Read The Article File Posted In Module 4 On Business Ethics

Read The Article File Posted In Module 4 On Business Ethics What In

Read the article file posted in module 4 on business ethics. What in your experience validates or conflicts with a point made by either of the two authors (Schmidt or Holder)? Give a specific example of something ethical or unethical in a business or a non-business organization which illustrates this point that you are making. This is not a time for praising or complaining. You are to critically analyze the points that are being made by these authors and to attempt to apply one point that either one of them makes to your experience in a business or non-business organization.

Paper For Above instruction

Business ethics have gained significant attention in recent years, especially considering the increasing incidence of global fraud and corruption. The article by Frank L. Holder highlights various critical aspects of ethical conduct in business, emphasizing the importance of self-policing, cultural understanding, reputation management, and the value of soft power in fostering ethical organizational environments. Meanwhile, Schmidt's perspective complements this by framing the challenges of business morality within the broader context of regulative constraints and societal perceptions.

One of the key points made by Holder revolves around the detrimental effects of greed-driven misconduct, such as fraud and corruption, which tarnish corporate reputations and erode stakeholder trust. Spotting a conflict or validation of this point from personal experience, I recall an incident within a multinational company I formerly worked for, where an employee was involved in embezzling funds. This unethical act was uncovered through internal whistleblower pathways and social media reports. The case underscored Holder’s assertion that regulatory mechanisms alone are insufficient; a culture of integrity fostered from within, supported by transparency and proactive reporting channels, is crucial to detect and deter misconduct.

This example validates Holder’s notion that soft power—such as whistleblower programs and cultivating a culture of compliance—is more effective than solely relying on punitive measures after misconduct occurs. The organization’s commitment to ethical standards, combined with an effective internal reporting system and open communication, empowered employees to report suspicious behaviors without fear. This culture facilitated early detection, minimized damage, and reinforced the importance of intrinsic organizational values over external sanctions.

Contrasting Holder’s emphasis on internal culture, Schmidt’s argument concerns the perception that greed is the fundamental impetus for immoral business behavior. While this may hold some truth, I contend that his portrayal potentially overstates the role of greed as the core driver. From my experience volunteering in a non-profit organization, I observed that unethical practices often stem not merely from greed but from systemic issues like lack of oversight, inadequate training, and cultural norms that challenge strict adherence to ethical standards. For instance, staff sometimes engaged in dishonest reporting of activities to meet performance metrics—actions driven more by organizational pressures and lack of ethical awareness than solely greed.

This presents a nuanced perspective that conflicts with Schmidt’s more generalized narrative. It suggests that organizational culture and systemic deficiencies are equally, if not more, influential in fostering unethical behavior than greed alone. These systemic issues are resistant to simple regulatory fixes, aligning with Schmidt’s acknowledgment of cultural resistance to universal business standards but emphasizing that internal organizational factors also play an influential role.

Applying this to a non-business context, I recall volunteering at a community health organization where staff sometimes manipulated patient data to meet funding requirements. Although not driven by personal greed, these actions were unethical and risked compromising patient trust and organizational credibility. This illustrates that unethical conduct is not always rooted in greed but can result from pressures related to organizational survival, resource constraints, and cultural norms. It validates Holder’s emphasis on building a culture of transparency, shared values, and proactive ethical training to mitigate such systemic risks.

In conclusion, these experiences affirm that fostering a culture of ethical behavior is vital for organizations, aligning with Holder's advocacy for soft power principles. While societal perceptions and regulatory frameworks, as Schmidt describes, are important, the internal environment—its norms, systems, and leadership—plays a decisive role in either enabling or deterring unethical conduct. Effective organizations recognize that long-term sustainability depends on internal trust, transparent practices, and proactive engagement with ethical standards, rather than solely external regulation or assumptions about greed as the primary motivator.

References

• Crane, A., & Matten, D. (2016). Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization. Oxford University Press.
• Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2021). Business Ethics: Ethical Decision Making & Cases. Cengage Learning.
• Kidder, R. M. (2005). How Good People Make Tough Choices. HarperOne.
• Schmidt, C. & Holder, F. L. (2014). Business Ethics and Public Trust. FT Journal. Retrieved from ftijournal.com
• Kaptein, M. (2011). Understanding unethical behavior by rating ethical culture. Journal of Business Ethics, 102(4), 585-603.
• Sullivan, R. (2017). Governing Business Ethics: Strategies for Ethical Compliance. Routledge.
• Warnick, B. (2018). Moral Courage: The Ethics of Whistleblowing. Ethics & Behavior, 28(6), 468-482.
• Paine, L. S. (2003). Value Shift: Why Companies Must Merge Purpose with Profit. McGraw-Hill.
• Treviño, L. K., & Nelson, K. A. (2016). Managing Business Ethics: Straight Talk About How To Do It Right. Wiley.
• Weaver, G. R., & Treviño, L. K. (2001). Business ethics, corporate social responsibility, and organizational values. Journal of Business Ethics, 30(1), 1-15.