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Managing Business Ethics: Straight Talk about How to Do It Right, 6th Edition

Book Description

Linda Treviño and Kate Nelson bring together a mix of theory and practice in Managing Business Ethics: Straight Talk about How to Do It Right 6th Edition.

In this new edition, the dynamic author team of Linda Treviño, prolific researcher and Distinguished Professor, and Kate Nelson, Professor and longtime practitioner of strategic organizational communications and human resources, equip students with the pragmatic knowledge they need to identify and solve ethical dilemmas, understand their own and others' ethical behavior, and promote ethical behavior in their organization.

Managing Business Ethics is the perfect text to prepare students for a range of roles in the business world—managers across business functions, communications professionals, compliance officers, corporate counsels, human resources managers, and senior executives.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright
  4. BRIEF CONTENTS
  5. CONTENTS
  6. PREFACE WHY DOES THE WORLD NEED ANOTHER BUSINESS ETHICS TEXT?
  7. ACKNOWLEDGMENTS
  8. SECTION I: INTRODUCTION
    1. CHAPTER 1: INTRODUCING STRAIGHT TALK ABOUT MANAGING BUSINESS ETHICS: WHERE WE'RE GOING AND WHY
      1. INTRODUCTION
      2. THE FINANCIAL DISASTER OF 2008
      3. MOVING BEYOND CYNICISM
      4. CAN BUSINESS ETHICS BE TAUGHT?
      5. THIS BOOK IS ABOUT MANAGING ETHICS IN BUSINESS
      6. ETHICS AND THE LAW
      7. WHY BE ETHICAL? WHY BOTHER? WHO CARES?
      8. THE IMPORTANCE OF TRUST
      9. THE IMPORTANCE OF VALUES
      10. HOW THIS BOOK IS STRUCTURED
      11. CONCLUSION
      12. DISCUSSION QUESTIONS
      13. EXERCISE
      14. NOTES
  9. SECTION II: ETHICS AND THE INDIVIDUAL
    1. CHAPTER 2: DECIDING WHAT'S RIGHT: A PRESCRIPTIVE APPROACH
      1. ETHICS AND THE INDIVIDUAL
      2. CONCLUSION
      3. DISCUSSION QUESTIONS
      4. EXERCISE
      5. INTRODUCING THE PINTO FIRES CASE
      6. CASE
      7. SHORT CASES
      8. NOTES
    2. CHAPTER 3: DECIDING WHAT'S RIGHT: A PSYCHOLOGICAL APPROACH
      1. ETHICAL AWARENESS AND ETHICAL JUDGMENT
      2. INDIVIDUAL DIFFERENCES, ETHICAL JUDGMENT, AND ETHICAL BEHAVIOR
      3. FACILITATORS OF AND BARRIERS TO GOOD ETHICAL JUDGMENT
      4. TOWARD ETHICAL ACTION
      5. CONCLUSION
      6. EXERCISE
      7. DISCUSSION QUESTIONS
      8. SHORT CASE
      9. NOTES
    3. CHAPTER 4: ADDRESSING INDIVIDUALS’ COMMON ETHICAL PROBLEMS
      1. PEOPLE ISSUES
      2. CONFLICTS OF INTEREST
      3. CUSTOMER CONFIDENCE ISSUES
      4. USE OF CORPORATE RESOURCES
      5. WHEN ALL ELSE FAILS: BLOWING THE WHISTLE
      6. CONCLUSION
      7. DISCUSSION QUESTIONS
      8. SHORT CASES
      9. NOTES
  10. SECTION III: MANAGING ETHICS IN THE ORGANIZATION
    1. CHAPTER 5: ETHICS AS ORGANIZATIONAL CULTURE
      1. INTRODUCTION
      2. ORGANIZATIONAL ETHICS AS CULTURE
      3. ETHICAL CULTURE: A MULTISYSTEM FRAMEWORK
      4. ETHICAL LEADERSHIP
      5. OTHER FORMAL CULTURAL SYSTEMS
      6. INFORMAL CULTURAL SYSTEMS
      7. ORGANIZATIONAL CLIMATES: FAIRNESS, BENEVOLENCE, SELF-INTEREST, PRINCIPLES
      8. DEVELOPING AND CHANGING THE ETHICAL CULTURE
      9. A CULTURAL APPROACH TO CHANGING ORGANIZATIONAL ETHICS
      10. THE ETHICS OF MANAGING ORGANIZATIONAL ETHICS
      11. CONCLUSION
      12. DISCUSSION QUESTIONS
      13. CASE
      14. CASE
      15. CASE
      16. NOTES
    2. CHAPTER 6: MANAGING ETHICS AND LEGAL COMPLIANCE
      1. INTRODUCTION
      2. STRUCTURING ETHICS MANAGEMENT
      3. COMMUNICATING ETHICS
      4. USING THE REWARD SYSTEM TO REINFORCE THE ETHICS MESSAGE
      5. EVALUATING THE ETHICS PROGRAM
      6. VALUES OR COMPLIANCE APPROACHES
      7. GLOBALIZING AN ETHICS PROGRAM
      8. CONCLUSION
      9. DISCUSSION QUESTIONS
      10. SHORT CASE
      11. APPENDIX
      12. NOTES
    3. CHAPTER 7: MANAGING FOR ETHICAL CONDUCT
      1. INTRODUCTION
      2. IN BUSINESS, ETHICS IS ABOUT BEHAVIOR
      3. OUR MULTIPLE ETHICAL SELVES
      4. REWARDS AND DISCIPLINE
      5. PEOPLE FOLLOW GROUP NORMS
      6. PEOPLE FULFILL ASSIGNED ROLES
      7. OBEDIENCE TO AUTHORITY: PEOPLE DO WHAT THEY'RE TOLD
      8. RESPONSIBILITY IS DIFFUSED IN ORGANIZATIONS
      9. CONCLUSION
      10. DISCUSSION QUESTIONS
      11. CASE
      12. SHORT CASE
      13. NOTES
    4. CHAPTER 8: ETHICAL PROBLEMS OF MANAGERS
      1. INTRODUCTION
      2. MANAGING THE “BASICS”
      3. MANAGING A DIVERSE WORKFORCE
      4. THE MANAGER AS A LENS
      5. MANAGING UP AND ACROSS
      6. CONCLUSION
      7. DISCUSSION QUESTIONS
      8. SHORT CASES
      9. NOTES
  11. SECTION IV: ORGANIZATIONAL ETHICS AND SOCIAL RESPONSIBILITY
    1. CHAPTER 9: CORPORATE SOCIAL RESPONSIBILITY
      1. INTRODUCTION
      2. WHY CORPORATE SOCIAL RESPONSIBILITY?
      3. TYPES OF CORPORATE SOCIAL RESPONSIBILITY
      4. TRIPLE BOTTOM LINE AND ENVIRONMENTAL SUSTAINABILITY
      5. IS SOCIALLY RESPONSIBLE BUSINESS GOOD BUSINESS?
      6. CONCLUSION
      7. DISCUSSION QUESTIONS
      8. CASE
      9. SHORT CASE
      10. NOTES
    2. CHAPTER 10: ETHICAL PROBLEMS OF ORGANIZATIONS
      1. INTRODUCTION
      2. MANAGING STAKEHOLDERS
      3. ETHICS AND CONSUMERS
      4. ETHICS AND EMPLOYEES
      5. ETHICS AND SHAREHOLDERS
      6. ETHICS AND THE COMMUNITY
      7. WHY ARE THESE ETHICAL ISSUES?
      8. COSTS
      9. CONCLUSION
      10. SHORT CASES
      11. DISCUSSION QUESTIONS
      12. NOTES
    3. CHAPTER 11: MANAGING FOR ETHICS AND SOCIAL RESPONSIBILITY IN A GLOBAL ENVIRONMENT
      1. INTRODUCTION
      2. FOCUS ON THE INDIVIDUAL EXPATRIATE MANAGER
      3. THE ORGANIZATION IN A GLOBAL BUSINESS ENVIRONMENT
      4. CONCLUSION
      5. DISCUSSION QUESTIONS
      6. SHORT CASE
      7. CASE
      8. CASE
      9. NOTES
  12. INDEX