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Topic 12Topic 12

Ethics in Ethics in CommunicationCommunication

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Ethics in Management Ethics in Management CommunicationCommunication

1. Core values in making ethical communication

2. Perspective in communication ethics

3. Communication code of ethics

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WHAT IS ETHICS?

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• Ethics is the discipline dealing with what is good or bad and with moral duty and obligation – the principles of conduct governing an individual or group.

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What Is Ethical Behavior?What Is Ethical Behavior?

• Ethics

– Right and wrong, good and bad, in actions that affect others

• Ethical Behavior

– Conforming to generally accepted ethical norms

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Ethics In The WorkplaceEthics In The Workplace

• Beliefs in Right/Wrong & Good/Bad Actions

• Ethical- Conforms To

Social Norms

• Unethical Behavior

• Business Ethics

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Individual EthicsIndividual Ethics• Ambiguity/Law/Real World• Sources of Individual Values & Codes

– Parents– Peers– Experience

• Personal Priorities– Financial Gain– Family/Friends

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Business EthicsBusiness Ethics

• Managerial

• Behavior Toward

–Employees

–Organization

–Others

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The Operative Words of The Operative Words of EthicsEthics

• Discipline – guides, directs and gives order to one’s actions.

• Good or bad – an issue of choice.

• Obligation – the implication of choice. After all is said and done, everything is a choice between alternatives (sleeping in class).

• Principles – rules, norms, and standards.

• Governing – this is not politics. This is about conscience that is always our counsel.

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What is Ethical Behavior?What is Ethical Behavior?

Competing FairlyCompeting Fairlyand Honestlyand Honestly

CommunicatingCommunicatingTruthfullyTruthfully

Not Harming OthersNot Harming Others

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Steps in Steps in Making Making Ethical Ethical

JudgmentsJudgments

Figure 2–1

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Ethical ConsiderationsEthical Considerations• Regarding a particular act…

– Utility: Does it optimize what is best for those who are affected by it?

– Rights: Does it respect the rights of the individuals involved?

– Justice: Is it consistent with what we regard as fair?

– Caring: Is it consistent with people’s responsibilities to each other?

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Expanded Model of Ethical Judgment MakingExpanded Model of Ethical Judgment Making

Figure 2–2

Gather the facts concerning the act or policyGather the facts concerning the act or policy

Is the act or policy acceptable according to the four ethical norms?Is the act or policy acceptable according to the four ethical norms?

• • Utility: Does it optimize the satisfaction of all constituencies?Utility: Does it optimize the satisfaction of all constituencies?

• • Rights: Does it respect the rights and duties of the individuals involved?Rights: Does it respect the rights and duties of the individuals involved?

• • Justice: Is it consistent with the canons of justice?Justice: Is it consistent with the canons of justice?

• • Caring: Is it consistent with the responsibility to care?Caring: Is it consistent with the responsibility to care?

Is there any reason for overriding one or two of the ethical norms?Is there any reason for overriding one or two of the ethical norms?

Is one ethical norm more important than the others?Is one ethical norm more important than the others?

Is there any reason why a person may have been forced into Is there any reason why a person may have been forced into committing an act or following a policy?committing an act or following a policy?

NoNo on all on allcriteriacriteria

NoNo on one or on one or two criteriatwo criteria

YesYes on allon allcriteriacriteria

The act or policy is The act or policy is not not ethical.ethical. The act or policy is ethical.The act or policy is ethical.

NoNo YesYes

Data Data GatheringGathering

AnalysisAnalysis

JudgmentJudgment

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Factors InfluencingFactors InfluencingEthical BehaviorEthical Behavior

Cultural DifferencesCultural Differences

KnowledgeKnowledge

OrganizationalOrganizationalBehaviorBehavior

LegislationLegislation

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Make Make Ethical ChoicesEthical Choices

Make Make Ethical ChoicesEthical Choices

RecognizeRecognizeEthical ChoicesEthical Choices

RecognizeRecognizeEthical ChoicesEthical Choices

MotivateMotivateEthical ChoicesEthical Choices

MotivateMotivateEthical ChoicesEthical Choices

Ethical Ethical CommunicationCommunication

Ethical Ethical CommunicationCommunication

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The Influence of EthicsThe Influence of Ethics• What a candidate tells a prospective

employer.• The information a company reveals. • How companies handle consumer

complaints.• How confidential information is used.• How people respond to business

pressure and respect privacy.

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Where Ethical Conduct Is Where Ethical Conduct Is Important?Important?

• Customers

– Quality

– Contacts

– Problem-solving

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Where Ethical Conduct Is Where Ethical Conduct Is Important?Important?

• Employees

– It will allow you to put the right people in the right place.

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Where Ethical Conduct Is Where Ethical Conduct Is Important?Important?

• Peers – A little white lie! Will it really hurt anything?

• Suppliers

• Competitors

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Managerial MistakesManagerial Mistakes

• Most unethical or unprincipled behavior found in organizations happens for one of these five reasons:

1.Favoring the organization’s interest over the interest of its stakeholders: customers, employees, the community, etc.

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2. Rewarding behavior that violates ethical standards, (i.e. rewarding managers who are ‘under budget,’ even though it meant they pushed employees too hard to cut corners when they should not have)

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3. Creating a corporate environment that encourages separate standards of

behavior for work and home (i.e., punishing people for being honest about mistakes – thereby

encouraging secrecy and deceit or rewarding individuals who grandstand while ignoring solid, but quiet, team players)

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4. Allowing individuals to abuse power to further their own interest, i.e.,

executives who promote ‘friends’ over more qualified employees in order to surround themselves with friendly faces

5. Creating managerial values that undermine integrity. This is the believe that anything is right if the public can be convinced it is right

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Critical Queries for Critical Queries for EthicsEthics

1. Is it legal?

2. How do I feel about this? Am I feeling unusually anxious? Am I fearful?

3. Will any rules, policies or regulations be violated?

4. Is the proposed action consistent with past practice?

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Critical Queries for Critical Queries for EthicsEthics

5. Does my conscience bother me?

6. How would I feel if the details of this situation appeared on the front page of the local newspaper?

7. Does this situation require that I lie about the process or the results?

8. Do I consider this to be an “extraordinary” situation that demands an unusual response?

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Critical Queries for Critical Queries for Ethics Ethics

9. Am I acting fairly? Would I want to be treated this way?

10. Would I be able to discuss the proposed situation or action with my immediate supervisor? My family? My company’s clients? The president of the company?

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Critical Queries for Critical Queries for Ethics Ethics

11. If a close friend of mine took this action, how would I feel?

12. Will I have to hide or keep my actions secret? Has someone warned me not to disclose my actions to anyone?

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Ethical ChecklistEthical ChecklistRun every managerial decision through

this ‘ethical checklist:’

1. Is it legal? Will you be violating either company policy or civil law?

2. Is it fair and balanced? Are all people involved in the decision being treated fairly – in both the short and long term? Will certain individuals get hurt?

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Ethical ChecklistEthical Checklist

3. How will I feel when it’s done? How will the decision make you feel about yourself? Will you be proud of what you did? If it was published in the newspaper, would you feel good about your friends and family reading it?

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Lessons Learned – 1Lessons Learned – 1 Management/leaders

have to really, genuinely, walk the talk, practice what they preach, live out what they say

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Lessons Learned – 2Lessons Learned – 2

• Be fair. You’re not going to have an ethical workplace and have people perceive that it is ethical unless people perceive there is a general sense of fairness

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Lessons Learned – 3Lessons Learned – 3

• Spend money where it counts. Find out what is impacting your outcomes and put your money where it’s going to do some good, where you’re really affecting how people are feeling

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Lessons Learned – 4Lessons Learned – 4

• Doing the Wrong Thing:– assuming compliance with the law

is good enough, it isn’t

– assuming an ethics code is sufficient

– lacking support from on high – top management

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The Coca Cola Scare Case

Company Practices and Company Practices and Business EthicsBusiness Ethics

Best Approach: Open, Honest, Responsive!

The Tylenol Scare Case

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Core Core Principles Principles

and and OrganizationOrganization

al Valuesal Values

Figure 2–3

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Commercial Break

Be right back………

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Code of EthicsCode of Ethics

• Provides the organization with a set of guidelines that outline what constitutes appropriate behavior.

• Allows a safe environment for all organizational members.

• Defines the organization’s uniqueness.

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Code of EthicsCode of Ethics

• Culture fosters mutual respect, trust, and honest communication among coworkers, customers, and vendors.

• The code of ethics provides a “big picture” statement of principles and values.

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Five Advantages to an Five Advantages to an Ethical OfficeEthical Office

Productivity

Accountability

CommunicationConfidentiality

Predictability

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Communication Code of Communication Code of EthicsEthics

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Greeting and Handshaking Greeting and Handshaking CustomsCustoms

• U.S. persons are informal in their greetings, often saying “Hi” to complete strangers.

• U.S. greeting behavior is ritualistic; upon arriving at work, one person says: “Good morning, how are you?” to which the other person responds: “Fine, thank you, and how are you?”

• Embracing is inappropriate as a form of greeting in the U.S., but in Latin America people embrace after a handshake.

• Bowing is the customary form of greeting in Japan.

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HandshakesHandshakes• U.S. •Firm

•Asians •Gentle (except for Koreans who have a firm handshake)

•British • Soft

•French • Light and quick; repeated upon arrival and departure

•Germans • Firm; repeated upon arrival and departure

•Hispanics • Moderate grasp; repeated frequently

•Middle Easterners • Gentle; repeated frequently

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Verbal ExpressionsVerbal Expressions• “Don’t mention it” and “Think nothing of it,”

in response to a courtesy or favor, are viewed by persons of other cultures as rude. When being thanked for a courtesy, a response of “You are welcome” is preferable.

• “What’s up?” and “How’s it going?” make no sense to persons for whom English is a second language.

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Verbal ExpressionsVerbal ExpressionsA newcomer to the U.S. did not accept a job on the “graveyard shift” since he thought he

would be working in a cemetery.

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Humor in BusinessHumor in Business

• Using humorous anecdotes is a way of breaking the ice and establishing a relaxed atmosphere prior to getting down to business in international meetings.

• In the U.S., presentations are often started with a joke or cartoon related to the topic.

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Humor in BusinessHumor in Business• Most European countries also use humor

during business meetings.

• Asian humor finds little merit in jokes about sex, religion, or minorities; they take what is said quite literally and do not understand American humor.

• Germans, too, find humor out of place during business meetings.

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The general rule everywhere is that for business you should be “Buttoned up”: conservative suit and tie for men, dress or skirted suit for women.

Dress and Appearance

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Dress and AppearanceDress and Appearance

• In Canada, people dress more conservatively and formally than people in the U.S.

• In Europe, business dress is very formal; coats and ties are required, and jackets stay on at all times.

• In Japan, dress is also formal. Women dress very conservatively and wear muted colors to the office. Casual attire is usually

inappropriate.

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• In Saudi Arabia, the traditional Arabic white, flowing robe and headcloth may be worn. However, U.S. persons should not attempt to dress in a like manner.

• Color of clothing is an important consideration. Do not wear black, purple, or solid white in Thailand. Avoid wearing all white in the People’s Republic of China as white is the symbol of mourning.

Dress and Appearance

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At a Washington firm, a group of Japanese businessmen who came for a meeting on a Friday found a room full of casually dressed people. They made a hasty retreat, believing they had the wrong office.

Dress and Appearance

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Demeanor/BehaviorDemeanor/Behavior

• Be punctual. Most persons in the U.S. will feel offended if you are more than 10 minutes late.

• If you agree to meet someone, keep the appointment.

• Treat females with the same respect given males.

• Treat clerks, waiters, secretaries, taxi drivers with the same courtesy you would show someone of rank and position.

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• When talking, keep an arm’s length away. U.S. persons do not like for people to get too close.

• Avoid bowing and other behavior that is intended to display respect as most Americans are most uncomfortable with such displays.

• Do not speak loudly in public places except at sports events and similar outdoor events.

• Keep to the right when walking in malls or on the street.

Demeanor/BehaviorDemeanor/Behavior

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• Do not touch other people in public. (Pushing your way through a crowd is considered quite rude.)

• Wait your turn when standing in line at the post office, bank, or theatre. Give priority to the first person who arrives (rather than to people who are older or wealthier).

• Do not block traffic; do not block someone’s view at a ballgame or other public events.

Demeanor/BehaviorDemeanor/Behavior

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BriberyBribery

• Bribery is the giving or promising of something, often money, to influence another person’s actions.

• While bribery is not officially sanctioned or condoned in any country, it is unofficially a part of business in many cultures and is considered neither unethical nor immoral in a number of countries.

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BriberyBribery• As business becomes more globalized,

different perceptions exist regarding the appropriateness of certain incentives.

• What is considered a tip (to ensure promptness) in one culture is

considered illegal in another.

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Applying Ethical Standards Applying Ethical Standards to Communicationto Communication

• Oral communication

• Organizational policies

• Correspondence

• Rituals, ceremonies, and celebration

• Slogans and symbols

CONCLUSION

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Applying Ethical Standards to Applying Ethical Standards to CommunicationCommunication

• Evaluations, promotions, and rewards• Interaction with other organizations• Interaction with the government, the press,

and the public

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Improving On-the-Job Improving On-the-Job Ethical BehaviorEthical Behavior

• Serve as a role model and screen potential employees

• Develop a meaningful written code of ethics

• Provide ethics training• Reinforce ethical behavior• Create positions, units, and other

structural mechanisms

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Promoting Ethical Promoting Ethical BehaviorBehavior

• Top executives

• Written code

• Ethics training

• Ethics officer

• Reporting system

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The Right WayThe Right Way

“Always do right. This will gratify some people, and astonish the rest.”

Mark Twain

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““The more I help others The more I help others to succeed, the more I to succeed, the more I

succeed.”succeed.”— — Ray Kroc, Founder, Ray Kroc, Founder,

McDonald’sMcDonald’s