Ethics
The best practices for improving an organization's ethical climate are having ethics programs and officers; having realistic objectives; having ethical decision making processes; having codes of conduct; disciplining violators; having oversight from board of directors; conducting ethics audits and risk assessments; communicating effectively; engaging in ethics training; having corporate transparency; and installing whistle-blowing mechanisms. Of these, the most important is oversight from the Board of Directors. Ethical management begins with commitment from the top, and the Board will ensure that the CEO is fully committed. From there, having ethics programs and officers is important, both for its symbolism and for the practical work they will do with respect to many of these other best practices. The next few are all around the same with respect to level of priority - training, communication, audits and codes of conduct. These four all contribute at different stages of the ethical decision making process. Lastly, the reinforcement systems must be in place. They are not as important as doing it right the first time, but they are necessary nonetheless. This refers to whistle-blowing mechanisms and discipline of violators.
3) the two main ethical principles are consequences/results and duty. The most important of these in business is consequences. There are a couple of reasons for this. One is that outcomes are what the public sees. Therefore, it is the potential outcomes that should be the guiding ethical principles. Ethics are mainly a problem in business when a company is perceived as unethical. Monsanto is a great example - few people have any ethical problems with this company, so their lack of ethics does not impact their business prospects.
The other reason why outcomes should be the guiding principle is because one of the most significant sources of ethical problems for companies is front-line managers. These low-level managers face strong pressure from above, but are generally not the firm's best decision-makers. As a result, they make poor decisions in response to pressure. If these managers were guided by duty as their main ethical principle, they would respond to pressure by doing whatever they feel senior management wants them to do. As a result, poor ethical decisions are made. If outcomes were the guiding principle, they would be better equipped to resist the pressure, knowing the outcomes of their actions would be negative and that this supercedes duty.
8. Gradual Adjustment, Adaptation and Improvement It is not an untold secret that no leadership or management training program is a success in the start. This is the reason why companies today tend to work towards the persistent modification of the leadership programs after receiving the feedback. This is exceedingly important to base new programs on the feedback that is not only provided by the participants but also from their supervising
Ethics to Practice: Analysis of 'end of life' decision making The foregoing discussion is an incursion into nursing ethics. Implication(s) to 'omission' of information as a customary practice within our healthcare institution is reviewed in relation to best practices pertaining to 'informed consent,' and hospital policy is not definitive. Directed at the evolution of ethical decision making, the general query to the study focuses on the parameters of informed consent where
(vi) Supervisors must be ready to identify the needs of the workers. That shows some level of care and this makes them work closely with the supervisor and the very best of them will be given. (vii) Good supervisors must be ready to educate and train the workers. The supervisor was employed, in the first place because of the wealth of knowledge he has. That knowledge should be passed to the
Nurse Magnetism The author of this report is offering a brief treatise on the broader subject of magnetism when it comes to nursing, learning, leadership and evidence-based practice. The five components of magnetism, as described by Debisette, will be named and described one-by-one. In the appendix of this report there is a concept mind map of the broader subject of magnetism as covered and broken down in this report. Finally, there
Human Resources Best Practices: The Hershey Company The Hershey Company (Hershey) is a world leader, not only in the manufacture of chocolate, but also in ethical behavior. Employing approximately 13,600 people worldwide, Hershey markets its products in 50 countries, with key markets in the United States, Canada, Mexico, India, China and Brazil (The Hershey Company, n.d.). Realizing the importance of ethics in its worldwide operations, Hershey is pointedly: "committed to being
Unethical 'Best Practices' Corporate Governance Case Study: Enron Enron, the seventh-largest American corporation, collapsed in December 2001 in what most people refer to as the 'New Economy's first major failure'. Following its collapse, Congressional committees immediately embarked on inquiries to determine the cause(s) of its bankruptcy. Once investigations were complete, it was evident that the corporate governance mechanisms employed by the company had contributed to its downfall. The company employed the Anglo-American
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