ETHICS IN MANAGEMENT MGPO , Fall 2012 Tuesdays, 6:05 9:00 pm Bronfman 001

Transcription

1 ETHICS IN MANAGEMENT MGPO , Fall 2012 Tuesdays, 6:05 9:00 pm Bronfman 001 Instructor: Diane Girard, Office Bronfman 501 Phone: (from 9 a.m. to 5:00 p.m) gdgdgd101@sympatico.ca (please always specify your team subject when ing me about team work and the reason for the meeting to help scheduling) Secretary: Office hours: Kate Maguire, Room 110, kate.maguire@mcgill.ca Phone: Tuesdays, 4:00 to 5:30 p.m. by appointment ; or after class (appointment must be made at least 24 h before) Meeting may sometimes take place in another room than 501since it is a shared space --- to be confirmed at the time of appointment COURSE DESCRIPTION Ethical dilemmas are frequently encountered in the workplace, in every function of the organization and at every level. You will encounter your share of such dilemmas in your current/future jobs, in any sector of activity. Knowing how to deal with them is critical in being able to assume your organizational and social responsibilities as an employee and a manager and feel good about the work you do. In addition, the range and complexity of ethical issues have increased over the years, as well as expectations of responsible corporate conduct; knowing how to deal with such concerns is an important part of management today. Finally, ethical leadership impacts the conduct of peers and other employees, whereas unethical leadership will have more or less severe consequences on clients, employees, peers, shareholders, society at large and the organization. In this class, we will examine how organizations, and individuals within them, can deal with ethical issues and dilemmas at the collective and personal levels. We will also study elements of ethical decision-making, an overview of psychological aspects related to business ethics, and ethics in the global marketplace. We will focus on how you as employees or managers /future managers, can make ethical decisions, skillfully manage ethical issues in the workplace and help encourage ethics in your organization, and attempt to develop skills and techniques to that effect. We will also expand beyond the boundaries of particular organizations to touch on the concept of social responsibility from an organizational perspective. LEARNING OUTCOMES At the end of this class students should be able to: 1. Understand the importance of sound business/organizational practices and the cost of poor ethics; 2. Assess the ethical implications of current business/organizational practices; 3. Identify and evaluate key ethical and CSR issues related to different sectors of activity & different functions; 4. Integrate ethical decision making tools to their decision making process in the workplace; 5. Apply the core elements of effective ethical and socially responsible management and leadership; 6. Reflect upon, evaluate and improve their own practices as individuals, employees/managers and consumers. LEARNING STRATEGY This class seeks to help you develop the necessary skills to critically assess the usual practices and ways of thinking of organizations today, make ethical decisions and skillfully manage ethical issues in the workplace, and help encourage ethics - 1 -

2 in your organization. Being fully present, in mind and body, in class and well prepared are essential to the success of your learning experience. Classes are built taking into account that students assume responsibility for their own contribution to their learning, and that of their classmates, and therefore do the required readings and assignments before coming to class. Classes will mostly consist of discussions (class or group) of some of the elements of that week s required readings, cases discussions and other exercises provided by the professor, in order to give students an opportunity to put the learning gained through their readings into practice and deepen their learning. Although the professor will encourage questions about the required readings of the week, and/or links to previous readings, note that since you are expected to have done the readings, a summary of the readings will generally not be presented in class. Due to this learning strategy and the course design, which require full participation, dialogue, and critical thinking and in order to avoid distracting other students attention, the use of electronic materials such as computers, cell phones, and other electronic devices is not allowed in class, unless specifically authorized by the professor during a given exercise. (ref. Guidelines for the Use of Mobile Computing and Communications Devices in Classes at McGill) No audio or video recording of any kind is allowed in class without the explicit permission of the instructor. READINGS Required readings: Crane & Matten s 2010 book, Business Ethics, 3 rd ed., available at the McGill Bookstore. Required readings must be done before class. Additional short articles may be posted on web ct during the semester so make sure to check the details, for each class, in this course outline, and also check your web ct announcements regularly. ASSIGNMENTS & EVALUATION Personal assignments: Ethical dilemma assignment- mandatory for all (see class schedule for details) -- Due October 2 nd 15% Personal assignment one out of two (see class schedule for details)--due October 16 th (1 st ) or 23 rd (2 nd ) 10% Take home final reflective paper -- Due December 4 th 10% Team assignments: In class case discussion one case on October 16 th, 2 nd case on October 23 rd, 5% each (see class schedule for details paper to be handed in during class) 10% Team assignment summary paper & presentation (see calendar for your team s presentation date) Papers due the Sunday evening before presentation 35% Active Class Participation 20% In accord with McGill University s Charter of Students Rights, students in this course have the right to submit in English or in French any written work that is to be graded. Please note that in order to increase consistency of marking procedures across instructors and areas within the Faculty McGill s undergraduate course grading guidelines & policy specify that the overall class average for all management courses (core and non-core) must fall within the following range: B- to B (65%-74.99%). Faculty policy does not allow students to do additional work to improve their standing. Any re-grade request must be submitted no later than 7 days after course work has been has been returned to students.in the event of extraordinary circumstances beyond the University s control, the content and/or evaluation scheme in this course is subject to change

3 Active Class Participation: 20% Your consistent attendance is expected. An attendance sheet will be passed in class starting Sept 25th. It is your responsibility to make sure you ve signed it during the class. Participation grade is based on your level of preparation before class, the content and quality of your comments during class (thoughtful, insightful, constructive, open-minded ) and your level of engagement both in plenary and team sessions. Remember that you are expected to have done the required readings and weekly assignments including preparation of discussion questions before coming to class so as to be able to actively participate in the discussions. Students may randomly be asked, on occasion, to summarize what was learned from that week s readings and this may be considered in the evaluation of their participation. Make sure you check web ct every week for additional details on the next class preparation. If you are having difficulty participating in the course in some way, you should see me as soon as possible to discuss your situation. Personal assignments: 25% These assignments aim to help you deepen your understanding of the readings for that class. See the detailed schedule part of the course outline for deadline and questions for papers. 1- Ethical dilemma assignment (15%): Mandatory for all students- Due October 2 nd. 2- Second personal assignment (10%) - One of the following: Due October 16 th Employee related ethical issues OR Due October 23 rd Consumers related ethical issues Evaluation criteria: Assignments are graded taking into account depth, insight and thoroughness: Does the paper answer the questions set out for this specific assignment well? Does it cover the different aspects required? Does it make specific, clear and sufficient links to class material (required readings and class discussions)? Does it reflect serious thought on the topic? In order to be fair to all, and since these assignments may be discussed in class, no late papers are accepted. Papers must be handed in at the beginning of class. If you are absent from class, you must send me your paper by , at gdgdgd101@sympatico.ca before 6:00 p.m. on the day of class. Final personal reflective paper: 10% -- Due December 4th This assignment is designed to be comprehensive and allow you to summarize your personal learning from the team presentations, the readings, the personal assignments and class discussions, and make links between them. The best way to prepare for this paper is to monitor your own learning progress throughout the semester by jotting down notes on the main things you ve learned after each class, and being up to date with class readings. The specific questions for this assignment will be given out in class on Tuesday November 13 th. Papers must be handed in to my secretary no later than Tuesday December 4 th, 4:00 p.m. No late papers are accepted. No electronic submissions are accepted. In Class Team Case Discussions: 10% (5% each) on October 16 th & 23 rd Students will be divided into teams on the evenings of October 16 th and October 23 rd to work on cases mentioned in the class schedule below using Girard s Ethical decision making framework. Written assignments will have to be handed in before the end of the class. Each student must downloaded from My Courses and read the cases before class and reflect on them briefly so that team discussions may be conducted efficiently. Exceptionally, for these two classes, one student per team may use his/her laptop during the exercise to fill out the EDM framework grid. Make sure that all of the names of students that actually participated in the team exercise are on the paper you hand in

4 Team paper & presentation: 35% (5 students per team) These assignments encourage you to reflect on and research / investigate a particular topic that is relevant to the subject matter of this course, share your insights and findings with your classmates and stimulate discussion on the topic. Your presentations, research and summary paper must be ORIGINAL work- Using a presentation already made in another class by one of the team members or another person is considered cheating and will result in a grade of 0 AND procedures according the McGill policy on academic integrity Each team MUST send the paper outline (proposed content in point form with a few details AND a few basic references) to professor at dates mentioned in class schedule and 2-3 members of team at least meet with professor afterwards for comments. P A P E R (25%) Eight to twelve (8-12) pages, 1 ½ spacing. Papers must be submitted to professor by no later than Sunday evening before your presentation. Make sure you receive an confirmation if not re-send your paper. All papers must make clear links with material seen in class and required readings in addition to other academic references. Please use continuous text format (not bullet points). The evaluation of your paper will be based on the following criteria: 1. 15/20: Depth, insight and thoroughness of summary paper: Does the paper answer the questions set out for this specific topic in the course outline well? Does it cover the different aspects required? Does it make specific, clear and sufficient links to class material (required readings and class discussions)? Does it reflect serious thought on the topic? 2. 5 / 20: Lessons for students: Are the lessons for students / future managers realistic and well linked with class material? Are they well justified (ethically)? Are they interesting, realistic and useful for students and future managers? PRESENTATION (10%) The purpose of the presentation is not to tell your colleagues everything that you learned but to tell them the most important points and help them deepen their learning on ethics through your topic. Make sure you highlight the most important lessons for them as students and future managers at the end of your presentation. Presentations should be organized to last 20 to 25 minutes in all. This will be followed by a 15 minutes question period. Prepare one short discussion question to submit to the class after your presentation, after which students will be asking you their own questions on aspects of your assignment for which they want more information. Rehearse before your presentation!! In order to be fair to all of the groups you will not be given extra time. Your presentation and the following question period will be evaluated according to the following criteria: Was the presentation thorough, stimulating, interesting, and done professionally? Were the ideas presented clearly? To what extent did it provide additional learning to the students than what they could gain from the required readings and class discussions? Team members are expected to contribute fully to this team assignment and take specific steps to ensure other team members can do so also. All team members will receive the same grade on the team assignments, except if 3/5 of the team agrees that a specific member did not do his/her share: in that case these other members of the team must come to a consensus about that member s percent contribution to the total work of the group, and sign a form agreeing to this number. The member who did not do his/her share will then receive a prorated grade for the project. Not all members of the group need do the actual presentation in class as long as they are present on the day of the present and have really done their fair share of the work in the background. Every member must also come up front for the question period, to answer questions

5 ACADEMIC INTEGRITY McGill University values academic integrity. Therefore all students must understand the meaning and consequences of cheating, plagiarism and other academic offences under the Code of Student Conduct and Disciplinary Procedures (see for more information).any individual work you present must be your own work. Plagiarism is a form of cheating whereby someone else s work, words or ideas are copied or paraphrased and presented as one s own. Copying in whole or in part from textbooks, articles (whether print or electronic form) or an internet site is plagiarism. Paraphrasing without sufficient acknowledgment (complete reference) is plagiarism. Obtaining others work and presenting it as your own is also plagiarism. Re-using prior work you have done for a new assignment in this class without major additional work on it and prior approval from the professor is also dishonest. Cheating in any form undermines the value of the work of honest students: therefore such occurrences will be referred to the Faculty disciplinary officer. Text-matching software may be used to verify the originality of students written course work. To avoid plagiarism, make sure that you acknowledge sources by citing references for others work. Proper referencing allows readers to assess for themselves the evidence underlying your arguments by going to cited sources if they wish. Cite references for any information that is not easily available, is contentious, or is particularly important for your argument. If you use the exact words of your source (i.e., direct quotations), then you must enclose the whole quotation in inverted commas. Students are encouraged to read additional references on writing widely available from libraries and bookstores for further guidelines and examples. CONSULTATIONS I will be glad to meet with students who need additional information or want to discuss a particular subject on Tuesday afternoons between 4:00 and 5:30 p.m., if you have made an appointment with me beforehand by , at least 24 hours in advance, or after class at 9 p.m. without an appointment. (This will help ensure enough time for each student and ensure I am available). When ing/phoning me for an appointment, make sure to specify your team number and the reason for the meeting to help scheduling. You can also reach me by , or by phone between 9h30 and 5:00p.m. on weekdays, if I am in the office. Please note I often travel for my work, so I suggest you do not leave questions on assignments until the last minute. CLASS SCHEDULE, ASSIGNMENTS & REQUIRED READINGS Date Topic and focus Required Readings BEFORE class DUE for this class -- in addition to readings #1- Sept 11 th Introduction Presentation of course outline Clarification of concepts Ethics Stakeholders Ethical issues Ethical dilemmas Take a look at: Crane & Matten Chap. #1: Introducing business ethics & Chap. #2: Framing business ethics Reflect on these questions for discussion in class: Is ethics more important now in organizations? Why? Why not? What are the arguments in favor of encouraging ethics in organizations? What are the costs of poor ethics in organizations? - 5 -

6 #2- Sept 18 th Normative Ethical Theory Crane & Matten Chap. #3: Evaluating business ethics: Normative ethical theories Read case The business of water (p )- Reflect on question #1 for class discussion Read case #3 (BP & BTC Pipeline p ). Reflect on question #2, adding Feminist Ethics ( also called Ethics of care) to the three ethical perspectives mentioned, for class discussion HAND IN YOUR LIST OF 5 TEAM MEMBERS with addresses and your choices, by order of preference for the team assignment. You will be informed of topic accepted by professor at the next class or earlier by . #3- Sept 25 th A Psychological Approach To Ethics part 1 What makes good people do bad things? What helps or hinders ethics in an organization? Crane & Matten Chap. # 4: Making decisions in business ethics Reflect on the study questions # 3 and #6 for this chapter, as we will discuss them in class (p ). Read Ethical Dilemma #4 Stuck in the middle (p. 146) & reflect on these two questions for class discussion: What factors might influence your decision here? Which ones might have the most influence and why? Read Case #4 - Siemens (p ) & reflect on questions #1 & #2 we will be discussing them in class. Start thinking about team project- plan & divide tasks #4- Oct 2 nd A psychological approach to ethics - part 2-: An in-depth analysis of the Enron/Andersen fiasco Read online: 1. Grey, C., The Real World of Enron s Auditors, Organization, Vol. 10(3), 2003, pp Bazerman, M. Loewenstein, G., Moore D. A., Why Good Accountants Do Bad Audits, Harvard Business Review, November 2002, pp HAND IN ETHICAL DILEMMA ASSIGNMENT -- MANDATORY FOR ALL STUDENTS : (4-6 pages) Select an ethical dilemma that you have faced either as an employee, a manager or a student and where you had to make a decision: 1. Summarize the facts. What was the ethical dilemma you faced? Why was it an ethical dilemma? What were your options at the time? What decision did you take and why? 2. What individual and situational - 6 -

7 factors encouraged you to take this decision? 3. Discuss in ethical terms- if this was the best option, and if so/if not, explain why #5- Oct 9 th Managing for ethics in organizations Conference on Bombardier by Daniel Bureau, Ethics officer Crane & Matten Chap. #5: Managing business ethics AND Chap. #12: Conclusions and future perspectives Read and reflect on Ethical dilemma #5, p. 198 (Clear codes) for class discussion. Teams 1 & 2 send your outline to me no later than Sunday evening Oct 14 th & make appointment by at that time or earlier to see me Tuesday Oct. 16th before (3:30p.m. to 5:30 p.m.)or after class #6- Oct 16 th Ethical issues related to employees Ethical decision making Part #2 Crane & Matten Chap. # 7: Employees and business ethics Read Ethical dilemma #3 (Producing toys p. 99) & prepare for discussion in class Check My Courses and download the case which will be used for class Team Discuss #1 with %: (could be another one than those mentioned above) Read case & reflect on what would be the best decision under the circumstances, using Girard s Ethical Decision Framework? HAND IN PERSONAL ASSIGNMENT EMPLOYEE RELATED ETHICAL ISSUES (if you are not doing the one on consumer issues next week): After reading chapter #7, check the news & internet and summarize a recent case (during the last year) related to one or more of these ethical issues related to employees. Referring to C&M chap 7, explain why it is ethically problematic or constitutes an ethical best practice : o Discrimination and/or sexual harassment o Employee privacy o Migrant labor and illegal immigration o Due process and lay-offs Make sure to indicate all your references about the case. Be prepared to explain the case in class either at this class or the following one. Teams 3 & 4 send your outline to me no later than Sunday evening October 21 st & make appointment by at that time or earlier to see me Tuesday Oct 23 rd before (3:30 p.m. to 5:30 p.m.) or after class #7-Oct 23 th Ethical issues related to consumers Crane & Matten Chap. # 8: Consumers and business ethics Read Ethical dilemma #8 (Shoe selling p. 352) Reflect on all four questions HAND IN PERSONAL ASSIGNMENT: CONSUMER RELATED ETHICAL ISSUES (if you did not do the one on employee related ethical issues last week) After reading chapter #8, check the news - 7 -

8 Check My Courses and download the case which will be used for class Team Discuss #2 with %: Read case & reflect on what would be the best decision under the circumstances, using Girard s Ethical Decision Framework? & internet and summarize a recent case (during the last year) related to one or more of these ethical issues related to consumers. Referring to C&M chap 8, explain why it is ethically problematic or constitutes an ethical best practice: o Deceptive marketing o Pricing o Targeting vulnerable consumers o Environmentally sustainable products & product recapture Make sure to indicate all your references about the case. Be prepared to explain the case in class either at this class or the following one. Teams, 5 & 6 & 7 send your outline to me no later than Sunday Oct 28 th & make an appointment by at that time or earlier to see me Tuesday Oct 30 th before (3:30p.m. to 5:30 p.m.) or after class #8- Oct 30 th Raising ethical issues and dilemmas in the workplace Whistleblowing Read Ethical dilemma #7 (Facebook) p. 308 & prepare for discussion in class Reflect on: How would YOU raise a sensitive ethical issue with (1) your boss (2) a colleague? Reflect on Ethical dilemma #1: McEthics in Europe and Asia (p.39-42) for in class discussion: You have just been promoted as senior manager in China, and have been tasked with analyzing and responding to this situation. Teams #8 & 9 send your outline to me no later than Sunday Nov 4 th & make an appointment by at that time or earlier to see me Tuesday Nov 6 th before (3:30p.m. to 5:30 p.m.) or after class #9- Nov 6 th Ethical issues related to shareholders Crane & Matten Chap. #6 : Shareholders and business ethics Reflect on Ethical dilemma #6 (Who cares whose shares? p. 254) using Girard s ethical decision making framework, for discussion in class Presentation team #1 : BUSINESS & SHAREHOLDERS - 8 -

9 #10- Nov 13 th Ethical issues related to suppliers Crane & Matten Chap. #9: Suppliers, Competitors and business ethics Reflect on Ethical dilemma #9 (A beautiful deal p. 395) using Girard s ethical decision making framework, for discussion in class Presentation team #2 : ETHICAL SOURCING #11- Nov 20 th Ethical issues related to shareholders and government Crane & Matten Chap. #11: Government, regulation and business ethics Reflect on Case #11 (BAE Systems p. 539) for discussion in class. Presentation team #3: BRIBERY & CORRUPTION Presentation team #4: LOBBYISM #12- Nov 27 th Presentations Presentation team # 5: HUMAN RIGHTS ISSUES IN BUSINESS BRING YOUR LAPTOP DAY!!!! (for one specific exercise only) Presentation team #6 : GMO S Presentation team #7 : NUCLEAR ENERGY INDUSTRY or OIL INDUSTRY IN CANADA #13- Dec 4th Presentations & Wrap-up Presentation team # 8 : CELL PHONE (& other similar devices) INDUSTRY Presentation team #9 : BANKING & INVESTMENT Hand in final personal reflective paper no later than December 4 th, 4 p.m., to my secretary or be handed in on Dec 4 th at the beginning of class - 9 -

10 APPENDIX 1 TEAM ASSIGNMENTS Teams must make sure every member of their team is available on the date mentioned in the syllabus for their topic before selecting the topic. TEAM ASSIGNMENT TOPICS USING AND REFERRING TO COURSE READINGS, AND ADDITIONAL ACADEMIC REFERENCES ON YOUR TOPIC (at least 5 academic references other than C&M books or academic journals), and other types of credible references that might be required: 1. BUSINESS & SHAREHOLDERS: First read Crane & Matten chapter 6 AND the Ethics Resource Center s 2010 report on Executive Compensation (1) Explain how widespread the issues of executive remuneration & compensation and insider trading, the importance of these issues from an ethical standpoint, and measures taken to curb excesses in the last two decades by different NGO s, civil society movements, governments and international bodies. (2) Summarize and analyze three recent cases (less than 5 years) regarding ethics & shareholders (except in the banking and investment sectors) from an ethical standpoint --- at least one regarding executive remuneration & compensation and one regarding insider trading--- (either good practices or questionable conduct), then (3) summarize the three most important lessons to be learned from this topic for this class students & future managers? (Justify your lessons by referring to class readings from different chapters) 2. ETHICAL SOURCING: After reading Crane & Matten chapter 9, (1) briefly summarize best practices and norms on ethical sourcing by referring not only to C&M but also to outside references (2) do the research exercise described on p. 433 of Crane & Matten for two companies of two different sectors of activity (ideally at least one in the best practices range) note that in order to do this well, you will probably have to contact the organization so don t wait until the last minute! AND make suggestions as to how they could improve then (3) summarize the three most important lessons to be learned from this topic for this class students & future managers? (Justify your lessons by referring to class readings from different chapters). 3. BRIBERY & CORRUPTION: First read Crane & Matten chapter 11 AND pages 412 to 416, and the OECD Anti- Bribery convention ( and see Transparency international (1) Summarize why corruption is an ethical issue (in terms of values, moral principles and consequences to others involved). Explain how widespread it is and measures taken to curb it in the last two decades by different NGO s and international bodies. (2) Summarize and analyze three recent cases (less than 5 years) (other than Siemmens case seen in class) regarding questionable conduct regarding corruption of government officials by companies from an ethical standpoint -- (in industries other than those already covered by themes #3, #5 and #8) then (3) summarize the three most important lessons to be learned from this topic for this class students & future managers? (Justify your lessons by referring to class readings from different chapters) (NOTE: Stick with corruption- Do not deal w lobbyism- another team will) 4. LOBBYING: First read Crane & Matten Chapter 11, examine Quebec s lobbyism legislation & their code of conduct for lobbyists to get a better sense of what is involved (you may also want to contact them to discuss specifics or examples and look at what others countries do). (1) Summarize why corruption is an ethical issue (in terms of values, moral principles and consequences to others involved), explain how widespread it is and measures taken to curb it in the last two decades. (2) Summarize and analyze three recent cases (less than 5 years) regarding questionable conduct regarding lobbyism by companies from an ethical standpoint -- (in industries other than those already covered by themes # 3, #5 and #8), then (3) summarize the three most important lessons to be learned from this topic for this class students & future managers? (Justify your lessons by referring to class readings from different chapters) (NOTE: Stick with Lobbyism- Do not deal w corruptionanother team will)

11 5. HUMAN RIGHTS ISSUES IN BUSINESS: First read Crane & Matten chapter 7 and see IHRB s website and the guiding principles they refer to ( and the Business & Human Rights Resource Center ( ) and the United Nations Guiding Principles on Business and Human Rights ( (1) Name and explain three or four different ethical issues related to business & human rights ((other than child labour which will be discussed in class)), summarizing for each one what the ethical issue consists of (in terms of values, moral principles and consequences to others involved) (2) summarize and analyze three recent cases (less than 5 years) regarding business & human rights from an ethical standpoint -- ( either good practices or questionable conduct ), then (3) summarize the three most important lessons to be learned from this topic for this class students & future managers? (Justify your lessons by referring to class readings from different chapters) 6. GMO S: (1) What are the three or four most important ethical issues related to businesses related to GMO s at the moment? (other than bribery & corruption & lobbying) - Explain why they are ethical issues (namely regarding the values, moral principles and consequences to others involved) and what some NGOs and/or governments have been doing regarding this? (2) Summarize and analyze three recent cases (less than 5 years) (either good practices or questionable conduct), from an ethical standpoint (3) What are the three most important lessons to be learned from this topic for this class students & future managers? (Justify your lessons by referring to class readings from different chapters) 7. NUCLEAR ENERGY INDUSTRY OR OIL INDUSTRY IN CANADA: (1) What are the three or four most important ethical issues this sector faces at the moment/ has been facing in the last few years? - Explain why they are ethical issues (in terms of values, moral principles and consequences to others involved) What has this industry done in the last 10 years to clean up its act, if anything? What have some NGOs, civil society and/or governments been doing regarding this? (2) Summarize and analyze three recent cases (less than 5 years) (either good practices or questionable conduct), from an ethical standpoint (3) What are the three most important lessons to be learned from this topic for this class students & future managers? (Justify your lessons by referring to class readings from different chapters) 8. CELL PHONE (etc.) INDUSTRY: (1) What are the three or four most important ethical issues this sector/type of organization faces at the moment/ has been facing in the last few years? - Explain why they are ethical issues (in terms of values, moral principles and consequences to others involved) (2) Summarize and analyze three recent cases (less than 5 years) (either good practices or questionable conduct), from an ethical standpoint (3) What are the three most important lessons to be learned from this topic for this class students & future managers? (Justify your lessons by referring to class readings from different chapters) 9. BANKING & INVESTMENT - after 2008: (1) What are the three or four most important ethical issues this sector/type of organization faces has been facing in the last few years? Explain why they are ethical issues (in terms of values, moral principles and consequences to others involved). Give examples of measures taken to reduce their negative impact on different stakeholders in the last five years by government, NGOs and/or international bodies. (2) Summarize and analyze three recent cases (less than 5 years) (either good practices or questionable conduct), from an ethical standpoint. (3) Has this sector/industry learned from its past mistakes? What are the three most important lessons to be learned from this topic for this class students & future managers? (Justify your lessons by referring to class readings from different chapters) REFERENCES FOR TEAM ASSIGNMENTS Many books exist on the subject of business and management ethics. Some general textbooks on business ethics may have specific chapters on the subject you are researching. There are also specific academic journals related to ethics, such as the Journal of Business Ethics, Business & Society Review, Business Ethics Quarterly etc. available either in hardcopy or online at the library. Some management periodicals also have pertinent material (Ex. Harvard Business Review). The internet can also be used for additional information: it does not replace good academic research: primary sources in periodicals and books are expected. Consult with Library personnel if you need help regarding how to do research in books and academic journals

12 APPENDIX 2- SUPPLEMENTAL BIBLIOGRAPHY (Note: HRL = Available at Howard Ross Library, some of which are on reserve) Arena, C., 2007, The high-purpose company: the truly responsible and highly profitable firms that are changing business now, Harper Collins Publishers, New York, US HRL Bird, F., 1996, The Muted Conscience: moral silence and the practice of ethics in business, Quorum Books Westport, Conn HRL Boatright, J.R., 2000, 2007, Ethics and the Conduct of Business,3 rd ed., Prentice-Hall, New Jersey HRL Boatright, J.R., 1999, 2008, Ethics in Finance, Blackwell Publishers, Malden, Mass. ; Oxford HRL Brown, Marvin T., 2005, Corporate integrity : rethinking organizational ethics, and leadership, Cambridge University Press, New York HRL Caroll, Archie B., 2003, Business & Society. Ethics and Stakeholder Management, 5 th ed. South Western College Publishing, Cincinnati, HRL Caroll, Stephen, 1997, Ethical dimensions of international management, Sage Publications, Thousand Oaks, Calif. HRL Ciulla, Joanne B., Martin, Clancy, Solomon, Robert C., 2007, Honest work : a business ethics reader, Oxford University Press, New York HRL Cragg, Wesley, ed., 2005, Ethics codes, corporations and the challenge of globalization, Cheltenham, UK; Northampton, MA : Edward Elgar HRL Cragg, Wesley, Koggel, Christine, eds., 2005, Contemporary Moral Issues, McGraw-Hill Ryerson, Toronto HRL De George, Richard T., 1999, Business Ethics, 5 th ed, Prentice-hall New Jersey HRL Di Norcia, Vincent, 1998, Hard Like Water: Ethics in Business, Oxford University Press, Toronto, Canada HRL Donaldson, T. and Werhane, P.H., 1996, 2008, Ethical Issues in Business, 5 th ed., Prentice-Hall, New Jersey. Driscoll, Dawn-Marie, Hoffman, W. Michael, 2000, Ethics Matters: How to Implement Values-Driven Management, Centre for Business Ethics, Bentley College, Massachussetts HRL Endearle, Georges, ed., 1999, International business ethics : challenges and approaches, University of Notre Dame Press, Notre Dame, IN HRL Gough, R.W.,1998, Character is Destiny: The Value of Personal Ethics in Everyday Life, Crown Forum Hartman, Laura P.,2002, Perspectives in Business Ethics, 2 nd ed., Mc-Graw-Hill, New York Hoffman, W.M., Frederick, R.E., Schwartz, Mark S., 2001, Business Ethics: Readings in Corporate Morality, 4 th ed., McGraw-Hill, New York HRL Jackson, Ira & Nelson, Jane, 2004, Profits with principles: seven strategies for delivering value with values, Currency/Doubleday, New York HRL Petrick, Joseph, 1997, Management Ethics: Integrity at Work, Sage Publications, Thousand Oaks, California HRL Poff, D.C. and Waluchow, W.J. eds.,1999, Business Ethics in Canada, 3rd ed., Prentice-Hall, Scarborough HRL Schlegelmilch, Bodo B., 1998, Marketing ethics : an international perspective, International Thomson Business Press, London ; Boston HRL Sexty, Robert, W.,1995, Canadian Business and Society: understanding social and ethical challenges, Prentice- Hall, Scarborough HRL Sharp-Paine, L., 2003, Value Shift, McGraw Hill HRL Sims, Ronald, 2003, Ethics and corporate social responsibility : why giants fall, Westport, Conn.; London: Praeger HRL Skinner, David, The Ethical Investor: A Guide to Socially Responsible Investing in Canada, Stoddart ed, 2001 HRL Solomon, R.C., A Better Way to Think about Business: How Personal Integrity Leads to Corporate Success, Oxford, 1999 HRL Toffler, Barbara Ley, 1986, Tough Choices: Managers Talk Ethics, Wiley, New York HRL Trevino, Linda K., Nelson, Katherine A., 2004, Managing Business Ethics: Straight Talk about How To Do It Right, 3rd ed., John Wiley & Sons Inc. HRL Wexler, Mark N.,2000, Confronting Moral Worlds: Understanding Business Ethics, Prentice Hall Canada Inc, Ontario HRL Werhane, Patricia Hogue, 1999, Moral imagination and management decision-making, Oxford University Press, New York HRL Wheeler, David, Silanpaa, Maria, 1997, The Stakeholder Corporation, Pitman Publishing, London. HRL