocational ethics, a framework for understanding the development of an
enabling work ethic, and practical suggestions for teaching vocational ethics in
the classroom. The first section discusses the importance of vocational ethics
as an area of inquiry focusing on questions of ethical conduct in the workplace.
The three stages involved in the development of an enabling work ethic are then
examined. The next section reviews principles of indirect and overt instruction,
appropriate instructional content, teaching strategies (the teacher's role and
the format and sequence of instruction), and procedures for creating and
adapting curricula. Covered in the section on instructional content are value
assessment criteria (reciprocity, consistency, coherence, comprehensiveness,
adequacy, and duration) and mediation skills (assertiveness, empathic listening,
principled negotiation, and risk taking). Appendixes include a list of materials
dealing with assertiveness, empathic listening, and negotiating and risk-taking
skills, as well as 13 sample lesson plans, all of which involve problem solving
by using the value assessment criteria and mediation skills discussed in the
manual.
3. Are you being harassed?
|

What is sexual harassment? Quiz
Sexual harassment deals with behavior that is not only inappropriate but also
illegal. Unwelcome acts in themselves may not constitute sexual harassment. That
behavior arises from inappropriate motives and emotions. While it is often
difficult to document, it can be documented.
ERIC_NO:
ED197242,
Sexual Harassment. A Report on the Sexual
Harassment of Students. By
Till, Frank J.,
1980
ABSTRACT:
To convince federal policy-makers that the sexual harassment of students is both
illegal and serious, the National Advisory Council on Women's Educational
Programs issued and circulated a "Call for Information on the Sexual
Harassment of Students," a request for descriptive anecdotes from victims
and others who knew of harassment incidents. Anecdotes from 116 victims
identified 5 types of sexual harassment: (1) sexist remarks or behavior; (2)
inappropriate and offensive, but sanction-free sexual advances; (2) solicitation
of sexual activity by promise of rewards; (4) coercion of sexual activity by
threat of punishment; and (5) sexual crimes and misdemeanors. Information from
students in postsecondary institutions who have been harassed by faculty, staff,
or other employees reveals that few colleges and universities are dealing with
the problem and that students are coping privately with harassment. The Council
recommends that schools publicly state their policy on the prohibition of sexual
harassment, avenues of complaint, and sanctions for incidents, and suggests that
the federal government make sexual harassment an act of discrimination under
Title IX.

4. Who are whistle-blowers?
|
How does whistle-blowing affect trust and work?
Whist-blowers need to careful logs of all relevant activities to document their
concerns. Consider some cases of whistle-blowing.
ERIC_NO:
ED199773,
Constitutional Protection for Whistle Blowers: Has
the First Amendment Called in Sick? By
Sanders, Wayne,
1981
ABSTRACT:
Free speech for the public employee is much more limited than free speech in the
society at large. The courts have been unwilling to extend free speech
protection carte blanche and have instead cautiously attempted to define what
speech would be allowed or prohibited in public organizations. This approach is
illustrated in four areas of court concern: (1) the controversy between internal
versus external communication, (2) the establishment of criteria to distinguish
protected from unprotected speech, (3) the scrutiny of organizational
regulations, and (4) the case of organizational members refusing to participate
in certain activities. Regardless of what free speech protections are available
to an employee, they are only as good as the employee's ability to press a free
speech claim. Two practical problems are involved in this: lack of due process
hearings and the complexity of organizational punishments. It is clear, then,
that while the First and Fourteenth Amendments of the Constitution may offer
some protection for the outspoken employee, that employee must fight hard for
the protection. If protecting whistle blowers is an important goal of society,
then alternative legal strategies should be considered. One such strategy might
be a specific contract with free speech provisions clearly stated. Another, and
more promising strategy, is statutory protection.
Studies of Interest
ERIC_NO:
ED434218, Business Ethics. Digest Number 98-1. By
Akhavan, Kambiz,
1998
ABSTRACT:
Discussion of business ethics rests on rather ambiguous grounds. What one person
considers highly unethical can be legitimate in another person's eye. Many
businesses operate under tenets that, although not illegal, most people would
consider unethical. Having the ability to distinguish between ethical and
unethical practices does not guarantee that a business owner will consistently
choose the ethical decision. Business owners need to realize the tremendous
benefits of operating an ethical company and severe disadvantages of using
unethical operations. Guidelines that can help them create or improve the
ethical standards within their companies include the following: (1) if the
company has committed a serious error, do not attempt to cover it up; (2) create
a believable public commitment to ethical operations; (3) establish a strategy
to communicate the ethics guidelines to the staff; (4) build trust with
employees and constantly monitor the ethics program; (5) hire people who can
uphold the company's high ethical standards; and (5) realize that company
executives are role models. Trust is one of the company's most vital assets.
Maintaining the highest ethical standards adds to a company's value and success.
Consequences of success in an unethical business are short lived. If customers
or clients learn a company cheats, they may never return. A business cannot
operate successfully if employees abuse sick days, cut corners on quality, lie
to colleagues, cover up incidents, deceive customers, and take credit for
co-workers' ideas.
ERIC_NO:
ED323143,
A Liberal Education for Business Ethics. By
O'Brien, William A.
1989
ABSTRACT:
The crisis in business ethics does not stem so much from the inability to
distinguish between right and wrong as it does from the habits people develop
over time. Choice in today's world seems to conflict with ethical beliefs.
Ethics involves more than making choices; it also involves learning to live with
results and accepting responsibility for decision making. The choices one makes
have a meaningful impact and corporate United States misses the point in the
current approach to the ethics crisis. By marketing ethics as good business,
corporate United States does more to exacerbate the problem than to cure it. How
can higher education teach ethics in ways that force students beyond exercises
in problem-solving and decision-making? One method is by reversing thinking
about ethics; i.e., to prescribe desired behaviors instead of proscribing
unwanted behaviors. This means concentrating on what is moral and not on what is
merely legal. Another method is by bringing liberal education into the business
curriculum, by adapting traditional material to non-traditional situations, and
by reducing the emphasis on careerism in education. (All ERIC abstracts are from
www.askeric.org )
Ethics
Resources
Ethics
Glossary
Classic Texts in
Ethics
Ethics
Connection - What is Ethics?
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