This Is Your Presentation Title

Total Page:16

File Type:pdf, Size:1020Kb

This Is Your Presentation Title 2017-10-09 Ethics The analysis and application of fundamental Making Ethical values and normative principles to significant problems with a view toward making reasoned, Decisions in a Time of unbiased and fair-minded decisions about what Uncertainty ought to be done. Nejolla Korris InterVeritas International 2 www.interveritas.com There’s no accounting for In Other Words… people A system of principles of right conduct A theory of system of moral values Rules or standards that govern the conduct of a person, corporation or state 3 4 1 2017-10-09 Ethics Warm-ups Ethics Warm Ups If you knew a woman who was pregnant, who already had 8 children, three who were deaf, two who were blind, one mentally retarded and she If you chose yes, she should have an abortion … had syphilis, would you recommend she have an there would have been no abortion? Beethoven 5 6 Lord Acton , 1887 Little retaliations When there is an over abundance of power, individuals under the power stream attempt to “Power tends to corrupt, and gain independence by little retaliations. absolute power corrupts absolutely.” Retaliation and opportunity lead to behavior that may be unethical. 7 8 2 2017-10-09 The majority of people lie to their employers How much time per day do you think the average from time to time. employee with Internet access at their desk surfs the net in an unauthorized manner? • Completely true 0-15 minutes Correct Answer Correct Answer • Mostly true Mostly True 15-30 minutes 60-90 minutes 30-60 minutes • Somewhat true/false 60-90 minutes • Mostly false 90-120 minutes 9 • Completely false 10 More than two hours What percentage of people do you think would What percentage of people do you think stole $100 leave work early if they were sure that their bosses or less (in money, merchandise, office equipment, weren't going to find out? being paid for time not worked, or raw materials) from their employer in the last calendar year? 0-20 % 0-5 % Correct Answer 20-40 % 20-40% 5-20 % Correct Answer 48% 40-60 % 20-40 60-80 % 40-60 % 60-80 % 80-100% 11 12 80-100% 3 2017-10-09 New York, March 2, 2004 Martha Stewart, World Com’s Scott Sullivan, Tyco’s Dennis Kozlowski and Mark Swartz and Adelphia’s John Rigas were being prosecuted within two blocks of each other. On the same day Attorney General John Ashcroft announced the indictment of Bernard Ebbers, Going Back in Time Chief Executive of World Com. 13 14 How do Ethics help? Guides us with the right thing to do. Allows us undertake those actions Ethics Values Are everyone’s core values and beliefs the same? Actions justified based on criteria How do you get everyone on the same page? Protection from ethical impropriety 15 16 4 2017-10-09 Ethical Ground Rules Change Ethical Traits in Leadership 1. Leadership: promoting courage, commitment, and moral responsibility What do we do with situations where what was once ethical is now considered unethical? 2. Workplace conduct: building an ethical environment on individual behavior How do you ensure that those making decisions on ethical misconduct are ethical themselves? 3. Management: leading employees by example in daily situations 4. Teamwork: fostering group behavior that 17 18 reflects the company’s moral outlook Ethical Corporations Post Enron Ethical Breaches Know what the “right thing to do” is. Yahoo Undertake those actions Madoff Justify actions based on professional criteria Best Buy Protect themselves from ethical impropriety 19 20 5 2017-10-09 Yahoo Bernie Madoff Yahoo CEO Scott Thompson lasted just four Ponzi Scheme considered to be the largest months before revelations of résumé padding financial fraud in U.S. history forced him to resign 21 22 Best buy Best Buy Chairman and founder Richard Schulze exited after directors determined he used poor In the post-Enron era of corporate meltdowns, judgment for failing to disclose CEO Brian Dunn's companies are required to disclose more personal relationship with a young subordinate, a information that's easily dispersed on the Internet. violation of company ethics that led to Dunn's departure . 23 24 6 2017-10-09 What happens when the ethics policy is Case Study used for unethical purposes? Carolyn Strom is a nurse at Prairie View Hospital. Her grandfather Did Carolyn deserve the punishment she received? was in palliative care at Kerrie James Medical Facility. Did she, in your opinion, commit an ethical She was distressed about the care her grandfather was getting and breach? posted comments on her Facebook wall about it. She also decided to write to the Minister of Health to voice her complaints about his Research the code of conduct to see if the treatment and care. guidelines were clear in outlining that her FB post was a violation. Google Canadian Nurses Someone reported her to her professional association. They took her case to their disciplinary committee and they ruled she was Association Code of Ethics guilty of unethical behavior in criticizing a fellow nurse. She was fined $26,000 25 26 Nejolla B. Korris What Are You Willing to Do for Emmanuel Kant said: $10 Million? 25% or one in 4 people would abandon their entire In law a man is guilty when he violates the family or abandon their church. rights of others. In ethics he is guilty if he 23% would turn to prostitution for a week only thinks of doing so. 16% would give up their American citizenship 16% would leave their spouses 10% would withhold testimony and let a murderer 27 28 go free 7 2017-10-09 What Are You Willing to Do for Betrayal – at the crux of it $10 Million? 7% would kill a stranger 6% would change their race 4% would change their sex 3% would put their children up for adoption From The Day America Told the Truth Survey of 2000 Americans across the country/1800 questions about 29 30 beliefs Nejolla Korris [email protected] www.interveritas.com @civil grits 31 8 .
Recommended publications
  • Criminal Law
    Criminal Law CASES AND MATERIALS Fourth Edition 2021 SUPPLEMENT Stephen A. Saltzburg John L. Diamond Kit Kinports Thomas Morawetz Rory Little CAROLINA ACADEMIC PRESS Durham, North Carolina Copyright © 2021 Carolina Academic Press, LLC All Rights Reserved Carolina Academic Press 700 Kent Street Durham, North Carolina 27701 Telephone (919) 489-7486 Fax (919) 493-5668 E-mail: [email protected] www.cap-press.com Copyright © 2021 Carolina Academic Press, LLC. All rights reserved. CHAPTER 1 THE NATURE AND STRUCTURE OF CRIMINAL LAW [A] THE CORE AND PERIPHERY OF CRIMINAL LAW [1] THE FAMILIARITY OF CRIMINAL LAW Page 3: Add to the end of the section: Society’s perception of criminal law has potentially and hopefully been transformed by the police killing of George Floyd in May 2020 and the mostly peaceful demonstrations that followed worldwide. There is increased recognition of the systemic racism embedded in the criminal justice system and the country’s failure to provide equal justice for all. Movements such as Black Lives Matter have attempted to address these injustices and advance solutions. As you study criminal law, please keep in the forefront of your mind how your generation of lawyers can work to bring to our country a criminal justice system that reflects the kind of society our ideals aspire to. Below is the prepared statement presented by George Floyd’s bother, Philonise, before the House Judiciary Committee on June 10, 2020. Chairman Jerrold Nadler and members of the Committee: Thank you for the invitation to be here today to talk about my big brother, George. The world knows him as George, but I called him Perry.
    [Show full text]
  • Media Coverage of Ceos: Who? What? Where? When? Why?
    Media Coverage of CEOs: Who? What? Where? When? Why? James T. Hamilton Sanford Institute of Public Policy Duke University [email protected] Richard Zeckhauser Kennedy School of Government Harvard University [email protected] Draft prepared for March 5-6, 2004 Workshop on the Media and Economic Performance, Stanford Institute for International Studies, Center on Development, Democracy, and the Rule of Law. We thank Stephanie Houghton and Pavel Zhelyazkov for expert research assistance. Media Coverage of CEOs: Who? What? Where? When? Why? Abstract: Media coverage of CEOs varies predictably across time and outlets depending on the audience demands served by reporters, incentives pursued by CEOs, and changes in real economic indicators. Coverage of firms and CEOs in the New York Times is countercyclical, with declines in real GDP generating increases in the average number of articles per firm and CEO. CEO credit claiming follows a cyclical pattern, with the number of press releases mentioning CEOs and profits, earnings, or sales increasing as monthly business indicators increase. CEOs also generate more press releases with soft news stories as the economy and stock market grow. Major papers, because of their focus on entertainment, offer a higher percentage of CEO stories focused on soft news or negative news compared to CEO articles in business and finance outlets. Coverage of CEOs is highly concentrated, with 20% of chief executives generating 80% of coverage. Firms headed by celebrity CEOs do not earn higher average shareholder returns in the short or long run. For some CEOs media coverage equates to on-the-job consumption of fame.
    [Show full text]
  • The Great Telecom Meltdown for a Listing of Recent Titles in the Artech House Telecommunications Library, Turn to the Back of This Book
    The Great Telecom Meltdown For a listing of recent titles in the Artech House Telecommunications Library, turn to the back of this book. The Great Telecom Meltdown Fred R. Goldstein a r techhouse. com Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the U.S. Library of Congress. British Library Cataloguing in Publication Data Goldstein, Fred R. The great telecom meltdown.—(Artech House telecommunications Library) 1. Telecommunication—History 2. Telecommunciation—Technological innovations— History 3. Telecommunication—Finance—History I. Title 384’.09 ISBN 1-58053-939-4 Cover design by Leslie Genser © 2005 ARTECH HOUSE, INC. 685 Canton Street Norwood, MA 02062 All rights reserved. Printed and bound in the United States of America. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher. All terms mentioned in this book that are known to be trademarks or service marks have been appropriately capitalized. Artech House cannot attest to the accuracy of this information. Use of a term in this book should not be regarded as affecting the validity of any trademark or service mark. International Standard Book Number: 1-58053-939-4 10987654321 Contents ix Hybrid Fiber-Coax (HFC) Gave Cable Providers an Advantage on “Triple Play” 122 RBOCs Took the Threat Seriously 123 Hybrid Fiber-Coax Is Developed 123 Cable Modems
    [Show full text]
  • Principles of Management
    Principles of Management [AUTHORS REMOVED AT REQUEST OF ORIGINAL PUBLISHER] UNIVERSITY OF MINNESOTA LIBRARIES PUBLISHING EDITION, 2015. THIS EDITION ADAPTED FROM A WORK ORIGINALLY PRODUCED IN 2010 BY A PUBLISHER WHO HAS REQUESTED THAT IT NOT RECEIVE ATTRIBUTION. MINNEAPOLIS, MN Principles of Management by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted. 7.5 Organizational Change 317 7.6 Planning and Executing Change Effectively 328 7.7 Building Your Change Management Skills 334 Chapter 8: Organizational Culture 8.1 Organizational Culture 337 8.2 Case in Point: Google Creates Unique Culture 339 8.3 Understanding Organizational Culture 342 8.4 Measuring Organizational Culture 346 8.5 Creating and Maintaining Organizational Culture 356 8.6 Creating Culture Change 370 8.7 Developing Your Personal Skills: Learning to Fit In 375 Chapter 9: Social Networks 9.1 Social Networks 379 9.2 Case in Point: Networking Powers Relationships 381 9.3 An Introduction to the Lexicon of Social Networks 383 9.4 How Managers Can Use Social Networks to Create Value 389 9.5 Ethical Considerations With Social Network Analysis 400 9.6 Personal, Operational, and Strategic Networks 408 9.7 Mapping and Your Own Social Network 414 Chapter 10: Leading People and Organizations 10.1 Leading People and Organizations 421 10.2 Case in Point: Indra Nooyi Draws on Vision and Values to Lead 424 10.3 Who Is a Leader? Trait Approaches to Leadership 427 10.4 What Do Leaders
    [Show full text]
  • Download the Worldcom Case
    Daniels Fund Ethics Initiative University of New Mexico http://danielsethics.mgt.unm.edu WorldCom’s Bankruptcy Crisis INTRODUCTION The story of WorldCom began in 1983 when businessmen Murray Waldron and William Rector sketched out a plan to create a long-distance telephone service provider on a napkin in a coffee shop in Hattiesburg, Miss. Their new company, Long Distance Discount Service (LDDS), began operating as a long distance reseller in 1984. Early investor Bernard Ebbers was named CEO the following year. Through acquisitions and mergers, LDDS grew quickly over the next 15 years. The company changed its name to WorldCom, achieved a worldwide presence, acquired telecommunications giant MCI, and eventually expanded beyond long distance service to offer the whole range of telecommunications services. WorldCom became the second-largest long-distance telephone company in America, and the firm seemed poised to become one of the largest telecommunications corporations in the world. Instead, it became the largest bankruptcy filing in U.S. history at the time and another name on a long list of those disgraced by the accounting scandals of the early 21st century. ACCOUNTING FRAUD AND ITS CONSEQUENCES Unfortunately for thousands of employees and shareholders, WorldCom used questionable accounting practices and improperly recorded $3.8 billion in capital expenditures, which boosted cash flows and profit over all four quarters in 2001 as well as the first quarter of 2002. This disguised the firm’s actual net losses for the five quarters because capital expenditures can be deducted over a longer period of time, whereas expenses must be subtracted from revenue immediately.
    [Show full text]
  • Why Companies Fail Ceos Offer Every Excuse but the Right One: Their Own Errors
    Why Companies Fail CEOs offer every excuse but the right one: their own errors. Here are ten mistakes to avoid. By Ram Charan and Jerry Useem Reporter Associate Ann Harrington May 27, 2002 (FORTUNE Magazine) – How many more must fall? Each month seems to bring the sound of another giant crashing to earth. Enron. WorldCom. Global Crossing. Kmart. Polaroid. Arthur Andersen. Xerox. Qwest. They fall singly. They fall in groups. They fall with the heavy thud of employees laid off, families hurt, shareholders furious. How many? Too many; 257 public companies with $258 billion in assets declared bankruptcy last year, shattering the previous year's record of 176 companies and $95 billion. This year is on pace, with 67 companies going bust during the first quarter. And not just any companies. Big, important, Fortune 500 companies that aren't supposed to collapse. If things keep going like this, we may have trouble filling next year's list. Why do companies fail? Their CEOs offer every excuse in the book: a bad economy, market turbulence, a weak yen, hundred-year floods, perfect storms, competitive subterfuge--forces, that is, very much outside their control. In a few cases, such as the airlines' post-Sept. 11 problems, the excuses even ring true. But a close study of corporate failure suggests that, acts of God aside, most companies founder for one simple reason: managerial error. We'll get to the errors in a moment. But first let's acknowledge that, yes, failures usually involve factors unique to a company's own industry or culture.
    [Show full text]
  • Thirty Years & Going Strong
    THE COMPETITIVE COMMUNICATIONS ASSOCIATION THIRTY YEARS & GOING STRONG 2011 ANNUAL REPORT1 FROM THE CEO’S DESK Our members – and the industry in general – also benefited from the busi- ness, networking and educational opportunities that COMPTEL presented. Our COMPTEL PLUS Convention & EXPOs brought together more than Throughout this annual report, you will see a timeline 4,300 industry leaders and decisionmakers, and exhibitors representing marking the milestones of COMPTEL and the industry 210 companies, in the Spring and Fall of 2011. In addition to the timely during the past three decades. COMPTEL was founded keynote addresses, panel discussions and workshops at our conventions, by upstarts in the long-distance market that were chal- we provided members with access to Webinars and white papers on the lenging the entrenched monopoly. We have grown and topics of importance to their business. evolved as competition expanded into other sectors – Over the years, COMPTEL has established a strong reputation for both our from local telephony and data to VoIP, video, broad- policy advocacy and business development opportunities, and we will con- band, managed services, cloud computing and data tinue this momentum going forward. We hope, in these pages, you enjoy centers – as a result of the innovation, entrepreneurial the look back at COMPTEL’s first 30 years, and get a glimpse of how we spirit and leadership of our member companies, who are setting the stage for continued growth and success of your business – rely on copper, fiber and wireless technologies to reach and the communications industry as a whole – for the years to come.
    [Show full text]
  • Fraud Rationalizations and the Guilty Mind
    ‘I didn’t intend to deceive anyone’ © iStock/Thinkstock FRAUD RATIONALIZATIONS AND THE GUILTY MIND Fraud perpetrators often use a variety of excuses to alleviate the culpability of their mental states because they know they can’t be convicted unless prosecutors can prove their criminal acts were accompanied by a guilty state of mind known as mens rea. By Frank S. Perri, J.D., CFE, CPA; and Edyta M. Mieczkowska, CFE, CAMS Fraud rationalizations and the guilty mind At the end of a five-year investigation, the FBI discovered that Enron Corpora- tion — an American energy, commodities I don’t think and services company based in Houston, I’m a fool, Texas — used a variety of deceptive and but I think I fraudulent accounting practices to cover was fooled ... its financial reporting fraud. Corporate I can’t take officers created the illusion that Enron responsibility was making profits in the billions, and its for the crimi- stock soared. Between 1996 and 2000, En- nal conduct of ron reported an increase in revenue from someone inside $13.3 billion to $100.8 billion. However, the company. the company was actually losing money. Enron executives, who used insider - Kenneth Lay information to trade millions of dollars in Enron stock, knew the company was hiding losses in offshore accounts. Inves- tors were oblivious. CFO Andrew Fastow and some subordinates created off-book companies to manipulate transactions that Houston, April 4: Former Enron chairman Kenneth Lay during the midday break of provided himself with hundreds of mil- his fraud and conspiracy trial April 4, 2006, in Houston, Texas.
    [Show full text]
  • Criminal Law
    Copyright © 2020 Carolina Academic Press, LLC. All rights reserved. Criminal Law CASES AND MATERIALS FOURTH EDITION 2020 SUPPLEMENT Stephen A. Saltzburg Professor of Law George Washington University Law School John L. Diamond The Honorable Raymond L. Sullivan Professor of Law University of California Hastings College of Law Kit Kinports Polisher Distinguished Faculty Scholar and Professor of Law Penn State Law, University Park Thomas Morawetz Tapping Reeve Professor of Law and Ethics University Of Connecticut School of Law Rory Little Joseph W. Cotchett Professor of Law University of California Hastings College of Law CAROLINA ACADEMIC PRESS Durham, North Carolina Copyright © 2020 Carolina Academic Press, LLC. All rights reserved. Copyright © 2020 Carolina Academic Press, LLC All Rights Reserved Carolina Academic Press 700 Kent Street Durham, North Carolina 27701 Telephone (919) 489-7486 Fax (919) 493-5668 E-mail: [email protected] www.cap-press.com Copyright © 2020 Carolina Academic Press, LLC. All rights reserved. CHAPTER 1 THE NATURE AND STRUCTURE OF CRIMINAL LAW [A] THE CORE AND PERIPHERY OF CRIMINAL LAW [1] THE FAMILIARITY OF CRIMINAL LAW Page 3: Add to the end of the section: Society’s perception of criminal law has potentially and hopefully been transformed by the police killing of George Floyd and the mostly peaceful demonstrations that followed worldwide. There is increased recognition of the systemic racism embedded in the criminal justice system and the country’s failure to provide equal justice for all. Movements such as Black Lives Matter have attempted to address these injustices and advance solutions. As you study criminal law, please keep in the forefront of your analysis how your generation of lawyers can work to bring to our country a criminal justice system that reflects the kind of society our ideals aspire to.
    [Show full text]
  • Extraordinary Circumstances the Journey of a Corporate Whistleblower
    Extraordinary Circumstances The Journey of a Corporate Whistleblower Cynthia Cooper John Wiley & Sons, Inc. Extraordinary Circumstances The Journey of a Corporate Whistleblower Cynthia Cooper John Wiley & Sons, Inc. This book is printed on acid-free paper. 1 Copyright # 2008 by Cynthia Cooper. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201- 748-6011, fax 201-748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation.
    [Show full text]
  • Why Outsiders on Boards Can't Solve the Corporate Governance Problem
    Organizational Dynamics, Vol. 32, No. 2, pp. 180–192, 2003 ISSN 0090-2616/03/$ – see frontmatter ß 2003 Elsevier Science Inc. All rights reserved. doi:10.1016/S0090-2616(03)00017-2 www.organizational-dynamics.com Why Outsiders on Boards Can’t Solve the Corporate Governance Problem HENRY L. TOSI WEI SHEN RICHARD J. GENTRY n two recent trials involving organized At the same time, a Securities and I crime, it was alleged in one case that $50 Exchange Commission (SEC) suit charged million was obtained illegally and in the Tyco made improper loans to Kozlowski of other that $12 million was stolen. These more than $315 million. Another suit filed by amounts are ‘‘chump change’’ compared to the new management of Tyco seeks to recover the sums alleged to be taken if the indictment Kozlowski’s income and benefits since 1997 of Tyco International executives Dennis and the forfeiture of all his severance pay. This Kozlowski and Mark Swartz holds up in amounts to a salary and bonus of about $5 court. A New York grand jury charged them million a year and more than $330 million with a racketeering scheme involving stock from exercising stock options and selling fraud, unauthorized bonuses, and falsified stock grants. expense accounts to extract $600 million that, The two Tyco executives are only part of among other things, was used for apartments the cast of CEOs that include Bernie Ebbers in New York City, homes in Florida, jewelry, (WorldCom Inc.), Ken Lay and Jeffery Skilling and a birthday party for Kozlowski’s wife (Enron Corp.), and Gary Winnick (Global that was held in Sardinia.
    [Show full text]
  • White Collar Crime
    C H A P T E R 6 White Collar Crime Occupational and Corporate White Collar Crime—The Classic Statement 201 Related Concepts 202 The Measurement and Cost of Occupational and Corporate Crime 204 The History of Corporate, Organizational, and Occupational Crime 205 Crime Types 6.1 The Organizational/Occupational Crime Grid 208 Legal Regulation 209 Occupations and the Law 209 Organizations and the Law 210 Occupational Crime 213 Crimes by Employees 213 Crime Types 6.2 Edelhertz’s (1970) Typology of White Collar Crime 213 Crimes by Employees Against Individuals (the Public) 214 Crimes by Employees Against Employees 219 Crimes by Employees Against Organizations 220 Crimes by Individuals (or Members of Occupations) 222 Corporate Crime 226 Crimes by Organizations/Corporations Against Individuals (The Public) 227 Crime File 6.1 Financial Crimes: FBI Releases Annual Report to the Public 230 Crime File 6.2 The Great Savings and Loan Scandal: The Biggest White Collar Crime in U.S. History 232 Crime File 6.3 The Donora Fluoride Death Fog: A Secret History of America’s Worst Air Pollution Disaster 237 Crimes by Organizations Against Employees 240 Crimes by Organizations (Corporations) Against Organizations 243 Crime File 6.4 Pirates of the Internet: Criminal Warez Groups 246 Criminal Careers of Occupational and Organizational Offenders 247 Corporate Environment and Crime 247 Corporate Concentration 248 Rationalizations 248 Societal Reaction 248 Why the Leniency in Punishment? 249 Summary 251 Key Concepts 253 Review Questions 253 200 CHAPTER 6 White Collar Crime 201 Seldom do members of a profession meet, even be it for trade or merriment, that it does not end up in some conspiracy against the public or some contrivance to raise prices.
    [Show full text]