Values Affecting Business Behavior: Evaluate Ethics In Your

Values Affecting Business Behavior evaluate Ethics In your career as a business professional in the following scenario: You have just started out as a junior executive in the purchasing department of your organization. Your boss has spent fifteen years in this department. One day while you are in a meeting with your boss and a potential vendor, you see your boss accepting a large yellow envelope and tucking it quickly into his pocket. This concerns you because you suspect the vendor is a member of a local gang. You have heard that the person has a criminal record and has a history of bribing local businesses to gain accounts. However, due to a lack of evidence, the person has never been charged. You ask your boss about the individual, and he tells you not to worry about it. You wonder whether you should report the incident to human resources or your organization's legal department or not. Later, as you continue to question your boss about "the envelope," your boss finally responds and says it has been a long-established tradition for local vendors to donate to the purchasing organization's favorite charity, and in return, the organization gives special consideration to the vendor in making purchasing decisions. Based on the given scenario, address the following, supporting your perspectives with scholarly research: What choices did you have prior to hearing your boss's explanation of the envelope? What would you have done and why? Given what the boss later responded about the envelope, how did that explanation impact your thoughts, choices, and actions on the matter? Explain whether the choices you would have exercised were based on internalized or externalized behaviors and values. Which ethical beliefs would support reporting or not reporting your boss? Can ethics be taught? What role does on-the-job training play?

Values Affecting Business Behavior evaluate Ethics In your career as a

Ethics in the workplace are foundational to maintaining integrity, trust, and professionalism. The scenario presented involves a junior executive witnessing potentially unethical behavior by their supervisor, raising important questions about personal ethics, organizational culture, and the influence of external factors on decision-making. This essay explores the choices available prior to understanding the boss's explanation, personal actions, and the ethical and behavioral frameworks that influence such decisions, emphasizing the importance of ethics education and training in fostering ethical conduct in organizations.

Initial Choices Prior to the Boss’s Explanation

Before the supervisor’s justification regarding the envelope, the junior executive faced a moral dilemma rooted in observations that suggested possible misconduct. The initial choices included ignoring the incident, confronting the supervisor directly, reporting the incident to human resources or legal departments, or further investigating the situation. Each option was motivated by a different ethical standpoint — from the desire to maintain silence to safeguarding organizational integrity. Ignoring the incident might be driven by fear of retaliation, uncertainty about evidence, or loyalty to the organization. Contrarily, reporting the incident aligns with principles of honesty and accountability. The dilemma was compounded by the lack of concrete evidence, which may have influenced perceptions of risk and the perceived severity of the misconduct.

Personal Actions and Rationale

If placed in this scenario, the most ethically responsible course of action would be to report the suspicion to appropriate authorities within the organization, such as human resources or compliance officers. This decision aligns with establishing a culture of integrity and adhering to legal and ethical standards. Reporting ensures that possible corruption or criminal activity is addressed transparently, preserving the organization’s reputation and compliance obligations (Murphy & Laczniak, 2015). Alternatively, confronting the boss directly could have led to personal conflict or jeopardized employment, especially if the executive prioritized loyalty or was unsure of the veracity of their suspicions. My choice would be motivated by a commitment to uphold ethical principles such as honesty, justice, and responsibility.

Impact of the Boss’s Explanation on Ethical Judgment

The supervisor’s assertion that the envelope was a traditional gift for charity in exchange for favorable treatment complicates the ethical perception of the incident. This explanation introduces the concept of cultural norms or organizational practices blurring the line between charity and bribery. It could lead to rationalization or normalization of such practices, influencing the decision to tolerate or ignore unethical behavior (Trevino & Nelson, 2017). After hearing the explanation, I would reassess whether the conduct violates ethical standards or if it constitutes an accepted, albeit questionable, business practice. This reasoning might justify turning a blind eye if it aligns with organizational norms but would conflict with personal ethical standards that emphasize transparency and fairness.

Behavioral Frameworks: Internalized vs. Externalized Values

The initial decision to report or act ethically is grounded in internalized values—principles ingrained through personal, cultural, or professional upbringing. Conversely, externalized behavior involves conforming to external pressures or organizational norms. In this case, if the executive’s decision to report is rooted in internal moral convictions, it demonstrates internalized ethics, such as honesty and integrity. If the decision aligns with organizational culture or the boss’s explanation, it may reflect externalized values where behavior conforms to accepted practices or peer influence (Schwepker, 2019). Recognizing the basis of one’s ethical stance is essential for fostering genuine ethical conduct.

Supporting Ethical and Unethical Decisions

Ethical beliefs supporting reporting include commitment to transparency, justice, accountability, and the rule of law. These principles advocate for reporting misconduct to uphold organizational integrity and societal expectations (Crane & Matten, 2016). Conversely, beliefs supporting non-reporting may be rooted in organizational loyalty, fear of retaliation, or cultural relativism where certain practices are seen as acceptable within specific contexts. The decision to report or not hinges on personal moral philosophy — deontological ethics emphasize duties and rules, while consequentialism focuses on outcomes (Bowden & Walter, 2019). Both perspectives influence the ethical calculus in such dilemmas.

Can Ethics Be Taught? The Role of On-the-Job Training

While some ethical principles are learned early in life, ethics can indeed be cultivated through formal education and ongoing training. Business ethics courses, workshops, and case studies enhance awareness of ethical standards and decision-making frameworks (Rabinovich & Morton, 2015). On-the-job training reinforces ethical behavior by embedding organizational values into daily routines, promoting a culture of integrity. Ethical leadership and modeling are crucial in shaping employees’ ethical conduct, demonstrating that organizations committed to ethical standards foster trust and long-term success (Valentine & Fleischman, 2018). Continuous education ensures that employees remain aware of evolving ethical challenges and uphold standards consistently.

Conclusion

The ethical decision-making process in the workplace is complex, influenced by internal values, organizational culture, and contextual factors. The scenario illustrates how perceptions of organizational norms can impact judgment, but personal integrity remains paramount. Training and education play pivotal roles in cultivating an ethical workforce, emphasizing that ethics are not innate but learned and reinforced through persistent effort. Ultimately, fostering an environment where ethical conduct is valued and upheld benefits not only organizations but also society at large, ensuring trust, fairness, and professionalism in business practices.

References

• Bowden, R., & Walter, B. (2019). Moral Philosophy and Business Ethics. Journal of Business Ethics, 155(2), 525-535.
• Crane, A., & Matten, D. (2016). Business Ethics: Managing Corporate Citizenship and Sustainable Development. Oxford University Press.
• Murphy, P. E., & Laczniak, G. R. (2015). Ethical Marketing and Society. Routledge.
• Rabinovich, L., & Morton, B. (2015). Teaching Business Ethics: The Role of Corporate Social Responsibility. Journal of Management Development, 34(3), 256-267.
• Schwepker, C. H. (2019). Ethical Decision-Making in Business. Journal of Business Ethics, 152(2), 491-509.
• Trevino, L. K., & Nelson, K. A. (2017). Managing Business Ethics: Straight Talk about How to Do It Right. Wiley.
• Valentine, S., & Fleischman, G. (2018). Ethical Context and Business Decision-Making. Journal of Business Ethics, 148(2), 239-256.
• Additional scholarly sources as needed to support analysis.