Qns1

A Fourt
ypesofet
hical
dil
l
emasf
aci
ngaccount
ant
s

1.Ethicaldi l
emmai naccount ingpr of ession:I
naccount ingpr ofessional t
heenv i
ronment
cani nfluencet heaccount antstof acedi lemmasr egardlesst hef i
rmi seitherpubl i
cor
priv
at esect or.But,whatmat t
ersher eistheresponsibili
tycar ri
edoutbyt heaccount ants
andt hewor kingenvironment .Ther efore,accountant
smustr emai nimpar ti
alandl oyalt
o
ethical gui
delineswhenr evi
ewi ngacompanyori ndividual'
sf inancialrecordsfor
reportingpur poses.Account ant sar efrequentl
yencount erset hicaldil
emmas, i
tt hemain
reasonwhyt heyshoul dbeal way sv igi
lanttoreducethechancesofout sideforces
mani pul at
ingf i
nancialrecords,whi chcoul dleadtobot het hi
cal andcr iminalvi
olations.
Thef ollowingar etheexampl esf ort hesour cesofethical dil
emmaf oraccountant s:

2.TheEf fectofbeingcentricorgreed:Greedinthebusi nessandf i

nanceworldleadst o
viol
ationofet hi
cal
boundar i
esinthenameofmaki ngmor emoney .Account
ant sensure
thatthedesi r
etoearnabet terl
ivi
ngandacquiremor epossessionsshouldgett hem
wayf rom actingpr
ofessionall
yandfoll
owt heethicalguideli
nesforfi
nanci
alrepor t
ing.
Account antswhoaregr eedtheygivemor epri
ori
tyt otheirownbankaccount srather
thantheircompaniesbal ancesheetbecomesal iabil
itytothosecompaniesandi tmay
causer ealaccounti
ngviolati
ons,r
esult
inginsanct i
ons.

3.Omi ssionofFi nancialRecords:Somet imest heaccountmaybef orcedbyexecuti

vest
o
omi torleaveoutcer tai
nfinanci
alfiguresfrom abalancesheett hatmaypaintthe
businessi nabadl i
ghttothepublicandi nvestor
s.Omi ssionmaynotseem likea
signif
icantbr eachofaccountingethicstoanaccount antbecauseitdoesnotinvol
ve
directmani pulati
onofnumber sorr ecords.Thisispreciselywhyanaccountantmust
remai nethicall
yv i
gil
anttoavoidfall
ingintosuchat rap.

4.Facingpressur efrom Management :Themanagementcani mposepr essureto

accountantssoast ocr eatebal ancesheet sandf inanci
alstatementswhichshows
prosperi
tyoft hecompany .Theet hicalaccount antsalwaysmai ntai
ntruereporti
ngof
companyasset s,l
iabili
ti
esandpr of i
tswi thoutgivingintothepressureplacedont hem
bymanagementorcor porateof fi
cer s.But,unethicalaccountantscoul
deasi l
ybe
tr
appedt oalterthecompanyf inanci alrecordsandmaneuv ernumber stopaintfalse
pi
cturesofcompanysuccesses.Thi smayl eadt oshor t
-t
erm prosperi
ty,
butaltered
fi
nancialrecordswi l
l ul
timat el
yspel l t
hedownf all ofcompanieswhent heSecur i
tiesand
ExchangeCommi ssiondi scoverst hef raud.

5.Dil
emmacausedbynepot i
sm orfavour
it
ism:Nepotism isapr acti
cet oentr
ustor
appointpubli
coffi
cialbyignoringmeri
tofpri
nci
plesandgi v
ef avorstorel
ati
vesor
fr
iends.Thismayleadi nt
ot hedowngradi
ngofpublicser vi
cequal i
ty.Thi
sdisrupt
sthe
espritdecorpsandt r
ustandr esul
ti
ngincorr
uptadmi nistr
ati
on, owingtotheabil
it
yofa
selectfewtoimpaircontrolmeasuresonaccountoft heirpersonalrel
ati
onshipwit
hthe
 poli
cy-maker,
andbyreasonoft
heirnotbei
ngeasil
ydismissedorrepl
acedbyother
s.I
n
otherwords,t
hosewhoareappointedwi
ththevi
ewt hatt
heywi l
lconf
ormtothe
standardsandvi
ewsofthei
rappointi
ngaut
hori
tycouldpr
ov etobeprobl
emati
c.

B.

Qns2

A.Fi
veunet
hical
pract
icesper
for
medbysal
esmanager
sinbusi
nessor
gani
zat
ion

pri
cefixi
ngandl
egalact
ionsincl
udingpri
cedi
scr
imi
nati
onandpri
ceski
mmi ng.Cer
tain
pr
omotional
acti
vi
ti
eshavedrawnf i
re,i
ncl
udi
ngvi
ral
marketi
ngandspam (
elect
roni
c).Also,
cr
eati
ngadswhichtendt
oat t
ackothersandsexi
nadver
tisi
ng.

B.Fi
veunet
hical
pri
cingst
rat
egi
es

Qns3

A.i
)Def
inesel
frev
iew

i
nthi
scaset
heself
-i
nter
estthr
eati
scausedbyal
ackofpr
ofessi
onal
compet
enceandduecar
e
whi
let
aki
ngonthecli
ent
’sassi
gnment.

A.i
i
)Fourexampl
esofsel
f-
rev
iewt
hreat
s

B.Fi
veexampl
esofi
nti
midat
iont
hreat
stoanaudi
tor
.

Qns4

Feat
uresofet
hical
rel
ati
vi
sim

Qns5

a)Expl
anat
ionaboutt
het
woet
hical
theor
ies

Non-
consequent
ial
ist(
deont
ologi
cal
)vi
ews:

Thesearetheori
esthatbasethemor alj
udgementont heunderl
yingpri
ncipl
esofthedecisi
on-
maker’
smot iv
ati
on.Theansweri srightorwrongnotbecauseoft heconsequencesthati
t
bri
ngsaboutbutbecausethepr i
nciplesaremorall
yrightorwrong.TheGer manphil
osopher,
Kant’
sapproachisclear
lynon-consequential
i
stor‘deontol
ogi
cal’
.Deontol
ogicali
sbasedont he
Greekwordforduty.Deontol
ogicalethi
cs,noti
onsbasedon' r
ules'i
.e.t
hatther
eisanobligat
ion
toperfor
mt he'r
ight'
acti
on,regardl
essofactualconsequences(
epi
tomizedbyI mmanuelKant
's
noti
onoft heCat egori
calI
mper ati
vewhichwast hecentr
etoKant'
sethi
caltheorybasedon
duty
).Anot herkeydeontological
theor
yisNaturalLaw,whichwasheavi
lydevelopedbyThomas
Aquinasandi sthebasisoft heRomanCat hol
icChurch.

Kantappli
esadeontologicalvi
ewofet hi
csinhisworks.Deontol
ogicalethicsareduty
-based
et
hics.Accor
dingtoKant’sview,indi
vi
dualshavetoobeymor all
awswhi char euni
ver
sal.These
aretobeobeyedbyal li
rr
espectiv
eoft heconsequencesbecausetheyar ef undament
al
pri
ncipl
esorcategor
icali
mper ati
vese.g.donotli
e.Anactioni
srightifitisdoneoutofasense
ofdutyandresponsi
bil
ity
.E.g.parentbri
ngi
nguphi schil
d.

Consequent
ial
ist(
tel
eol
ogi
cal
)vi
ews:

Theoryofmor al
it
ythatder
ivesdutyormoralobl
i
gati
onfrom whatisgoodordesi r
ableasanto
beachievedalsoknownasconsequential
i
stethi
cs,
iti
sopposedt odeontoligal
ethics(fr
om t
he
Greekdeon,"duty
"),
whichholdsthatt
hebasicst
andardsforanacti
on'
sbei ngmor all
yri
ghtar
e
i
ndependentofthegoodorev il
generat
ed.Thisi
ncl
udeutil
it
ari
ani
sm theoryandegoi sm t
heor
y

Ut
ili
tar
iani
sm t
heory:Thi
stheoryi
sbasedont hepri
nci
plethatanactionisri
ghtifitwi
lll
eadto
gi
vingthemaximum sati
sfact
iont
ot hemaxi mum numberofpeopl e,i
.e.anacti
sgoodi fit
pr
ov i
desthegr
eatestgoodtothegreatestnumberofpeopl e.Doi
nggoodf orsocietyi
sthe
pr
iori
tyandsel
f-i
nter
esti
snotseenasgood, acti
ngforothersisgood.

Egoism theory:Thist heor yisbasedont hepr i

nciplethatanact ionisr i
ghtifbygi vi
ngt he
maxi mum sat i
sfact
iont oani ndividual i
tleadstobenef i
tsforsoci etyasawhol e,i.
e.itdeals
withtheconceptof“ I”.‘Iam righttodot hisbecausei tbenef it
sme( andsoci ety)
’Ifadecision-
makert akesadeci sionwhi chl eadst omeet inghi sshort-t
erm/ long-term goals,thedecisionis
saidtober i
ghtifi
tal sodoesgoodf orsocietyasawhol e.Sel fi
nterestcanbegoodi faspartof
aneconomi corsoci al system itdeliverswelfarebenef it
s.Peopl eactf orthemsel vesandi ntur
n
dogoodf orallbutthei rmot i
vat i
onist heirownsel f
-i
nterest.Somewr it
ersexpl ai
negoi sm asifit
onlyrequiresanact i
ont obeofbenef itt
ot heindividualtobemor allyacceptable.Thati snot
whatwr it
er sli
keAdam Smi thintended.Smi thhadabr oadv iewofhowsoci alandeconomi c
systemswor kedandi ntegratedt hemot ivesofi ndivi
dualsandf i
rmsi ntoanov erallsystem.

b)
.Inthecont
extofbusi
ness,whet
herther
eisanyr
elat
ionshi
pbet
weent
eleol
ogi
cal
ethi
cs
andprofi
tmakingobj
ecti
veofthebusi
ness.

Accordi
ngt othi
stheory,i
fanactionhasgoodconsequencesthenitist
heri
ghtthingtodoand
vicever
sa.Deontologi
stsbeli
evethatact
ionswhichareri
ghtbri
ngaboutagoodst ateofaff
air
s,
i
.e.ri
ghtnessisdependentongoodness.Teleol
ogist
sbasetheirmoralt
heor
yont hepremise
thatanactioncannotberighti
ftheconsequencesarenotri
ghti.
e.atel
eol
ogi
stwoul dsaythat
apersonact edwrongl
yifapersont r
iedt
odogoodt oanotherpersonbutt
heresultswerebad
Qns6

A.Fi
vequest
ionst
obeanswer
edbef
oremaki
nganydeci
sionasperTucker
's5-
quest
ionmodel

Tucker'
s5questionmodel f
orethi
caldeci
sionmakinginbusi
nessi
sbasedont hev
iewt
hatt
he
prof
itmotiv
eisjusti
fi
ed,andthepurposeofdecisi
onmakingi
nbusinessshoul
dbetomakea
prof
it.Howeverprof
itshoul
dbemadei nethical
way .

I
nor dert
obeet hical
lycor
rectbusi
nessact i
onsanddeci si
onshouldbel egal
.Acti
vi
ti
esout side
thelawbybusinesscannotbecor r
ect.Businessshouldbeconduct edinfai
rwaywi t
hout
decepti
onorother'underhand'act
s.Forexampl e,competit
orsshouldbet r
eatedwit
hr espect
andcustomerandempl oy
eesshouldbet reatedinafairway.Tucker'
smodel i
salsobasedon
theviewthatdecisi
onsshouldnotbet akeninbusinessift
heydonotsuppor tthesustainabl
e
busi
nessorcoul dbedamagi ngtotheenv i
ronment.

I
ftheanswertoall
5quest
ionsi
s'y
es'
thent
hedeci
si
oni
set
hical
l
ysound.The5quest
ions
aboutadeci
sionare:

 I
sitpr
ofi
tabl
e?

 I
sitl
egal
?

 I
sitf
air
?

 I
sitr
ight
?

 I
sitsust
ainabl
eorenv
ironment
all
ysound?

B.Anyt
wocr
it
ici
smsagai
nstKant
'set
hic

Kantappli
esadeontologicalvi
ewofet hi
csinhisworks.Deontol
ogicalethicsareduty
-based
et
hics.Accor
dingtoKant’sview,indi
vi
dualshavetoobeymor all
awswhi char euni
ver
sal.These
aretobeobeyedbyal li
rr
espectiv
eoft heconsequencesbecausetheyar ef undament
al
pri
ncipl
esorcategor
icali
mper ati
vese.g.donotli
e.Anactioni
srightifitisdoneoutofasense
ofdutyandresponsi
bil
ity
.E.g.parentbri
ngi
nguphi schil
d.

Kanthassetoutt
hef
oll
owi
ngt
hreecat
egor
ical
imper
ati
vesast
hebasi
sforet
hical
judgement
.

 Apr oposi t
ionwhichappliest
ooneper sonshouldnotchangeifi ti
sappl iedtoanot her
personorsetofci r
cumstancese.g.i
tiswrongf oronet
ost ealandal sof oranyonet o
steal.Thereforethi
sproposit
ionhasuniversal
i
ty.Accor
dingtot hisproposi t
ion,one
mustacti nsuchawayt hatoracti
on,becomesal awwhi chisuni v
er sall
yaccept able.
Theref oreift
hemaxi m orrul
egoverni
ngouract i
onisnotcapabl eofbei nguni v
ersali
sed
theni tisunacceptabl
e.

 Thi
sproposi
ti
onsetsoutthatonemustt
reatpeopl
easanendinit
sel
fandnotasa
meanstoanend.Inshort
,wemustalwaysrecogni
sepeopl
e’
sri
ght
sasunique
 autonomousbei
ngs,
e.g.noonecanhav esl
avesbecausetheownerwouldnothave
respectf
orhi
ssl
aveandt her
efor
eitwouldbeagai
nstthecategor
ical
imper
ati
ve.

 Accor
dingt
ot hi
smoralproposi
ti
on,ever
yautonomousbeingi
ssubj
ectt
ouniver
sal
l
awswhichtheymakeforthemselves.Theautonomousbei
ngmustal
soconsi
derthat
t
hosel
awswoul dbebi
ndingtoothers.

Cr
it
ici
sm ofKant
’set
hics

 TheKanti
mperat
ivesdealwi
thonl
yabsol
uter
ight
sandwrongs.Act
ionsareonl
yri
ght
andwrongwi
thoutanyscopefora“gr
eyar
ea”
.Forexampl
e,t
oliei
salwayswrong.

 Dut
ieswhi
char
einconf
li
ctleadt
omor
aldi
l
emmas.Kant
’set
hical
theor
ygi
vesno
sol
uti
onst
osuchmoraldi
lemmas.

 Onecannotal
wayst
akeact
ionswit
houthav i
ngregardtotheconsequences.For
exampl
e,l
aunchi
nganewdr
ugt ot
reatcancerwhichhasseri
oussideeffect
s.

C.Weaknessoft
hepr
inci
pleort
heor
yofut
il
it
ari
ani
sm i
nbusi
ness

Qns7

a)Def
inecodeofconduct

Acodeofconducti sasetofr
ulesar
oundbehavi
ourf ort
heempl oyeestof
oll
owwithi
nan
organi
sat
ion.Thecodeactsasastandardt
hatstaffneedtomeetsot hatt
heycanknowwhati
s
expect
edoft hem t
oproduceageneral
l
ymor eef
fici
entbusiness.

Oftenmixedupwithacodeofet
hics,
thecodeofconductref
ersspeci
fi
call
ytobehavi
our,
whilst
theethi
csprovi
desgui
danceonthedeci
sion-
maki
ngskill
sthatyouremployeesneedwhenthey
areworking.

Organi
zati
onsareconstant
lyst
ri
vingforabett
erethicalat
mospher
ewithi
nthebusi
nesscl
i
mate
andcult
ure.Busi
nessesmustcreateanethi
calbusinesscli
mat
einordert
odevel
opanethi
cal
organi
zat
ion.

AFormal CodeofConductisonetheel
ement sconsi
deri
ngonhelpi
ngbusinessesmustt o
creat
inganethi
calbusi
nesscli
mate.Otherel
ementsincl
udeEthi
csCommi ttee,
Ethi
cal
Communi cat
ionSyst
em, AnEthi
csOffi
cewi t
hEthi
calOff
icer
s,ADisci
pli
narySystem andethi
cal
tr
aini
ngprogramme.

b)Mai
net
hical
ethi
cal
issuest
obei
ncl
udedi
nyouror
gani
zat
ional
codeofet
hical
conduct
manual
.
Qns8

Menti
ontwocharact
eri
sti
csofor
gani
zat
ionalcult
ureandhowt
heyi
nfl
uencet
heet
hical
behav
iourofani
ndiv
idual
employ
eeinanorganizati
on.

Out
come-
Ori
ent
edCul
tur
es

TheOCPf ramewor kdescr ibesout come- ori

ent edcul turesast hoset hatemphasi ze
achiev ement ,
r esults,andact ionasi mpor t
antv alues.Agoodexampl eofanout come- ori
ented
culturemaybeBestBuyCo.I nc.Hav ingacul tur eemphasi zi
ngsal esper f
ormance, BestBuy
tall
i
esr evenuesandot herrelevantf i
guresdai l
ybydepar tment .Empl oyeesar et rainedand
ment or edtosel lcompanypr oductsef fectively,andt heyl ear nhowmuchmoneyt heir
depar tmentmadeev eryday .In2005, thecompanyi mpl ement edar esultsorientedwor k
environment( ROWE)pr ogram thatal l
owsempl oyeest owor kany wher eandany time; theyare
evaluat edbasedonr esultsandf ul
fil
l
mentofcl ear l
yout li
nedobj ectives.Out come- oriented
cultureshol dempl oyeesaswel l asmanager saccount ablef orsuccessandut il
i
zesy stemst hat
rewar dempl oy eeandgr oupout put.I
nt hesecompani es, i
ti smor ecommont oseer ewar dsti
ed
toper formancei ndicatorsasopposedt oseni orityorloy alty.Resear chi ndicatest hat
organi zati
onst hathav eaper formance- or i
entedcul t
ur etendt oout per f
orm compani esthatar e
l
acki ngsuchacul ture.Atthesamet ime, someout come- or i
entedcompani esmayhav esucha
highdr i
veforout comesandmeasur ableper for manceobj ectiv
est hatt heymaysuf f
ernegat iv
e
consequences.

Peopl
e-Or
ient
edCul
tur
es

Peopl e-orientedcul turesv aluef ai

rness, supporti
veness, andrespectforindi vi
dual r
ights.These
organi zati
onst rulylivet hemant rat hat“peoplearetheirgreatestasset.
”Inaddi t
iont ohaving
fai
rpr ocedur esandmanagementst y l
es,thesecompani escreateanat mospher ewher ewor kis
funandempl oy eesdonotf eelrequiredt ochoosebet weenwor kandotheraspect soft heirl
i
ves.
Intheseor gani zat i
ons, therei sagr eat eremphasisonandexpect at
ionoft reati
ngpeopl ewi t
h
respectanddi gni ty
.Onest udyofnewempl oyeesinaccount i
ngcompani esf oundt hat
empl oy ees,onav erage, stay ed14mont hslongerincompani eswi thpeopl e-or
iented
cultures.St arbucksCor por ationisanexampl eofapeopl e-or
ientedcult
ur e.Thecompanypay s
empl oy eesabov emi nimum wage, offershealthcareandt uit
ionreimbursementbenef i
tstoits
part-t
imeaswel lasf ull
-ti
meempl oy ees,andhascr eati
veper kssuchasweekl yfreecof f
eefor
allassoci ates.

Qns9

Fouret
hical
posi
ti
onst
hatacompanymayadoptwhi
l
esel
ect
ingst
rat
egy

1.Devel
opi
ngaCodeofEt hi
cs:Thi
sser v
esasacentral
pointofrefer
enceforever
yonei
n
theor
gani
zati
on.Thi
scodeofethicsshoul
dtakest
akeholdersconcer
nsinto
consi
der
ati
on,andevol
veorgani
call
yovert
imeastheorganizati
ongrows.
 2.Ethi
calTr
aining:Investi
ngintr
aini
ngemployeesandmanagersinhowintegrateethi
cs
i
ntothei
rprocessi sacriti
cal
aspectofdevel
opingastr
ongethi
calcul
ture.Trai
ning
equi
psempl oyeesandmanager swi t
hthetool
snecessaryt
oaddressethical
lycomplex
i
ssuesinthewor kplace.

3.Situat
ionalAdvice( EthicsOffi
cers)
:Havi
ngethicsoffi
cersavai
lableforconsultati
onisa
greatwayt ohandl eet hi
cali
ssuesastheyari
seinter
nall
y.Employ eesandmanager s
mayencount eret hicaldil
emmast hatt
heCodeofEt hicsandethicstraini
ngdon’t
address.Inthesesi tuati
ons,goi
ngtoanethicsoffi
certodeter
mi nebestpr act
icesisa
greatstrat
egicresour ce.Theethi
csoffi
cercanalsousethesesituationstoimpr ovethe
organizati
on’
set hicalstrat
egy.

4.Conf i
denti
alReporti
ngSystem:Notall
et hi
calsi
tuat
ionsareeasyt
obri
ngupi na
professi
onalset
ti
ng.Asar esul
t,or
gani
zat i
onsshouldcreat
eaninf
rast
ructur
efor
anony mousreport
ingtoal
lowtheorganizati
ontoaddressprobl
emsast heyari
se
withoutputt
inganyoneonthespot.

Qns10

Explai
nbrief
lyt
heconceptofwhist
lebl
owi
ngandi
ndi
cat
ewhet
herwhi
stl
ebl
owi
nghas
advantagestoanor
ganizat
ionornot

Whist l
eblowingisreferredasapr ocesstouncov ert hewr ongdoingormi sconductwithinthe
organizati
onoragainstt hepublic.Whi stl
eblowingpol iciesandguideli
nesshoul dbe
i
mpl ement edwithi
nor ganizati
onsandcompani esofanysi ze,andwhetherpublicl
yorpr iv
atel
y
owned.Theor gani
zationsar eusingwhi stl
eblower sast oolstogov er
nandr einf
orceet hi
cal
behav i
ouramongst affandempl oy ees.Thesepol i
ciesneedt obewr i
tt
enandav ai
labl
et o
empl oyeesinordertobeexecut edandef fecti
velyhandl edinternal
l
ybyt heorganizati
on.

Yeshasadv
ant
ages

Recogni singwor ker

sar evaluabl
eear sandey es:Worker
sar eof tenthef ir
stpeopl etowi tness
anyt ypeofwr ongdoi ngwi t
hinanor ganisati
on.Thei nf
ormati
ont hatwor kersmayuncov ercould
preventwr ongdoi ng,whichmaydamageanor ganisati
on’
sreput ationand/ orper formance, and
couldev ensav epeopl efrom harm ordeat h.Getti
ngtheri
ghtcultur e:I
fanor ganisati
onhasn’ t
createdanopenandsuppor tiv
eculture,thewor kermaynotfeel comf or t
ablemaki nga
disclosure, f
orf earoft heconsequences.Thet womai nbarr
ierswhi st
leblower sfaceareaf ear
ofrepr i
sal asar esultofmakingadi sclosureandt hatnoact
ionwi llbetakeni ftheydomaket he
decisionto‘ blowt hewhistl
e’.Therehav ebeenanumberofhi ghpr ofi
lecases, includi
ng
evidencecol latedbyt heMid-Staff
ordshireNHSFoundat i
onTr ustPubl icInquiry1,theFreedom
toSpeakUpI ndependentRev i
ewintocr eati
nganopenandhonestcul t
urei ntheNHS2

;andthePar
li
ament
aryCommissiononBankingStandar
ds3thatconf
ir
m manywor
kersare
scar
edofspeaki
ngupaboutpoorpract
ice.Maki
ngsureyourst
affcanappr
oachmanagement
wit
hi mpor
tantconcernsist
hemosti mportantstepincreat
inganopencul
ture.Employ
ers
shoulddemonstrat
e,thr
oughv i
sibl
eleader
shipatalll
evelsoftheor
gani
sat
ion,thatt
hey
welcomeandencour ageworkerstomakedi scl
osures.

Trai
ningandsuppor
t:Anorganisat
ionshoul
dimplementtr
aini
ng,
mentor
ing,
adviceandother
supportsy
stemstoensur
ewor kerscaneasi
lyapproachar
angeofpeopl
eintheorgani
sat
ion.

Beingablet orespond:I tisintheorgani

sati
on’sbesti nt
er estst odealwithawhi stleblowing
discl
osurewheni tisfi
rstraisedbyawor ker
.Thisallowst heor ganisati
ontoinvest i
gate
prompt l
y,askfurtherquest ionsofaworkerandwher eappl i
cabl eprovidefeedback.Apol icy
shouldhelpexpl ai
nt hebenef it
sofmakingadi scl
osur e.
Bet tercont r
ol:Organi
sationst hat
embr acewhistleblowingasani mport
antsourceofinf ormat ionfindthatmanager shav ebett
er
i
nf or
mat i
ont omakedeci sionsandcontrolr
isk.Whistleblower sr espondmor eposi ti
velywhen
theyfeelthattheyar eli
stenedt o.

Resolv
ingt
hewr ongdoingquickl
y:Therearebenefi
tsfortheorgani
sati
onifaworkercanmake
adiscl
osur
eint
ernall
yrathert
hangoingt oathi
rdparty.Thiswaythereisanoppor
tuni
tytoact
promptl
yontheinfor
mat i
onandputr i
ghtwhateverwrongdoingisfound.

Qns11

Withexampl
es,
prov
ideananal
ysi
stoshowhowbusi
nesset
hicscanpr
omot
ebusi
ness
success

Et
hicsi
nLeader
shi
p:

Themanagementt eam setst het onef orhowt heent ir

ecompanyr unsonaday -t
o-daybasis.
Whent heprevaili
ngmanagementphi l
osophyi sbasedonet hicalpracti
cesandbehav i
or,l
eaders
withinanor ganizati
oncandi rectempl oy eesbyexampl eandgui det hem inmaki ngdecisi
ons
thatar enotonlybenef i
cial
tot hem asi ndividuals,butalsotot heorganizati
onasawhol e.
Buildi
ngonaf oundat ionofet hicalbehav iorhelpscreatelong-lasti
ngposi t
iv eeff
ectsfora
company ,i
ncludingtheabi li
tytoat tr
actandr etainhighl
ytalentedindivi
dual s,andbuil
dingand
mai ntaini
ngaposi tivereputationwi thi
nt hecommuni t
y.Runningabusi nessi nanethi
cal
mannerf r
om thet opdownbui l
dsast rongerbondbet weenindi v
idualsont hemanagement
team, furt
hercreatingst abil
it
ywi thinthecompany .

Empl
oyeeEt
hics:

Whenmanagementi sleadinganor gani

zationi nanet hi
calmanner ,
employ eesfol
lowi nthose
footsteps.Empl oyeesmakebet terdecisionsi nlesstimewi t
hbusinessethicsasagui ding
pri
nciple;thi
sincreasespr oduct
ivi
tyandov erallemployeemor al
e.Whenempl oyeescompl ete
worki nawayt hatisbasedonhonest yandi ntegrit
y,t
hewhol eorganizat
ionbenefits.
Empl oyeeswhowor kf
oracor porationthatdemandsahi ghstandardofbusinesset hi
csinall
facetsofoper ati
onsar emor eli
kelytoper f
or mt hei
rjobdutiesatahigherlevelandar ealso
mor eincli
nedt ostayloyaltothatorganization.