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Moral principles or beliefs about what is right or wrong.
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The quandary people find themselves in when they have to decide if they should act in a way that might help another person or group even though doing so might go against their own self-interest.
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Shareholders, employees, customers, suppliers, and others who have an interest, claim, or stake in an organization and in what it does.
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Decisions that reasonable or typical stakeholders would find acceptable because they aid stakeholders, the organization, or society.
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Decisions that a manager would prefer to disguise or hide from other people because they enable a company or a particular individual to gain at the expense of society or other stakeholders.
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An ethical decision is a decision that produces the greatest good for the greatest number of people.
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An ethical decision is one that best maintains and protects the fundamental or inalienable rights and privileges of the people affected by it.
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An ethical decision is a decision that distributes benefits and harms among people and groups in a fair, equitable, or impartial way.
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Formal standards and rules, based on beliefs about right or wrong, that managers can use to make appropriate decisions in the best interests of their stakeholders.
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Standards that govern how members of a society deal with each other on issues such as fairness, justice, poverty, and the rights of the individual.
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Standards that govern how members of a profession make decisions when the way they should behave is not clear-cut.
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Personal standards that govern how individuals interact with other people.
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An ethics officer who monitors an organization's practices and procedures to ensure that they are ethical.
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A manager's duty or obligation to make decisions that promote the well-being of stakeholders and society as a whole.
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Disregard for social responsibility; willingness to engage in and cover up unethical and illegal behaviour.
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Minimal commitment to social responsibility; willingness to do what the law requires and no more.
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Moderate commitment to social responsibility; willingness to do more than the law requires, if asked.
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Strong commitment to social responsibility; eagerness to do more than the law requires and to use organizational resources to promote the interests of all organizational stakeholders.
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Investments that seek to solve social or environmental problems and generate financial returns to the investor.
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A tool that allows managers to analyze the profitability and social returns of socially responsible actions.
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The esteem or high repute that individuals or organizations gain when they behave ethically.
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Differences among people in age, gender, race, ethnicity, ability, and sexual orientation.
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Also known as millennials; people born between 1981 and 1992.
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A moral principle calling for the distribution of pay raises, promotions, and other organizational resources to be based on meaningful contributions that individuals have made and not on personal characteristics over which they have no control.
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Knowingly and willingly denying diverse individuals access to opportunities and outcomes in an organization.
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A moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members.
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The systematic tendency to use information about others in ways that result in inaccurate perceptions.
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Simplistic and often inaccurate beliefs about the typical characteristics of particular groups of people.
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Any behaviour directed toward an employee that is known to be or ought to be known to be offensive and unwelcome.
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Unwelcome behaviour of a sexual nature in the workplace that negatively affects the work environment or leads to adverse job-related consequences for the employee.
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Asking or forcing an employee to perform sexual favours in exchange for some reward or to avoid negative consequences.
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Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone's personal appearance, and other sex-related actions that make the work environment unpleasant.
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