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|Additional Physical Format:||Print version:
Ethics Can : Managing Ethics in the Workplace.
Randburg : Knowres Publishing, ©2014
|Material Type:||Document, Internet resource|
|Document Type:||Internet Resource, Computer File|
|All Authors / Contributors:||
|Notes:||5.8 sample ethics report: executive summaryof ethics monitor survey results.|
|Description:||1 online resource (259 pages)|
|Contents:||Cover; Title Page; Endorsements; Copyright Page; Dedication; Acknowledgements; TABLE OF CONTENTS; ABOUT THE AUTHOR; INTRODUCTION; CHAPTER 1: UNDERSTANDING WORKPLACE ETHICS; INTRODUCTION; 1.1 WORKPLACE ETHICS 101: THE BASICS; 1.2 PRACTICAL EXERCISE: ASSESSING THEEFFECTIVENESS OF THE ORGANISATION'SRULES AND REGULATIONS; 1.3 ETHICAL BUT ILLEGAL AND UNETHICAL BUTLEGAL; 1.4 BUSINESS ETHICS: AN OXYMORON?; 1.5 PERSONAL VALUES VERSUS COMPANY VALUES; 1.6 PART-TIME ETHICS: ETHICS AND E-TOLLS; 1.7 WORKPLACE ETHICS IN CONTEXT; RECOMMENDED CASE STUDY AND COMMENTARY. Chapter 2: does ethics make good business sense?introduction; 2.1 workplace ethics: illusion, luxury or necessity?; 2.2 counting the cost of corruption insouth africa; 2.3 valuing ethical capital and the new roi; 2.4 ethics should be a priority in trustbasedbusinesses; workplace discussion; recommended case study and commentary; further reading; chapter 3 whose role is ethics?; introduction; part i: leadership; 3.1 can a company be ethical if its leaders are not?; 3.2 women, leadership and ethics; 3.3 ethical leadership in the public sector; 3.4 be the ethical leader you want. Part ii: the social and ethics committee3.5 social and ethics committee: a value ora cost?; 3.6 clarifying the ethics roles andresponsibilities of the social andethics committee; part iii: the role of hr; 3.7 hr fulfils a crucial role in theadvancement of ethics; 3.8 ethical selection and recruitment; 3.9 ethics and remuneration; 3.10 a code of ethics: getting the basics right; 3.11 practical guideline: issues to beaddressed in a code of conduct; 3.12 practical guideline: code of conductgift policy; 3.13 practical guideline: code of conductconflict of interest policy. 3.14 can you teach ethics?recommended case study and commentary; further reading; chapter 4: managing workplace ethics; introduction; part i: ethics management:the big issues; 4.1 ethics management system; 4.2 practical exercise: how ethical is yourcompany's culture?; 4.3 tackling misconduct; 4.4 beware the ethical divide; 4.5 ethics without borders; 4.6 recovering from ethical failure; part ii: ethics management:a detailed focus; 4.7 focus on care: the neglected value; 4.8 focus on collusion: how entrenched isit in south africa?; 4.9 focus on counterfeiting. 4.10 focus on cybercrime: what is the cost ofsecurity?4.11 focus on social media: a new ethicalterrain; 4.12 focus on supply chain ethics; recommended case studies andcommentaries; further reading; chapter 5: measuring, monitoring andreporting on ethical performance; introduction; 5.1 six reasons to measure, monitor and report on ethics; 5.2 the ethics monitor; 5.3 practical exercise: ethics checklists; 5.4 does your company have a aaa ethicsrating?; 5.5 the case for an ethics due diligence; 5.6 ethics hotline reporting: who will tell?; 5.7 business ethics reporting: what shouldyou tell?|