1. 5 Ethics, Politics, and Diversity

2. FAIRNESS
INTEGRITY
BEHAVIOR

3. After studying these topics, you will benefit by:
Summarizing how ethics influence personal and professional behavior
Defending the importance of maintaining confidentiality
Applying ethical decision making
Deciding how to respond to unethical behavior
Classifying the various forms of workplace power and their appropriate use

4. After studying these topics, you will benefit by (cont.):
Explaining the appropriate use of workplace politics and reciprocity
Considering the various elements of workplace diversity and their influence on performance
Stating basic employee rights and legal protections available for workplace diversity issues
Recognizing the dangers of stereotyping, prejudice, and not respecting cultural differences

5. ETHICS DEFINED
Ethics: a moral standard of right and wrong
Just as your personality is shaped by outside influences, so is your ethical makeup.
Ethical behavior starts with the individual

6. TALK IT OUT
What unethical behaviors do students display during class?

7. Discuss recent corporate ethics-related scandals.
TALK IT OUT
Discuss recent corporate ethics-related scandals.

8. ETHICS DEFINED Morals: a personal standard of right and wrong
Values: important beliefs that guide an individual’s behavior
Character: the unique qualities of an individual. A reflection of personal morals and values.
Integrity: when someone consistently behaves in an ethical manner.

9. THINK ABOUT IT
How do ethics, values, character, and integrity factor into your life plan?

10. VALUES, CONFLICT, and CONFIDENTIALITY
Each company has a corporate culture—the way a company’s employees behave
A company’s culture is based upon the behavior of its leaders
Corporate culture reflects an organization’s ethical behavior

11. VALUES, CONFLICT, and CONFIDENTIALITY
Ethics statement: a corporate policy which addresses the issue of ethical behavior
Conflict of interest: occurs when you are in a position to influence a decision from which you could benefit directly or indirectly

12. TOPIC SITUATION Nancy and the Flower Shop
TOPIC RESPONSE: Name several actions Nancy can take to determine if this is a conflict of interest.

13. VALUES, CONFLICTS, and CONFIDENTIALITY
Ethical issues arise daily at work
Confidential: work-related information and issues that are private
Implied confidentiality: an obligation to not share information with individuals to whom the business is of no concern
If you are uncertain about sharing information, check with your boss

14. MAKING ETHICAL CHOICES
There are three levels of ethical decisions:
The first is the law
The second is fairness
The third is your conscience

15. MAKING ETHICAL CHOICES Levels of Ethical Decision Making
1. The Law
Ask yourself if the action is legal
If the action is illegal, the action is unethical

16. MAKING ETHICAL CHOICES Levels of Ethical Decision Making (cont.)
2. Fairness
Your actions should be fair to all parties
involved
If someone is clearly going to be harmed or unable to defend him/herself, the decision is probably not ethical
Even when being fair, not everyone will be happy with the results

17. MAKING ETHICAL CHOICES Levels of Ethical Decision Making (cont.)
3. One’s Conscience
When one knowingly behaves inappropriately, he or she will ultimately feel badly about this poor behavior
Sometimes a behavior may be legal and fair, but it still may make us feel bad; if so, it is probably unethical

18. WORKPLACE POWER Power: the ability to influence another’s behavior
Everyone at work has some form of power
Seven bases of power:
Legitimate
Coercive
Reward
Connection
Charismatic
Information
Expert

19. WORKPLACE POWER Bases of Power
Legitimate power: power given to you from the company
Authority that comes with your position
Coercive power: power derived from a position but is negative
Uses threats or punishment

20. WORKPLACE POWER Bases of Power (cont.)
Reward power: the ability to influence someone with something of value
Rewards with promotions, pay increases, and other incentives
Connection power: using someone else’s legitimate power
Example: an assistant using the boss’s power to make arrangements for meetings

21. WORKPLACE POWER Bases of Power (cont.)
Charismatic power: personal power that makes people attracted to you
Shows sincere interest in others
Information power: the ability to obtain and share information
Information makes you valuable to others

22. WORKPLACE POWER Bases of Power (cont.)
Expert power: power earned by knowledge, experience, or expertise
Formal position may not be high on the organization’s chain of command, but individual still wields power

23. INCREASING YOUR POWER BASES
Reward power should be used daily through sincere words or notes of appreciation.
Network by meeting and developing relationships outside your immediate work area
Increase your charismatic power by focusing attention on others
Increase your expert power by practicing continuous learning

24. WORKPLACE POLITICS AND RECIPROCITY
Politics: obtaining and using power, begins when one obtains and uses power
Reciprocity: when debts and obligations are created for doing something
Do not let the phrase “you owe me” influence your ability to behave ethically

25. TOPIC SITUATION Ryan and the Cover Up
TOPIC RESPONSE: What may happen if Ryan does lie for his coworker?

26. WHEN OTHERS ARE NOT ETHICAL
If someone is breaking the law, you have an obligation to inform your employer immediately
Document facts and evidence

27. TOPIC SITUATION Tony and the Vendor Gift
TOPIC RESPONSE: Do you believe it was fair for the coworker to keep the smartphone? Why or why not?

28. WHEN OTHERS ARE NOT ETHICAL Accusing Others of Wrongdoing
Choices on how to respond to unethical behavior:
Alert outside officials when offense is illegal and extreme
If offense is not illegal, not extreme, and accepted by management, accept management’s decision
If the offense is not illegal, not extreme, and accepted by management, yet you are still bothered, decide whether you want to continue working for the company

29. COMMON ETHICAL ISSUES Company Theft
Company theft is not always big items; more often it is small items, such as:
Office supplies
When not used for company purposes
Time
Surfing the Internet, personal phone calls/texts, taking extra-long breaks

30. COMMON ETHICAL ISSUES
Ethical behavior includes dependability and conduct during company time
It is inappropriate to consistently spend your time on non-company activities such as:
Using the Internet for personal business
Taking or making personal calls or texts
Exceeding allotted breaks and lunch periods
Playing computer games
Using company supplies for non-business purposes

31. TALK IT OUT
When is it appropriate to make personal calls at work?

32. DIVERSITY BASICS Workplace Diversity: differences among co-workers
On the outside, we may be different, but on the inside, we are all human beings
Diversity comes in many forms and goes far beyond race
We differ in age, gender, economic status, physical makeup, intelligence, religion, and sexual orientation, among other things

33. TOPIC SITUATION Dianne and a different religion
TOPIC RESPONSE: Is it appropriate for Dianne to ask her coworker about a cultural difference? If no, why? If yes, how should she phrase her question?

34. DIVERSITY BASICS Primary messages regarding workplace diversity:
No matter what our differences, treat everyone with respect and professionalism
Diversity should be used as an asset that uses our differences as a way to create, innovate, and compete
Workplace diversity should only be an issue when the diversity negatively affects performance

35. DIVERSITY BASICS Workplace Discrimination
The Equal Employment Opportunity Commission (EEOC) enforces laws that protect individuals from workplace discrimination in recruiting, hiring, wages, promotions, and unlawful termination
Laws based on Title VII of the Civil Rights Act
Protects individuals from discrimination in the areas of age (40 and older), physical and mental disabilities, gender, sexual orientation, hate crimes, pregnancy, and military service.

36. DIVERSITY BASICS Workplace Discrimination (cont.)
Protected class: group of individuals legally protected from workplace discrimination
Workplace discrimination: acting against someone based on race, age, gender, religion, disability, or any of the other areas we have discussed in this chapter

37. DIVERSITY BASICS Race: people with certain physical traits
Culture: the different behavior patterns of people
Understanding race and culture will assist you in recognizing how these differences influence values and behavior
Ethnocentric: when an individual believes his or her culture is superior to other cultures

38. THINK ABOUT IT
Look around the room and identify differences between you and your classmates.

39. STEREOTYPES AND PREJUDICE
Perception: one’s understanding or interpretation of reality
Individuals use past experiences to form perceptions about people and situations

40. STEREOTYPES AND PREJUDICE
Stereotyping: making a generalized image of a particular group or situation
We generally apply stereotypes to similar situations and groups
Avoid applying stereotypes in a negative manner

41. STEREOTYPES AND PREJUDICE
Prejudice: a favorable or unfavorable judgment or opinion toward an individual or group based on one’s perception (or understanding) of a group, individual, or situation
Typically, at work, prejudice is a negative attitude or opinion that results in discrimination

42. STEREOTYPES AND PREJUDICE Workplace Discrimination
Labeling: when we describe an individual or group of individuals based on past actions
We attach positive or negative labels to groups or individuals and frequently have the groups or individuals live up or down to these standards

43. TOPIC SITUATION: Gurbinder and Inappropriate Talk
TOPIC RESPONSE: What are Gurbinder’s options in handling this situation? What is the best option? Why?

44. STEREOTYPES AND PREJUDICE The Company’s Actions
Diversity statements: statements that remind employees that diversity in the workplace is an asset and to not engage in prejudice or stereotyping
Diversity training: designed to teach employees how to eliminate workplace discrimination and harassment

45. STEREOTYPES AND PREJUDICE The Company’s Actions (cont.)
Elimination of glass ceilings and glass walls
Glass ceilings: workplace barriers that prevent women and minorities from advancing up the corporate ladder through promotions
Glass walls: workplace barriers that exclude women and minorities from certain situations

46. CULTURAL DIFFERENCES
Cultural differences include, among other things, religious influences, the treatment of individuals based on age and gender, special differences, and family influences
Be respectful of everyone’s individual religious beliefs
Although we may not agree with other cultures, we have to respect cultural differences
Learning about other cultures can provide insights into new markets and stimulate creativity