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Managing Business Ethics: Straight Talk about How to Do It Right, 6th Edition by Katherine A. Nelson, Linda K. Treviño

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CHAPTER 8

ETHICAL PROBLEMS OF MANAGERS

INTRODUCTION

Good managers do four things really well: hire good people, define clear expectations (including ethical expectations), recognize excellence and praise it, and finally, show their people that they care.1 We're going to focus on those managerial “basics” in this chapter, since managers are responsible for the entire range of human resources activities such as hiring, firing, disciplining, and evaluating performance. Consequently, some of the ethical responsibilities of managers and employees are different and require special thought and preparation. Also, since managers are responsible for employee supervision, the courts can hold them accountable for the activities and behavior of the people who report to them. Finally, because managers are role models for the workers in their department, it's critical that managers be able to discuss the ethical implications of decision making and provide advice to employees who find themselves in an ethical quandary. These facts of corporate life have frustrated many managers. “How can I possibly manage the ethics or morality of the people I manage? Is it even possible to manage ethics? Where are the special pitfalls for me as a manager?” In this chapter, we examine what responsibilities managers have and how you as a manager can encourage employee engagement and influence your direct reports to make ethical decisions. We also explore how organizational culture influences manager decisions ...

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