Managing Business Ethics: Straight Talk about How to Do It Right

Höfundar: Linda K. Treviño; Katherine A. Nelson (Útgáfa: 9)
Managing Business Ethics: Straight Talk about How to Do It Right

Kaup valmöguleikar

EQUIPS FUTURE MANAGERS WITH PRACTICAL TOOLS TO RECOGNIZE, ANALYZE, AND MANAGE ETHICAL CHALLENGES Managing Business Ethics, Ninth Edition, takes a uniquely managerial approach to business ethics, emphasizing that ethical decision making is fundamentally about understanding human behavior in organizational contexts. Rather than relying solely on philosophical or legal frameworks, authors Linda K. Treviño and Katherine A.

Nelson ground the study of ethics in the realities of management practice—helping students see how culture, leadership, and workplace systems shape conduct. Designed to prepare future managers and executives to lead responsibly in both domestic and international business environments, this widely used textbook provides both theoretical foundations and actionable strategies for building ethical awareness, promoting integrity, and designing environments that foster responsible behavior.

Student-friendly chapters connect ethical principles to practical business decisions through real-world examples, research-based insights, and integrated cases. Students learn how ethical and unethical behavior emerge from the interplay of individual values and organizational forces, and how managers can actively shape those forces to support ethical outcomes. Managing Business Ethics, Ninth Edition, is ideal for students in business, management, and MBA programs.

It is a core textbook for undergraduate and graduate courses, including Business Ethics, Management, Organizational Behavior, and Leadership. NEW TO THIS EDITION: Updated discussions on the behavioral foundations of ethical decision making in organizations Expanded coverage of ethical culture, leadership, and the role of management systems in shaping conduct Revised case studies highlighting real-world ethical challenges across diverse industries and contexts Enhanced treatment of corporate social responsibility and stakeholder perspectives Refreshed examples and scenarios reflecting current workplace realities and management practices Updated end-of-chapter discussion questions and applied learning activities WILEY ADVANTAGE: Empowers students to develop moral courage and managerial skill—essential qualities for success in today’s complex business environment Integrates real-world examples and contemporary case studies to connect theory with practice Encourages students to apply ethical principles through discussion questions and end-of-chapter exercises Combines insights from psychology, management, and ethics to create a multidisciplinary perspective Supports instructors with a comprehensive companion site featuring PowerPoint slides, test banks, and a detailed instructor’s manual.

Nánar um bókina

Útgefandi
Wiley Global Education US
ISBN
9781394365982
Print ISBN
9781394366033
Format
ePub
Útgáfa
9
Höfundar
Linda K. Treviño; Katherine A. Nelson
Tungumál
English
Útgefið
03/31/2026
Prent takmörkun á líftíma
100
Prent takmörkun
10
Afritunar takmörkun
2

Kaflar

  • Cover
  • Table of Contents
  • Title Page
  • Copyright
  • PREFACE
  • Why Does the World Need Another Business Ethics Text?
  • ACKNOWLEDGMENTS
  • Special Acknowledgments—From Linda Klebe Treviño
  • Special Acknowledgments—From Katherine A. Nelson
  • ABOUT THE COMPANION WEBSITE
  • SECTION I: Introduction
  • CHAPTER 1: Introducing Straight Talk about Managing Business Ethics: Where We're Going and Why
  • Introduction
  • Moving Beyond Cynicism
  • Can Business Ethics Be Taught?
  • This Book Is about Managing Ethics in Business
  • Ethics and the Law
  • Why Be Ethical? Why Bother? Who Cares?
  • The Importance of Trust
  • The Importance of Values
  • How This Book Is Structured
  • Conclusion
  • Discussion Questions
  • Exercise: Your Cynicism Quotient
  • Notes
  • SECTION II: Ethics and the Individual
  • CHAPTER 2: Deciding What's Right: A Prescriptive Approach
  • Ethics and the Individual
  • Conclusion
  • Discussion Questions
  • Exercise
  • Introducing the Pinto Fires Case
  • CASE: Pinto Fires
  • SHORT CASES
  • Notes
  • CHAPTER 3: Deciding What's Right: A Psychological Approach
  • Ethical Awareness and Ethical Judgment
  • Individual Differences, Ethical Judgment, and Ethical Behavior
  • Facilitators of and Barriers to Good Ethical Judgment
  • Toward Ethical Action
  • Conclusion
  • Discussion Questions
  • Exercise: Understanding Cognitive Moral Development
  • SHORT CASE
  • Notes
  • CHAPTER 4: Addressing Individuals' Common Ethical Problems
  • Identifying Your Values—and Voicing Them
  • People Issues
  • Conflicts of Interest
  • Customer Confidence Issues
  • Use of Corporate Resources
  • When All Else Fails: Blowing the Whistle
  • Conclusion
  • Discussion Questions
  • SHORT CASES
  • Notes
  • SECTION III: Managing Ethics in the Organization
  • CHAPTER 5: Ethics as Organizational Culture
  • Introduction
  • Organizational Ethics as Culture
  • Ethical Culture: A Multisystem Framework
  • Ethical Leadership
  • Other Formal Cultural Systems
  • Informal Cultural Systems
  • Organizational Climates: Fairness, Benevolence, Self‐Interest, Principles
  • Developing and Changing the Ethical Culture
  • A Cultural Approach to Changing Organizational Ethics
  • The Ethics of Managing Organizational Ethics
  • Conclusion
  • Discussion Questions
  • CASE: Wells Fargo: A Culture in Need of Change
  • CASE: Culture Change at GM?
  • CASE: Culture Change at Texaco
  • CASE: An Unethical Culture in Need of Change: Tap Pharmaceuticals
  • Notes
  • CHAPTER 6: Managing Ethics and Legal Compliance
  • Introduction
  • Structuring Ethics Management
  • Communicating Ethics
  • Using the Reward System to Reinforce the Ethics Message
  • Evaluating the Ethics and Compliance Program
  • Values or Compliance Approaches
  • Globalizing an Ethics Program
  • Conclusion
  • Discussion Questions
  • SHORT CASE: What's Wrong with This Picture?
  • Appendix: How Fines Are Determined under the U.S. Sentencing Guidelines
  • Notes
  • CHAPTER 7: Managing for Ethical Conduct
  • Introduction
  • In Business, Ethics Is about Behavior
  • Our Multiple Ethical Selves
  • Rewards and Discipline
  • People Follow Group Norms
  • People Fulfill Assigned Roles
  • Obedience to Authority: People Do What They're Told
  • Responsibility Is Diffused in Organizations
  • Stressed‐Out Employees Are More Unethical
  • Conclusion
  • Discussion Questions
  • CASE: SEARS, Roebuck, and Co.: The Auto Center Scandal
  • SHORT CASE
  • Notes
  • CHAPTER 8: Ethical Problems of Managers
  • Introduction
  • Managing the “Basics”
  • Managing a Diverse Workforce
  • The Manager as a Lens
  • Managing Up and Across
  • Conclusion
  • Discussion Questions
  • SHORT CASES: Employment Basics
  • Notes
  • SECTION IV: Organizational Ethics and Social Responsibility
  • CHAPTER 9: Corporate Social Responsibility
  • Introduction
  • Why Corporate Social Responsibility?
  • Types of Corporate Social Responsibility
  • Triple Bottom Line and Environmental Sustainability
  • Is Socially Responsible Business Good Business?
  • Conclusion
  • Discussion Questions
  • CASE: Merck and River Blindness
  • CASE: YouGenes Inc.: Sale of a Direct‐to‐Consumer Genetic Testing Venture
  • Notes
  • CHAPTER 10: Ethical Problems of Organizations
  • Introduction
  • The Road to Here and Now
  • The Financial Disaster of 2008
  • Managing Stakeholders
  • Key Stakeholder Groups
  • Key Ethical Issues Involving Multiple Stakeholders
  • Conclusion
  • Discussion Questions
  • SHORT CASES: Conflict of Interest
  • Notes
  • CHAPTER 11: Managing for Ethics and Social Responsibility in a Global Environment
  • Introduction
  • Focus on the Individual Expatriate Manager
  • The Organization in a Global Business Environment
  • Conclusion
  • Discussion Questions
  • SHORT CASE: The Gift
  • CASE: Selling Medical Ultrasound Technology in Asia
  • CASE: Google Goes to China
  • Notes
  • INDEX
  • End User License Agreement