Ethics Can : Managing Ethics in the Workplace.

Cover -- Title Page -- Endorsements -- Copyright Page -- Dedication -- Acknowledgements -- TABLE OF CONTENTS -- ABOUT THE AUTHOR -- INTRODUCTION -- CHAPTER 1: UNDERSTANDING WORKPLACE ETHICS -- INTRODUCTION -- 1.1 WORKPLACE ETHICS 101: THE BASICS -- 1.2 PRACTICAL EXERCISE: ASSESSING THEEFFECTIVENESS OF THE ORGANISATION'SRULES AND REGULATIONS -- 1.3 ETHICAL BUT ILLEGAL AND UNETHICAL BUTLEGAL -- 1.4 BUSINESS ETHICS: AN OXYMORON? -- 1.5 PERSONAL VALUES VERSUS COMPANY VALUES -- 1.6 PART-TIME ETHICS: ETHICS AND E-TOLLS -- 1.7 WORKPLACE ETHICS IN CONTEXT -- RECOMMENDED CASE STUDY AND COMMENTARY -- CHAPTER 2: DOES ETHICS MAKE GOOD BUSINESS SENSE? -- INTRODUCTION -- 2.1 WORKPLACE ETHICS: ILLUSION, LUXURY OR NECESSITY? -- 2.2 COUNTING THE COST OF CORRUPTION INSOUTH AFRICA -- 2.3 VALUING ETHICAL CAPITAL AND THE NEW ROI -- 2.4 ETHICS SHOULD BE A PRIORITY IN TRUSTBASEDBUSINESSES -- WORKPLACE DISCUSSION -- RECOMMENDED CASE STUDY AND COMMENTARY -- FURTHER READING -- CHAPTER 3 WHOSE ROLE IS ETHICS? -- INTRODUCTION -- PART I: LEADERSHIP -- 3.1 CAN A COMPANY BE ETHICAL IF ITS LEADERS ARE NOT? -- 3.2 WOMEN, LEADERSHIP AND ETHICS -- 3.3 ETHICAL LEADERSHIP IN THE PUBLIC SECTOR -- 3.4 BE THE ETHICAL LEADER YOU WANT -- PART II: THE SOCIAL AND ETHICS COMMITTEE -- 3.5 SOCIAL AND ETHICS COMMITTEE: A VALUE ORA COST? -- 3.6 CLARIFYING THE ETHICS ROLES ANDRESPONSIBILITIES OF THE SOCIAL ANDETHICS COMMITTEE -- PART III: THE ROLE OF HR -- 3.7 HR FULFILS A CRUCIAL ROLE IN THEADVANCEMENT OF ETHICS -- 3.8 ETHICAL SELECTION AND RECRUITMENT -- 3.9 ETHICS AND REMUNERATION -- 3.10 A CODE OF ETHICS: GETTING THE BASICS RIGHT -- 3.11 PRACTICAL GUIDELINE: ISSUES TO BEADDRESSED IN A CODE OF CONDUCT -- 3.12 PRACTICAL GUIDELINE: CODE OF CONDUCTGIFT POLICY -- 3.13 PRACTICAL GUIDELINE: CODE OF CONDUCTCONFLICT OF INTEREST POLICY -- 3.14 CAN YOU TEACH ETHICS?.

RECOMMENDED CASE STUDY AND COMMENTARY -- FURTHER READING -- CHAPTER 4: MANAGING WORKPLACE ETHICS -- INTRODUCTION -- PART I: ETHICS MANAGEMENT:THE BIG ISSUES -- 4.1 ETHICS MANAGEMENT SYSTEM -- 4.2 PRACTICAL EXERCISE: HOW ETHICAL IS YOURCOMPANY'S CULTURE? -- 4.3 TACKLING MISCONDUCT -- 4.4 BEWARE THE ETHICAL DIVIDE -- 4.5 ETHICS WITHOUT BORDERS -- 4.6 RECOVERING FROM ETHICAL FAILURE -- PART II: ETHICS MANAGEMENT:A DETAILED FOCUS -- 4.7 FOCUS ON CARE: THE NEGLECTED VALUE -- 4.8 FOCUS ON COLLUSION: HOW ENTRENCHED ISIT IN SOUTH AFRICA? -- 4.9 FOCUS ON COUNTERFEITING -- 4.10 FOCUS ON CYBERCRIME: WHAT IS THE COST OFSECURITY? -- 4.11 FOCUS ON SOCIAL MEDIA: A NEW ETHICALTERRAIN -- 4.12 FOCUS ON SUPPLY CHAIN ETHICS -- RECOMMENDED CASE STUDIES ANDCOMMENTARIES -- FURTHER READING -- CHAPTER 5: MEASURING, MONITORING ANDREPORTING ON ETHICAL PERFORMANCE -- INTRODUCTION -- 5.1 SIX REASONS TO MEASURE, MONITOR AND REPORT ON ETHICS -- 5.2 THE ETHICS MONITOR -- 5.3 PRACTICAL EXERCISE: ETHICS CHECKLISTS -- 5.4 DOES YOUR COMPANY HAVE A AAA ETHICSRATING? -- 5.5 THE CASE FOR AN ETHICS DUE DILIGENCE -- 5.6 ETHICS HOTLINE REPORTING: WHO WILL TELL? -- 5.7 BUSINESS ETHICS REPORTING: WHAT SHOULDYOU TELL? -- 5.8 SAMPLE ETHICS REPORT: EXECUTIVE SUMMARYOF ETHICS MONITOR SURVEY RESULTS -- WORKPLACE DISCUSSION -- CHAPTER 6: ETHICAL DECISIONS AND DILEMMAS -- INTRODUCTION -- 6.1 ETHICAL DECISION MAKING -- 6.2 WHY IT IS SOMETIMES HARD TO DO WHAT ISRIGHT -- 6.3 DECISION-MAKING METHODOLOGIES -- RECOMMENDED CASE STUDY AND COMMENTARY -- FURTHER READING -- CHAPTER 7: ETHICS CAN -- INTRODUCTION -- 7.1 Responsibility beyond rules -- 7.2 Do something: stand together -- 7.3 All that is needed is a tipping point -- 7.4 Ethics can -- APPENDIX -- 1 PRACTICAL EXERCISE: TEST YOUR KNOWLEDGE OF BRIBERY, FRAUD AND CORRUPTION -- 2 PRACTICAL EXERCISE: TEST YOURKNOWLEDGE OF DISORDERLY CONDUCT -- BIBLIOGRAPHY.

INDEX -- Back Cover.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.