Managing Business Ethics Straight Talk about How to Do It Right

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.

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

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