Ethics Management

Author(s):  
Silvia Puiu
Keyword(s):  
2011 ◽  
Vol 17 (1) ◽  
pp. 141-152
Author(s):  
Anton Jamnik

Past several decades management has become a vital concern to society. If we look at pools, we notice that the public does not have good opinion abouth management ethics and business. For the management community to turn this situation around, significant efforts are required. It should be understood what management ethics means, why it is important and how it should be integrated into decision making. Principles of ethics from moral philosophy and management theory are available to inform interested managers. Next challenge is to avoid immoral management, transitioning from an amoral to a moral management mode of leadership, behavior, decision making policies and practices. Moral management stands on ethical leadership. It requires that managers search out those vulnerable situations in which in which amorality may reign if careful, thoughtful reflection is not given by management. Further requires that managers understand, and be sensitive to, all the stakeholders of the organization and their stakes. If the moral management model is to be achieved, managers need to integrate ethical wisdom with their managerial wisdom and to take steps to create and sustain an ethical climate in their organizations. When all that will be done, the desirable goals of moral management will be achievable.


2012 ◽  
Vol 2 (1) ◽  
pp. 139
Author(s):  
Javad Mehrabi ◽  
Mohammad Hossein Mosharaf Javadi ◽  
Kamran AliAbadi ◽  
Mohammad Hasan Tanhaei ◽  
Batool Samangoei

Objective of this survey was to study relationships between tools of ethics management and organizational trustMethods and Research analysis: The present survey has been conducted using descriptive-field-correlation method. Statistical population includes administrative employees of Education Organization in Kermanshah province that are three-hundred persons and sample volume has been selected equal to one-hundred seventy persons. Chi-square test (x2), assimilation amount of agreement, Fi-Kramer measurement scale and SPSS software have been used in this survey.Findings: There is a strong significant relationship between tools of ethics management and organizational trust, since the obtained sig=0.000< 5% is based on the main research hypothesis and Fi-Kramer is equal to 0.795.Conclusion: Using ethics management tools in the organization under study will be leaded to growth and improvement of organizational trust level. Key words: Organizational trust, ethics management, ethics management tools


2009 ◽  
Vol 5 (5) ◽  
pp. 61-68
Author(s):  
Cleamon Moorer Jr

Resolving and decreasing identity theft is a burden shared by businesses managers and consumers; civic groups (non-governmental agencies); and governmental agencies. Terri, a hotel manager of a large international flagship resort is notified by authorities that her hotel and some of its key employees have been the focus of a 3-month long identity theft sting. Terri, has to handle ethical, legal, and organizational issues while facing possible criminal charges. She has a small window of time to try to resolve this issue internally and re-establish trust with all key external stakeholder constituencies. This case can be used in the following undergraduate and graduate courses: business ethics, management information systems, organizational behavior.


2018 ◽  
Vol 71 ◽  
pp. 257-268
Author(s):  
Won-Yong Ryu ◽  
Young-Moon Kwon ◽  
Young-Wook Kim

Author(s):  
L. J. Van Vuuren ◽  
R. J. Eiselen

Since few South African organisations have as yet appointed ethics officers, there is often a lack of clarity on who should take responsibility for coordinating organisations’ ethics management efforts. The purpose of this paper was to assess HR (the Human Resource function and its practitioners) as a possible contender to assume responsibility for ethics management in SA organisations. To this end a mail survey was conducted among registered HR practitioners (N=410). Two factors related to 1) the extent of HR’s ethics management competence and 2) HR’s responsibility for ethics management, were identified. The results showed that HR practitioners on average believe that they indeed have an ethics management competence and that they should be involved in ethics management. However, practitioners with a great deal of exposure to organisations that manage ethics believe to a lesser extent that they should be involved in ethics management. The implications of the findings are discussed.


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