Business Ethics

The Sociopath In The Office Next Door

November 23, 2010June 26, 2020 by Chris Banescu

Sociopath In The Office Next Door by Davia Temin –
Evil in the office. If you think about it, you’ll probably realize you’ve seen it play out at least once in your career.

All of a sudden a well-running, friendly, effective group or company begins to disintegrate for no apparent reason. People start to become demoralized and dysfunctional, efficiency plummets, client service and sales suffer and convoluted mistakes are made, up to and including illegal behavior such as fraud and larceny. Employees begin to develop psychosomatic illnesses, sick time rises and the best talent starts to leave.

What used to be a great work situation turns into a nightmare.

More often than not this dysfunction can be traced to the entry of one new employee, perhaps the boss, his or his assistant, the head of HR or a new shop steward. And when you start to explore, you find that, though the person may look and act apparently normal–even charming–all those around him or her are suffering. [Read more…]

The Social Network

October 9, 2010October 19, 2010 by Chris Banescu

The Crisis of Ethics in America
10/8/2010 – Chuck Colson –
Even before the critically acclaimed film The Social Network opened in theaters, there was one big financial winner: Newark, New Jersey’s public schools.

While critics were screening the movie, Facebook founder Mark Zuckerberg donated $100 million to the struggling school system. Not only that, he made the announcement on Oprah.

Apparently, Zuckerberg was looking for a little bit of good PR. He’s concerned that people who see the film may question his personal ethics. The more important concern ought to be, however, what the film says about business ethics in our culture. [Read more…]

Warning Signs of Power Corruption in Organizations

September 3, 2009January 1, 2021 by Chris Banescu

by Chris Banescu –
Power tends to corrupt, and absolute power corrupts absolutely. Great men are almost always bad men, even when they exercise influence and not authority: still more when you superadd the tendency or certainty of corruption by full authority. There is no worse heresy than the fact that the office sanctifies the holder of it. – Lord Acton

Lord Acton’s dictum, made in 1887, clearly warns us that the practice of wielding power and influence can corrode the character of leaders. History is replete with examples of individuals who wielded unchecked power and eroded not only their own integrity, but also the ethical and moral foundations of the organizations they led and brought them to catastrophe and ruin. This danger is true of all organizations including businesses, religious institutions, and governments.

Here is the risk inherent in leadership: The greater the leader’s power, wealth, authority, and influence, the more likely the leader could succumb to ethical lapses and moral failings. The risk increases if the organization has a culture that lacks financial or managerial transparency and accountability, has insufficient checks and balances on executive power, and discourages criticism from subordinates or members. When a leader with a poorly developed ethical or moral sense ends up leading an organization with a culture that prevents ethical self-examination, a slow but perfect storm starts to form that demands compromise from all levels of leadership and eventually leads to catastrophic consequences. [Read more…]

The New ROE: Return On Ethics

July 22, 2009 by Chris Banescu

Forbes | by Sharon Allen | July 21, 2009

With everyone’s current focus on the economy, you might assume I’m talking about that traditional financial metric, return on equity. But the ROE I advocate is different. It’s return on ethics. This ROE is really more mindset than measure, an approach to encouraging the highest standard of business behavior. It’s based on the premise that ethical decision-making can lead to strong performance and competitive advantage, while unethical decision-making leads to very different outcomes. [Read more…]

The Ethical Case for Boycotting Chrysler and GM

June 9, 2009June 11, 2009 by Chris Banescu

American Thinker | by Gary Jason | June 10, 2009

In business ethics, the typical way one makes a judgment about the morality of a business action or practice is to consider the facts surrounding it in the light of four major ethical perspectives. These four ethical theories have been the ones considered most plausible in over two millennia of moral philosophy.

The first perspective is the natural rights view, or what I will call the (A) rights perspective. This view judges an action or practice by asking whether it flows from the rights of those doing it, and more importantly, if it violates the rights of others. [Read more…]

Truth in Organizations is Not a Matter of Opinion

October 3, 2007March 29, 2017 by Chris Banescu

Truth in Organizations, Truth in Business Telling the truth is too often overlooked in business. Truth is the catalyst that should inform all management decisions and actions. It’s the foundation on which trust and integrity rest. Truth is the critical prerequisite that enables management and employees to make ethical decisions in the day-to-day activities of an organization.

Now when I speak of “truth” I mean the objective reality of our lives that we can all categorically agree with. This includes facts and information that cannot be disputed and are universally true whether or not someone chooses to acknowledge them. Some examples include: two plus two always equals four, water is necessary to sustain life, man has landed on the moon, companies must be profitable to remain in business, in a vacuum light travels at precisely 186,282.397 miles per second, and only 0.037% of our atmosphere is made up of carbon dioxide.
[Read more…]

In Business, Ethics is Everyone’s Business

July 31, 2007April 30, 2015 by Chris Banescu

What happened to companies like Enron, WorldCom, Tyco, or even organizations like the Catholic Church where ethics collapsed and management behavior became criminal? Their leaders did not set out to break the law. So how did they end up disgraced, and some even behind bars? Many of these problems can be traced to a failure of ethical decision-making. Ethics acts as a “fail-safe” mechanism.

People can start out with good intentions and correct principles and then incrementally twist them to suit their own interests. This is especially true in larger companies where it is easier to distance oneself from the “faceless” corporation. That’s why people who otherwise abide by high ethical standards chose to act contrary to those beliefs, which leads to disastrous consequences for their organizations.

[Read more…]