Incluye bibliografías e índice.

Section I: Introduction -- Chapter 1: Introducing straight talk about managing business ethics: where we’re going and why: Introduction ; The financial disaster of 2008 ; Moving beyond cynicism ; Can business ethics be taught? ; This book is about managing ethics in business ; Ethics and the law ; Why be ethical? Why bother? Who cares? ; The importance of trust ; The importance of values ; How this book is structured ; Conclusion ; Discussion questions ; Exercise ; Notes -- Section II: Ethics and the individual: Chapter 2: Deciding what’s right: a prescriptive approach: Ethics and the individual ; Conclusion ; Discussion questions ; Exercise ; Introducing the Pinto fires case ; Case: Pinto fires ; Short cases ; Notes -- Chapter 3: Deciding what’s right: a psychological approach: Ethical awareness and ethical judgment ; Individual differences, ethical judgment, and ethical behavior ; Facilitators of and barriers to good ethical judgment ; Toward ethical action ; Conclusion ; Exercise ; Discussion questions ; Short case ; Notes -- Chapter 4: Addressing individuals’ common ethical problems: People issues ; Conflicts of interest ; Customer confidence issues ; Use of corporate resources ; When all else fails: blowing the whistle ; Conclusion ; Discussion question ; Short cases ; Notes -- Section III: Managing ethics in the organization: Chapter 5: Ethics as organizational culture: Introduction ; Organizational ethics as culture ; Ethical culture a multisystem framework ; Ethical leadership ; Other formal cultural systems ; Informal cultural systems ; Organizational climates: fairness, benevolence, self-interest, principles ; Developing and changing the ethical culture ; A culture approach to changing organizational ethics ; The ethics of managing organizational ethics ; Conclusion ; Discussion questions ; Case: Culture change at Texaco ; Case: An unethical culture in need of change: tap pharmaceuticals ; Case: “Bad to the bone” ; Notes -- Chapter 6: Managing and legal compliance: Introduction ; Structuring ethics management ; Communicating ethics ; using the reward system to reinforce the ethics message ; Evaluating the ethics program ; Values or compliance reproaches ; Globalizing an ethics program ; Conclusion ; Discussion questions ; Short case ; Appendix: How fines are determined under the U.S. sentencing guidelines ; Notes -- Chapter 7: Managing for ethical conduct: Introduction ; In business, ethics is about behavior ; Our multiple ethical selves ; Rewards and discipline ; People follow group norms ; People fulfill assigned experiment ; Obedience to authority: people do what they’re told ; Responsibility is diffused in organizations ; Conclusion ; Discussion questions ; Case: Sears, roebuck, and co. The auto center scandal ; Short case ; Notes -- Chapter 8: Ethical problems of mangers: Introduction ; Managing the “basics” Managing a diverse workforce ; The manager as a lens ; Managing up and across ; Conclusion ; Discussion questions ; Short cases ; Notes -- Section IV: Organizational ethics and social responsibility: Chapter 9: Corporate social responsibility: Introduction ; Why corporate social responsibility? ; Types of corporate social responsibility ; Triple bottom line and environmental sustainability ; Is socially responsible business good business? ; Conclusion ; Discussion questions ; Case: Merck and river blindness ; Short case ; Notes -- Chapter 10: Ethical problems of organizations: Introduction ; Managing stakeholders ; Ethics and consumers ; Ethics and employees ; Ethics and shareholders ; Ethics and the community ; Why are these ethical issues? ; Costs ; Conclusion ; Short cases ; Discussion questions ; Notes -- Chapter 11 : Managing for ethics and social responsibility in a global environment: Introduction ; Focus on the individual expatriate manager ; The organization in a global business environment ; Conclusion ; Discussion questions ; Short case ; Case: Selling medical ultrasound technology in Asia ; Case: Google goes to China ; Notes.