Managing business ethics : straight talk about how to do it right / Linda Klebe Treviño and Katherine A. Nelson.

Includes bibliographical references and index.

PrefaceAcknowledgmentsSection I Introduction1 Introducing Straight Talk about Managing Business Ethics: Where We're Going and WhyIntroductionThe Financial Disaster of 2008Moving Beyond CynicismCan Business Ethics Be Taught?This Book is About Managing Ethics in BusinessEthics and the LawWhy Be Ethical? Why Bother? Who Cares?The Importance of TrustThe Importance of ValuesHow This Book Is StructuredConclusionDiscussion QuestionsExercise: Your Cynicism QuotientNotesSection II Ethics and the Individual2 Deciding What's Right: A Prescriptive ApproachEthics and the IndividualConclusionDiscussion QuestionsExercise: Clarifying Your ValuesIntroducing the Pinto Fires CaseCase: Pinto FiresShort CasesNotes3 Deciding What's Right: A Psychological ApproachEthical Awareness and Ethical JudgmentIndividual Differences, Ethical Judgment, and Ethical BehaviorFacilitators of and Barriers to Good Ethical JudgmentToward Ethical ActionConclusionExercise: Understanding Cognitive Moral DevelopmentDiscussion QuestionsShort CaseNotes4 Addressing Individuals' Common Ethical ProblemsPeople IssuesConflicts of InterestCustomer Confidence IssuesUse of Corporate ResourcesWhen all Else Fails: Blowing the WhistleConclusionDiscussion QuestionsShort CasesNotesSection III Managing Ethics in the Organization5 Ethics as Organizational CultureIntroductionOrganizational Ethics as CultureEthical Culture: A Multisystem FrameworkEthical LeadershipOther Formal Cultural SystemsInformal Cultural SystemsOrganizational Climates: Fairness, Benevolence, Self?Interest, PrinciplesDeveloping and Changing the Ethical CultureA Cultural Approach to Changing Organizational EthicsThe Ethics of Managing Organizational EthicsConclusionDiscussion QuestionsCase: Culture Change at GM?Case: Culture Change at TexacoCase: An Unethical Culture in Need of Change: Tap PharmaceuticalsNotes6 Managing Ethics and Legal ComplianceIntroductionStructuring Ethics ManagementCommunicating EthicsUsing the Reward System to Reinforce the Ethics MessageEvaluating the Ethics ProgramValues or Compliance ApproachesGlobalizing an Ethics ProgramConclusionDiscussion QuestionsAppendix: How Fines Are Determined under the U.S. Sentencing GuidelinesNotes7 Managing for Ethical ConductIntroductionIn Business, Ethics is about BehaviorOur Multiple Ethical SelvesRewards and DisciplinePeople Follow Group NormsPeople Fulfill Assigned RolesTo Authority: People Do What They're ToldResponsibility is Diffused in OrganizationsStressed?Out Employees are More UnethicalConclusionDiscussion QuestionsCase: Sears, Roebuck, and Co.: The Auto Center ScandalShort CaseNotes8 Ethical Problems of ManagersIntroductionManaging the "Basics"Managing a Diverse WorkforceThe Manager as a LensManaging Up and AcrossConclusionDiscussion QuestionsShort CasesNotesSection IV Organizational Ethics and Social Responsibility9 Corporate Social ResponsibilityIntroductionWhy Corporate Social Responsibility?Types of Corporate Social ResponsibilityTriple Bottom Line and Environmental SustainabilityIs Socially Responsible Business Good Business?ConclusionDiscussion QuestionsCase: Merck and River BlindnessShort CaseNotes10 Ethical Problems of OrganizationsIntroductionManaging StakeholdersKey Stakeholder GroupsKey Ethical Issues Involving Multiple StakeholdersClassic Ethics CasesConclusionShort CasesDiscussion QuestionsNotes11 Managing for Ethics and Social Responsibility in a Global EnvironmentIntroductionFocus on the Individual Expatriate ManagerThe Organization in a Global Business EnvironmentConclusionDiscussion QuestionsShort CaseCase: Selling Medical Ultrasound Technology in AsiaCase: Google Goes to ChinaNotesIndex

"The popular business press is replete with feature stories describing ethical meltdowns and how those corporate misdeeds have eroded the public trust of business leaders and their organizations. As most of us learned at our parents' knees, trust and reputation are built over many years and take but an instant to be destroyed. So here we stand at a crossroads. Is it going to be business as usual for business? Or are businesspeople going to commit to regaining the trust of our peers, our families, and our fellow citizens? In response to this crisis of trust, universities across the country have designed new courses that incorporate leadership, communication skills, the basics of human resources management, and ethics. That's why we wrote this book; we want to make the study of ethics relevant to real-life work situations. We want to help businesspeople regain the trust that's been squandered in the last few years. This book is different from other business ethics texts in several key ways. First, it was written by an unusual team. Linda Treviño is Distinguished Professor of Organizational Behavior and Ethics in the Management and Organization Department of the Smeal College of Business at the Pennsylvania State University. Her prolific research on the management of ethical conduct in organizations is published in the field's best journals and is internationally known and referenced. She has more than 30 years of experience in teaching students and executives in university and nonuniversity settings, and she also has experience as a corporate consultant and speaker on ethics and management issues. Kate Nelson is a full-time faculty member at the Fox School of Business at Temple University in Philadelphia, where she teaches management, business ethics, and human resources to undergraduates. Before joining Temple's faculty, Kate worked for more than 30 years in strategic organizational communication and human resources at a variety of companies including Citicorp, Merrill Lynch, and Mercer HR Consulting. She also has worked as a consultant specializing in ethics and strategic employee communications and has designed ethics programs for numerous organizations. We think that bringing together this diverse mix of theory and practice makes the book unique."--