Ethics

 Split up into 5 teams (6 ppl/team)  1) Read Article based on group numbers  2) Highlight key facts (What stood out to you?) (What made you think more deeply about something?)  3) Share your ideas amongst your team.  4) Come up with one theme that your section talks about. (Key word, Quote). Summarize your section. What are some characteristics of an ethical manager?  What are some methods of determining ethical behavior?  Discuss your section with the rest of the class, share ideas and main points.  5) From your team’s list, and the discussion from other teams, develop and reflect on your management style and how this reflects on the basis of being ethical in your practice.  Be sure to note the ethical dilemma faced by food and beverage managers in balancing profitability & social responsibility.

Paper 2- due April 24 th (Tuesday) What does being an ethical manager involve? What are your viewpoints on being an ethical food and beverage manager? Use details, cite sources. Discuss the ethical dilemma faced by food and beverage managers in balancing profitability and social responsibility. (Issues could be: truth-in-menu advertising, fresh vs. frozen, substitute brands, point-of-origin, no child hungry campaign)

 Management. Kreitner. Houghton-Mifflin  Survey of over 4,000 employees uncovered the following ethical problems in the workplace:  Lying to supervisors  Lying on reports or falsifying records  Stealing and theft  Sexual harassment  Abusing drugs or alcohol  Conflict of interest

 Social Responsibility  Many companies today are involved in social programs that have no direct connection to the bottom line.  Programs include  Supporting the arts  Urban renewal  Environmental protection  Needs to be carried out in an effective and efficient manner.

 Ethics-  The study of moral obligation involving the distinction between right and wrong  Top 10 hot spots  Responsible for triggering unethical and illegal conduct  Balancing work and family  Poor internal communications  Poor leadership  Work hours, work load  Lack of management support  Need to meet sales, budgets or profit goals  Little or no recognition of achievements  Company politics  Personal financial worries  Insufficient resources

Personal Values  Values- abstract ideals that shape an individuals thinking and behavior  Plays a pivotal role in managerial decision making and ethics.  Instrumental (modes of behavior)  Enduring belief that a certain way of behaving is appropriate in all situations  “Honesty is the best policy”  Terminal (Desired end-states)  Enduring belief that a certain end-state of existence is worth striving for and attaining.  Ex. Eternal salvation vs. social recognition and admiration.

Social Responsibility Strategies  Reaction-  Reactive  Denies responsibility while striving to maintain the status quo  Defensive  Uses legal maneuvering and/or a public relations campaign to avoid assuming additional responsibilities  Accommodative  Pressured into assuming additional responsibility. Outside stimulus (special-interest groups or government actions)  Proactive  Formulating a program that serves as a role model for the industry