The eighth edition of Managing Business Ethics shows students how the study of ethics is relevant to real-life business decisions. This highly-regarded text empowers students with the knowledge required to identify, understand, and solve ethical dilemmas while promoting ethical behavior in themselves, in their friends and colleagues, and in their organizations. Authors Linda Trevino and Katherine Nelson offer a pragmatic approach to prepare students for professional roles as managers, compliance officers, human resources managers, senior executives, and others.
Focusing on the types of problems that students will most likely encounter in their careers, this new edition includes carefully revised content that incorporates the latest research on ethics and organizational behavior. The authors integrate theory and practice to provide a balanced presentation of both classic and recent business ethics cases, examples, and approaches. Accessible and engaging chapters discuss ethics and the individual, managing ethics in an organization, the relation between organizational ethics and social responsibility, and more. Throughout the text, a diverse range of examples and case studies bring key concepts to life, while practical activities enable students to apply the concepts in their own lives and careers.
Table of Contents
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
