Ethan Chazin, The Chazin Group Presents on Business Ethics at Rutgers

1. The Chazin Group
Building Ethical
Organizations for Success.

2. Special thanks to:
Ms. Carol Broccoli
Program director
Rutgers-Cook College
Continuing Professional Education
NJ agriculture experiment station

3. About ME
 BA in Comms (MBA in Mktg)
 20 Years In Corp. America
 Began Career as a Recruiter
 Marketing/Sales Background
 Launched The Chazin Group 2004
Contact me:
Tel: (201) 683-3399
Cell: (917) 239-5571
Email: Ethan@TheChazinGroup.com

4. What I Do
 Job Search Strategies
 Interviewing &
Networking
 Career Coaching
 Life / Work Balance
 Business Owner Coaching
 Human Capital
Development
 Professional Development
 Salary Negotiations

5. What’s “ETHICAL”
Behavior?

6. “Being in accordance
with the accepted
principles of right and
wrong that govern
the conduct of a
profession.”
/www.thefreedictionary.com/ethical

7. Ethics refers to standards of right and
wrong that prescribe what we ought to
do, usually in terms of rights,
obligations, benefits to society,
fairness, or specific virtues. Ethics
refer to the standards that impose the
reasonable obligations to refrain from
rape, stealing, murder, assault,
slander, and fraud.
www.scu.edu/ethics/practicing/decision/whatisethics.html

8. Ethical standards also include those
that enjoin virtues of honesty,
compassion, and loyalty. Ethical
standards include: standards relating
to rights (right to life, freedom from
injury, the right to privacy.) Such
standards are adequate standards of
ethics, because they’re supported by
consistent/well-founded reasons.
www.scu.edu/ethics/practicing/decision/whatisethics.html

9. Ethics refers to the study and development
of one's ethical standards. Feelings, laws
and social norms can deviate from what is
ethical.
So it’s necessary to constantly examine our
standards, to ensure that they’re reasonable
and well-founded. Ethical behavior requires
we continuously study our beliefs and
conduct, and striving to ensure that we, and
the institutions we work for, live up to
standards that are reasonable and solidly-
based.

10. KEY TERMS
• Ethical Egoism: acting for
Egoism
your OWN self interest.
• Utilitarianism: creating the
Utilitarianism
greatest good for the greatest
number of people.
• Altruism: advancing the
Altruism
best interest of others.

11. FOR DISCUSSION
The Chazin Group
The Chazin Group
Does compliance
reinforce inaction and
only token responses?

12. Ready to See How
ETHICAL You Are?
Let’s take a quiz...
www.ea.ne.gov/PDFs/presentations/BusEthicsQuiz.pdf

13. Example #1
You are an office manager and
you discover that an upper-level
manager has repeatedly used the
company credit card for personal
expenses.
What do you do?

14. a) I do nothing. The person is higher
than I am so it must be OK.
b) I confront the person and hope that
this won't threaten my job.
c) I confront the person and reveal
what I know to a higher-level
manager or someone in human
resources.

15. Correct Answer: C
Talking to the person is not enough to
ensure that the behavior won't continue.
"Intervening directly is necessary but not
sufficient," says Bruce Weinstein, Ph.D.,
who writes the column "Ask the Ethics
Guy.“ Weinstein says management or HR
should monitor the person.

16. Example #2
You have authority over Human
Resources and an employee comes to
you and says: "I want to tell you
something about someone, but you
can't tell anybody." He then reveals
that someone pushed another
employee in the company kitchen.
What do you do?

17. a) I promised not to tell, so I don't.
b) I find out if the employee was injured
and decide based on that whether to tell.
c) Even though it breaks my promise, I tell
my boss so the incident goes on record.

18. Correct answer: C
Jenn Crenshaw, a professor at the Univ. of
Phoenix in VA says a human resources manager
should warn employees before they divulge a
secret that her position and the law might require
her to tell someone else. "Then they get to decide
whether or not they're going to tell me,"
Crenshaw says. Even if she doesn't get a chance
to forewarn the employee before sensitive
information is revealed, she makes sure anything
important, like physical assault, goes on the
record by telling a higher-up.

19. Example #3
A coworker who is also a friend tells you
that he has major concerns about a large
project and plans to tell the VP overseeing
the project. You know that the VP has
been known to fire people who have been
too vocal against this project. Do you
encourage your friend to be honest
anyway?
What do you do?

20. a) Yes, honesty is ALWAYS the best
policy.
b) No, I reveal the dangers of the
decision and encourage the friend to
protect his job.
c) I explain what I know but try to
avoid encouraging my friend one way
or another.

21. Correct answer: C
I explain what I know but try to avoid
encouraging my friend one way or another.
Personal ethics are important, but it's also
important not to force those decisions on
others, says Don Schierling, a professor at
Regis University. Giving others information
so they can make the best choice for
themselves is generally the best
option, Schierling explains.

22. Example #4
You have been asked to work with the
public relations department in writing
a press release about a new product
that didn't turn out quite as well as
promised in earlier reports. How much
do you reveal to the public in the
press release?
What do you do?

23. a) I don't hint at it. It's important that
the company's image is not damaged
by the flawed product.
b) I write a more mildly enthusiastic,
but honest release than I would if the
product were perfect.
c) I'm completely honest, believing it
will earn the respect of customers to
be forthcoming.

24. Correct answer: B
People in PR must toe the line between
talking positively about a company and
lying outright. Since it's understood that a
press release is going to put a positive spin
on any topic, it's not expected to be fully
frank about then flaws. A major disaster
can sometimes be avoided by an honest
and upfront handling of the issue with the
press. "Ultimately, you have to answer to
yourself,” says Schierling.

25. What ETHICAL
Organizations
Look Like

32. Is It Hard to be Ethical In
These Trying Times?

33. The ChazinThese
Group
The Chazin Group Trying Times
• Statewide budget shortfalls.
• Increased global competition.
• The critical importance placed on our quarterly
financial performance reporting.
• 24x7x365 news reporting cycle.
• Social media and the Internet.
• No job security.
• Tremendous demands made for productivity
gains.

34. How NOT to Act

35. Hall of Shame

37. Unethical Behavior
Surrounds Us

38. The Chazin Unethical
Group
The Chazin Group Behavior
• Extended unpaid internships.
• Plagiarism.
• Lying on your taxes, resumes.
• Falsifying professional credentials.
• Construction companies ignoring
codes, taking shortcuts.
• Mortgage robo-signings.

39. The Chazin Unethical
Group
The Chazin Group Behavior
• Producing/marketing dangerous
products.
• Legalized gambling.
• Police misconduct.
• Accepting bribes.
• Piracy.
• Vulture Capitalists.
• False/inaccurate job postings.

40. The Chazin Unethical
Group
The Chazin Group Behavior
• Division I College athletics.
• People trying to “GAME” the system.
• The Military covers up soldier burial
remains.

41. The
The Chazin Group
The Chazin Group Workplace
• Discrimination
• Sexism (Glass Ceiling)
• Sexual Harassment
• Cronyism/Nepotism
• Office Politics
• Companies Backing Political Parties

42. FOR DISCUSSION
The Chazin Group
The Chazin Group
Does The Workplace
Breed Unethical
Behavior?

43. Are ETHICS
Situational?

44. Guidelines DO Exist

46. Government
The Chazin Group
The Chazin Group Guidelines
• Sarbanes-Oxley (2002)
• Stock Exchange Standards (2003)
• McNulty version of Principles of
Prosecution (2006)
• U.S. Sentencing Commission

52. Apply Your Own Standards

53. The Chazin your own
Apply Group
The Chazin Group moral compass
• Ask: “If I choose to go through with
this decision, would I mind seeing it
reported on the news tomorrow?”
– If YES: Proceed
YES
– Still Not Sure: Ask four (4) key questions:
• Does my decision match the organization’s vision
& mission statements?
• Would it be good for customers?
• Would it be good for the organization?
• Would it be good for me?
From Gretchen Morgenson

54. Building an Ethical
Organization

55. The Chazin Group Ethical
Building An
The Chazin Group Organization
• Create a Value Statement: the
principles that your Vision & Mission
statements are built on.
• Develop a Code of Ethics: define the
organization’s core values.
• Create Ethics policies, include them in
employee manual, make each employee
sign annually.
• Executive Modeling: How your Senior
Management team acts, sets the tone.

56. “The ethics of the business
are whatever the top dog
says they are.”
Bryce’s Law

57. • Building An Ethical Organization
The Chazin Group Ethical
Building An
The Chazin Group Organization
• Revisit/rewrite your value statement
(credo) every few years.
• Training & Communicating.
• Systems that embody Ethical
Building An organizational
values. Organization
• Mechanisms to discuss difficult cases.
• Audit, enforcement, and discipline.
www.scu.edu/ethics/practicing/focusareas/business/organization.html

58. • Building An Ethical Organization
The Chazin Group Ethical
Building An
The Chazin Group Organization
• Hotlines and help lines.
• Governance of ethics and values.
• Renewal process.
• CREATE ETHICAL SUPPORT SYSTEMS.
Building An Ethical
Organization

59. • Building An Ethical Organization
The Chazin Group Ethical
Building An
The Chazin Group Organization
• 3 keys that are mandatory for
creating an ethical organization:
–
Building An Ethical
Organization

60. The Chazin Group Ethical
Elements of
The Chazin Group Organizations
• Respect
• Integrity
• Customer-focus
• Honor
www.entrepreneurship.org/en/resource-center/eight-elements-of-an-
ethical-organization.aspx

61. The Chazin Group Ethical
Elements of
The Chazin Group Organizations
• Results-oriented
• Risk-taking
• Passion
• Persistence

62. The 4 Steps to
The Chazin Group
Chazin Group Ethical Behavior
• Set the bar: promote “POSITIVE
DEVIANTS”
• Motivate Ethics: get people to
achieve Positive Deviant examples.
• Sustain Ethics: Ensure the
commitment to ethics is sustainable.
• Scale Ethics: achieve critical mass
by changing what people believe &
do.
http://ethix.org/2010/07/15/four-steps-to-a-more-ethical-organization

63. Emotional
Intelligence

64. The Chazin Group Definition
A
The Chazin Group
“…the ability to monitor one's
own and others' feelings and
emotions, to discriminate among
them and to use this information
to guide one's thinking and
actions.“
Peter Salovey & John D. Mayer
http://psychology.about.com/od/personalitydevelopment/a/emotionalintell.htm

65. The Chazin 4 Branches
The Chazin Group
Group of EI
• Perceiving Emotions: The first step in
understanding emotions is to accurately
perceive them.
• Reasoning With Emotions: The next step
involves using emotions to promote thinking
and cognitive activity.
• Understanding Emotions: The emotions that
we perceive can carry a wide variety of
meanings.
• Managing Emotions: The ability to manage
emotions effectively is a key part of emotional
intelligence.

67. E.I. Goes
The Chazin Group
The Chazin Group Mainstream
• Social & Emotional Learning (SEL):
Daniel Goleman
http://danielgoleman.info/topics/emotional-intelligence

68. Social Corporate
Responsibility

69. Corporate social responsibility (also called
corporate conscience, corporate citizenship,
social performance, or sustainable responsible
business) is a form of corporate self-regulation
integrated into a business model. CSR policy functions
as a built-in, self-regulating mechanism whereby
businesses monitors and ensures its active compliance
with the spirit of the law, ethical standards, and
international norms. The goal of CSR is to embrace
responsibility for the company's actions and encourage
a positive impact through its activities on the
environment, consumers, employees, communities,
stakeholders and all other members of the public
sphere.
http://en.wikipedia.org/wiki/Corporate_social_responsibility

70. Resources