Managing for ethical-organizational integrity principles and processes for promoting good, right, and virtuous conduct / Abe J. Zakhem and Daniel E. Palmer.

Part of: 2012 digital library.

Introduction -- 1. Doing what is good -- 2. Rights, duties, and other obligations -- 3. Ethics programs -- Conclusion -- Appendix A. Ford Motor Company's Code of basic working conditions -- Appendix B. APSC capability checklist -- Appendix C. International code of ethics for sales and marketing -- Appendix D. Universal declaration of human rights -- Appendix E. Shareholder key rights as identified by the OECD -- Sarbanes Oxley summary -- Appendix F. U.S. federal sentencing guidelines, chapter 8 -- 8B2.1 effective compliance and ethics program -- Appendix G. Johnson and Johnson credo -- Novartis commitment to human rights -- Texas Instruments ethics and value statement -- References -- Index.

For some time people thought that business and ethics constituted separate and mutually exclusive realms. Businesses that perpetuate such a belief or still hold that "business ethics" is an oxymoron are at risk. Indeed, managers are now being called on to actively promote ethical organizational integrity. This means understanding the principles that define and creating an organizational culture that measurably encourages ethical conduct. The reason for this shift in paradigm is clear. Ethical organizational integrity drives long-term company success and sustainable value production, serves to prevent illegal conduct, and best contributes to overall social welfare. This book provides a brief introduction to and general framework for managing for ethical-organizational integrity that will be useful to managers and business students alike.

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Title from PDF t.p. (viewed on March 25, 2012).