Systems of Production: (Contemporary Political Economy Series) Markets, Organisations and Performance
Author: Brendan Burchill
In recent years we have seen the predictions of our forebears that leisure time would increase as the years pass utterly confounded. It is a fact of life that in major cities across the world, transport systems are full to bursting with people on their way to and from work. As people have come to accept longer working hours as a way of life, a number of new issues have come into play.
These include labor market regulation, contract work and outsourcing, wages and increased attempts at better organization. The impressive array of expert contributors, including Mark Harvey, Jane Humphries and Frank Wilkinson, have compiled a comprehensive and interesting book.
Interesting book: Gesetz und Ethik in der Geschäftsumgebung
Annual Editions: Business Ethics 05/06
Author: John E Richardson
This seventeenth edition of Annual Editions: Business Ethics is a collection of articles from the best of the public press. The goal of this title is to present different perspectives on understanding basic concepts and concerns of business ethics and to provide ideas on how to incorporate these concepts into the policies and decision-making processes of businesses.
Table of Contents:
UNIT 1. Ethics, Values, and Social Responsibility in Business1. Thinking Ethically: A Framework for Moral Decision Making, Manuel Velasquez, Claire Andre, Thomas Shanks, and Michael J. Meyer, Issues in Ethics, Winter 1996
Outlined here are key steps and five different approaches to dealing with moral issues and helping to resolve ethical dilemmas.
2. Ethics: Time to Revisit the Basics, Gregory D. Foster, The Humanist, March/April 2003
Gregory Foster believes that ethics can only be meaningfully discussed and applied when it is fully understood and that such understanding requires that we periodically revisit the basics.
Dillard Tinsley maintains that the Golden Rule, the Silver Rule, and the Open Forum Rule provide a basic approach or starting place for achieving adequate multicultural marketing ethics.
In making ethical decisions, Charles Kern advocates letting virtuous values guide one's judgements while being aware of the mental games that can undermine ethical decision making.
5. Best Resources for Corporate Social Responsibility, Karen McNichol, Business Ethics, Summer 2001
In this Business Ethics journal, Karen McNichol provides a list of some of the best Web sites on corporate social responsibility. They are listed with addresses in this article.
UNIT 2. Ethical Issues and Dilemmas in the Workplace
Part A. Employee Rights and Duties
The authors have found that monitoring employees is a commonplace management practice with nine out of every ten companies checking up on their employees' online activities while at work.
7. Up Against Wal-Mart, Karen Olsson, Mother Jones, March/April 2003
Wal-Mart has a reputation of being one of the most anti-union companies. Here are some of the ways that Wal-Mart manages to remain union-free.
Part B. Organizational Misconduct and Crime
According to the authors, companies that engage in unethical practices face consequences far more harmful than is traditionally recognized.
This article reveals ways auditors can help deter bribery and kickbacks.
According to Elizabeth MacDonald, despite all the furor about bad governance, and the bad name that miscreants at Tyco and Enron gave to capitalism, some executives are still practicing old-fashioned corporate cronyism.
Part C. Sexual Treatment of Employees
11. Sexual Harassment and Retaliation: A Double-Edged Sword, Ann C. Wendt and William M. Slonaker, SAM Advanced Management Journal, Autumn 2002
Retaliation against a person who complains of sexual harassment—or other type of discrimination—is itself a new form of employment discrimination.
12. Harassment Grows More Complex, Carole O'Blenes, Management Review, June 1999
Today employees are basing harassment claims on a variety of “protected” characteristics including race, religion, age, disability, and national origin.
Part D. Discriminatory and Prejudicial Practices
13. Attitudes Toward Affirmative Action, Pamela Paul, American Demographics, May 2003
Pamela Paul explains why opinions vary widely on affirmative action, depending on how the issue is presented in poll questions.
Linda Tischler investigates why there are still so few women at the top when the managerial pipeline is stuffed with capable, talented female candidates for senior positions.
Stephanie Armour explains the sex discrimination lawsuit against Wal-Mart stores claiming that the company is rife with sexism.
Part E. Downsizing of the Workforce
The article reflects that many high-tech workers have lost jobs to low-wage countries because of outsourcing.
Part F. Whistleblowing in the Organization
17. A Hero—and a Smoking-Gun Letter, BusinessWeek, January 28, 2002
When Sherron S. Watkins wrote a letter warning Enron executives that the company might implode in a wave of accounting scandals, the total lack of response amazed her. After she sent the letter on August 15, 2001, she followed up by taking her concerns to an audit partner in their accounting firm, Arthur Andersen, again to no avail.
18. Hall Monitors in the Workplace: Encouraging Employee Whistleblowers, Sharie A. Brown, M World, Winter 2003
Sharie Brown describes how whistleblowers can help a company resolve problems before they become front-page fodder.
Part G. Handling Ethical Dilemmas at Work
19. Academic Values and the Lure of Profit, Derek Bok, The Chronicle of Higher Education, April 4, 2003
Derek Bok poses some thoughtful and challenging questions in this article: Just how far have individual sponsors gone in seeking to use higher-education institutions and professors for their own commercial ends? How willing have universities been to accept money at the cost of compromising values central to the academic enterprise?
20. Between Right and Right, Geoffrey Colvin, Fortune, November 11, 2002
Geoffrey Colvin presents three specific ethical dilemmas, provoked by recent events, which he believes will be rethought in coming months.
Joseph Wells suggests some important dilemmas faced by auditors: (1)sometimes it is easy to know but hard to do the “right thing” and (2)there is a double standard in most organizations for employees and executives.
Ann Zimmerman examines Costco's dilemma of catering to its workers, or satisfying shareholders and Wall Street.
23. The Parable of the Sadhu, Bowen H. McCoy, Harvard Business Review, May/June 1997
The parable presented in this reading has significance for managers as they encounter ethical dilemmas that involve merging the individual ethic (personal values) and the corporate ethic (organizational values) to make the best decisions within the corporate culture. Bowen McCoy stresses the importance of management's agreeing on a process for dealing with dilemmas and conflicts of interest.
UNIT 3. Business and Society: Contemporary Ethical, Social, and Environmental Issues
Part A. Changing Perspectives in Business and Society
24. Ethical Compass, Tim Hatcher, Executive Excellence, July 2003
Companies without a moral compass are cast adrift or broken on the rocks. Although companies with formal ethical standards or a self-developed code of ethics perform better, Tim Hatcher does not feel that these standards are an ethics “silver bullet.”
Corporate citizenship represents a diffuse concept for many. However, according to A.J. Vogl, it generally speaks to companies voluntarily adopting a triple bottom line, one that takes into account social, economic, and environmental considerations as well as financial results.
26. Trust in the Marketplace, John E. Richardson and Linnea Bernard McCord, McGraw-Hill/Dushkin, 2000
The authors scrutinize the significance of companies that are cognizant of the precarious nature and powerful advantages of gaining and maintaining trust with their customers in the marketplace.
This special progress report gives some thoughtful insight on male bastions, glass ceilings, and what women want at work.
A landmark survey reveals that most Americans are open to sharing their life, work, and even love with people of a different color. Nonetheless, day-to-day examples of prejudice and discrimination present a grinding burden on minorities in America.
Part B. Contemporary Ethical Issues
Jeffrey Rothfeder delineates how a tough consumer ethic demands openness and integrity.
The authors elucidate how drug makers sought to keep popular cold and diet remedies on store shelves after their own study linked them to strokes.
Part C. Global Ethics
31. Values in Tension: Ethics Away From Home, Thomas Donaldson, Harvard Business Review, September/October 1996
Thomas Donaldson believes that even the best-informed, best-intentioned executives must rethink their assumptions about business practices in foreign settings.
Amy Tiebel reveals how female entrepreneurs in some Mideastern countries, despite scorn and unequal treatment, are making some gains.
UNIT 4. Ethics and Social Responsibility in the Marketplace
Part A. Marketing Strategy and Ethics
33. The Perils of Doing the Right Thing, Andrew W. Singer, Across the Board, October 2000
Andrew Singer discusses why a number of companies have discovered how difficult it is to do well by doing good. Some question whether ethical behavior makes any economic sense at all.
In the aftermath of highly publicized corporate scandals, eyes are on company executives and how they do business. Jennifer Gilbert describes how some companies are leveraging their salespeople as the first line of defense against skeptics.
Joanne Cleaver discusses the impact of Saks' focus on customer service training that placed emphasis not just on diversity, but effectively replaced a poorly performing service culture with one that is inclusive and friendly.
The authors explore why learning to manage angry customers is a crucial part of today's service landscape.
Part B. Ethical Practices in the Marketplace
37. Managing for Organizational Integrity, Lynn Sharp Paine, Harvard Business Review, March/April 1994
Lynn Sharp Paine advocates the idea that by supporting ethically sound behavior, managers can strengthen the relationships and reputations that their companies depend on.
38. Transparent Reporting?, John P. McAllister, Strategic Finance, March 2003
John McAllister believes that the financial reporting scandals dominating the news seem to have at least two things in common: greed and dishonesty. Furthermore, he believes that we should consider the possibility of the presence of a pervasive weakness in U.S. accounting and financial reporting, specifically the assumption that compliance with generally accepted accounting principles (GAAP) is the equivalent of transparent reporting.
Fetzer Vineyard's goal is to produce good wine at a good price, have a good work environment, as well as have a good partnership with distributors.
UNIT 5. Developing the Future Ethos and Social Responsibility of Business
Archie Carroll wrestles with two questions concerning ethical scandals on the part of business since the 1980s: (1)What went wrong and who's to blame? and (2)What should be done about it?
41. Ethics for a Post-Enron America, John R. Boatright, Phi Kappa Phi Forum, Spring 2003
John Boatright asserts that the high-profile scandals at Enron, WorldCom, Global Crossing, and Tyco, among others, combined with the spectacular dissolution of the accounting firm Arthur Andersen, are more than business failures. Top executives and their advisers also failed to fulfill their basic fiduciary duties to serve the interests of shareholders and the public.
42. SOX Alone Won't Stop Fraud, Arlen S. Lasinsky, M World, Summer 2003
The most recent litany of SEC investigations—from HealthSouth to Ahold's U.S. Foodservice to AOL—are vivid reminders that the Sarbanes-Oxley Act (SOX) and related legislation may deter corporate fraud, but corruption is not going to disappear completely.
The authors cover why employees who seek to raise ethical issues want more than a conditional assurance of confidentiality.
The authors believe that in many corporate circles today, managers and leaders are unfortunately writing off instances of wrongdoings as aberrations without relevance to them.
Recent corporate scandals, according to Saul Gellerman, prove that the lessons of previous scandals have not been learned. Instead of focusing on the real cause: pressures that push management to test the boundaries of the permissible, most companies would rather blame rogue employees and pundits would blame business schools.
46. Ensuring Ethical Effectiveness, Randy Myers, Journal of Accountancy, February 2003
The Sarbanes-Oxley Act requires companies to report whether they have a code of ethics for senior financial officers, and if not, why not? The accounting profession now has a duty to help clients review or create an ethical code. This article outlines ways to create a code of ethics with the intent of preventing future undesired behavior.