1. Ethics, Politics, and Diversity
Chapter 5
Ethics, Politics, and Diversity

2. “I hope I shall possess firmness and virtue enough to maintain what I consider the most enviable of all titles, the character of an honest man.”
George Washington

3. OBJECTIVES
Define ethics and its impact both personally and professionally
Identify the importance of maintaining confidentiality
Define and identify the appropriate use of power and power bases
Understand the topics of politics and reciprocity and their appropriate use in the workplace
Understand the importance of ethical decision making

4. OBJECTIVES (cont.)
Define workplace diversity and realize its impact on performance
State the basic employee rights and legal protection available for workplace diversity issues
Recognize the negative impact stereotypes and prejudice have in the workplace and on performance
Identify cultural differences and the positive and negative impact these differences have on business

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

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

7. Morals-a personal standard of right and wrong
ETHICS DEFINED
Morals-a personal standard of right and wrong
Values-important beliefs of an individual that guides his or her behavior
Character-the unique qualities of an individual

8. INFLUENCES ON ETHICS AT WORK
Ethical issues arise daily at work
Confidential: workplace matters that should be kept private
Implied confidentiality: an obligation to not share information with individuals with whom the business is of no concern
If you are uncertain about sharing information, check with your boss

9. INFLUENCES on ETHICS at WORK Ethical Behavior
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

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

11. TALK IT OUT
What activities done during class could be considered unethical?

12. Power: the ability to influence another’s behavior
POWER AND ETHICS 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

13. POWER AND ETHICS Bases of Power
Legitimate power: power given to you from the company
Authority that comes with your position
Coercive power: power given to you from the company
Uses threats or punishment

14. POWER AND ETHICS 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

15. POWER AND ETHICS 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
Value to others with whom you interact

16. POWER AND ETHICS Bases of Power (cont.)
Expert power: power earned by knowledge, experience, or expertise
May be lower on the chain of command, but still wields power

17. INCREASING YOUR POWER BASES
Reward power should be used daily
Networking: 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

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

19. CORPORATE VALUES/CULTURE
Each company has a corporate culture—the way a company’s employees behave
This is based upon the behavior of its leaders
This behavior reflects an organization’s ethical behavior

20. CORPORATE VALUES/CULTURE
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

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

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

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

24. 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 badly; if so, it is probably unethical

25. WHEN OTHERS ARE NOT ETHICAL
If someone is breaking the law, you have an obligation to inform your employer immediately

26. WHEN OTHERS ARE NOT ETHICAL Accusing Others of Wrongdoing
Document facts and evidence
You have three choices:
Alert outside officials if the offense is illegal and extreme
If the offense is not illegal and extreme and is accepted by management, accept management’s decision
If the offense is not illegal and extreme and is accepted by management, yet you are bothered, decide whether you want to continue working for the company

27. WHEN OTHERS ARE NOT ETHICAL Company Theft
Company theft is not always big items; more often it is small items, such as:
Office supplies
If not used for company purposes
Time
Surfing the Internet, making personal calls, and taking extra-long breaks

28. DIVERSITY BASICS
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

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

30. DIVERSITY BASICS Workplace Diversity: differences among co-workers
We differ in age, gender, economic status, physical makeup, intelligence, religion, and sexual orientation, among other things

31. 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

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

33. 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

34. 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

35. STEREOTYPES AND PREJUDICE 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
Labeling: when we describe an individual or group of individuals
We attach positive or negative labels to groups or individuals and frequently have the groups or individuals live up or down to these standards

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

37. 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 prevent women and minorities from certain situations

38. 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