The_Essential_Manager_s_Handbook

Developing ethics

The behavior of managers is under

more scrutiny than that of other

members of staff, and misdeeds

can become quickly and widely

known, destroying the reputation of the

organization. It is important for managers

to develop their own ethical boundaries—

lines that they and their employees should

not cross. To do this, you need to:

>>Know and understand your organization’s^

policy on ethics.

>>Anticipate unethical conduct. Be alert to situations that may

promote unethical behavior. (Under unusual circumstances, even

a normally ethical person may be tempted to act out of character.)

>>^ Consider all consequences. Ask yourself questions such as: “What

if my actions were described in detail on a local TV news show, or

in the newspaper? What if I get caught doing something unethical?

Am I prepared to deal with the consequences?”

>>Seek opinions from others.^ They may have been in a similar^

situation, or at least can listen and be a sounding board for you.

>>Do what you truly believe is right. You have a conscience and are^

responsible for your behavior. You need to be true to your own

internal ethical standards. Ask yourself the simple question:

“Can I live with what I have decided to do?”

A reputation for ethical

practice boosts staff

satisfaction and morale

and is good for business,

which in turn can mean

larger profits

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