Annual Editions: Business Ethics 11/12

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  • Edition: 23rd
  • Format: Paperback
  • Copyright: 2011-02-09
  • Publisher: McGraw-Hill/Dushkin
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TheAnnual Editionsseries is designed to provide convenient, inexpensive access to a wide range of current articles from some of the most respected magazines, newspapers, and journals published today.Annual Editionsare updated on a regular basis through a continuous monitoring of over 300 periodical sources. The articles selected are authored by prominent scholars, researchers, and commentators writing for a general audience. TheAnnual Editionsvolumes have a number of common organizational features designed to make them particularly useful in the classroom: a general introduction; an annotated table of contents; a topic guide; an annotated listing of selected World Wide Web sites; and a brief overview for each section. Each volume also offers an onlineInstructor's Resource Guidewith testing materials.Using Annual Editions in the Classroomis a general guide that provides a number of interesting and functional ideas for usingAnnual Editionsreaders in the classroom. Visit www.mhhe.com/annualeditions for more details.

Table of Contents

Annual Editions: Business Ethics, 11/12


Correlation Guide

Topic Guide

Internet References

Additional Resources

Unit 1: Ethics, Values, and Social Responsibility in Business

Unit Overview

1. Thinking Ethically: A Framework for Moral Decision Making, Manuel Velasquez et al., Issues in Ethics, Winter 1996
Outlined here are key steps and five different approaches to dealing with moral issues and helping to resolve ethical dilemmas.
2. Business Ethics: Back to Basics, William I. Sauser, Jr., Society for Advancement of Management, 2005
William Sauser gives an eight-point action list for establishing a strong ethical culture. He also provides a decision checklist when ethical dilemmas loom.
3. Integrating Ethics into the Business Curriculum: The Northern Illinois University Initiative, Linda J. Matuszewski, PhD, CPA and Pamela A. Smith, PhD, CPA, Strategic Finance, May 2008
Both business and academic leaders have an interest in ensuring that the next generation of managers have a solid ethics foundation.
4. Building an Ethical Framework, Thomas R. Krause and Paul J. Voss, CRO, May/June 2007
The authors examine 10 questions that should be considered to build an ethical framework and to encourage an ethical corporate culture.
5. Moral Management Methodology/Mythology: Erroneous Ethical Equations, Andrew Sikula, Sr., Ethics & Behavior, 19(3), 2009
Understanding the falsity of certain common beliefs helps one to move toward better business ethics and a higher degree of moral management.
6. Create a Culture of Trust, Noreen Kelly, Leadership Excellence, April 2008
Noreen Kelly believes that leaders should take the responsibility for creating a culture of shared values and meaning, promoting ethical behavior, and looking after their brand and reputations.
7. Building Trust: How the Best Leaders Do It, Stephen M. R. Covey, Leadership Excellence, January 2009
Stephen Covey describes the importance of a leader to extend trust—not a blind trust but a smart trust with clear expectations and strong accountability.
8. The Ethical Employee, Michele Compton, WIB, May/June 2007
The article highlights the importance and ramifications of management taking time to make ethics a priority with employees.

Unit 2: Ethical Issues and Dilemmas in the Workplace

Unit Overview

Part A. Employee Rights and Duties
9. Employers Are Stung with a Hefty Price When Employees Suffer an Identity Theft, Stephanie Shapson Peet, Esq., Supervision, July 1, 2008
Stephanie Peet examines some of the legal background and consequences associated when identity theft occurs in the workplace.
10. For Office Romance, the Secret’s Out, Sue Shellenbarger, WallStreetJournal.com, February 10, 2010
The article discusses how office romance is coming out of the closet as well as reflecting the negative spillover effect it has on co-workers.
11. Are You Too Family Friendly?, Susan J. Wells, HR Magazine, October 2007
As the proportion of single and childless workers increases, so do complaints of unfairness in employers’ benefits and policies.
Part B. Organizational Misconduct and Crime
12. High Rates of Misconduct at All Levels of Government, Curtis C. Vershoor, CMA, Strategic Finance, July 2008
The results of the National Government Ethics Survey (NGES) show that the high incidence of ethical misconduct can be found both in the public sector of business as well as in the governmental sector.
13. Under Pressure, Teachers Tamper with Test Scores, Trip Gabriel, NewYorkTimes.com, June 10, 2010
Recent scandals illustrate the many ways, some subtle, that educators improperly boost students’ test scores.
14. When You’re Most Vulnerable to Fraud, Rob Johnson, Wall Street Journal, August 16, 2010
Rob Johnson describes a sad situation for small businesses—when times are great—watch out, since this is the time when entrepreneurs are most vulnerable to fraud.
Part C. Sexual Treatment of Employees
15. More Men Make Harassment Claims, Dana Mattioli, Wall Street Journal, March 23, 2010
Since the start of the recession, a growing number of sexual harassment complaints have come from men.
Part D. Discriminatory and Prejudicial Practices
16. Older Workers: Running to the Courthouse?, Robert J. Grossman, HR Magazine, June 2008
Robert Grossman reflects on the question: "Do greater numbers of baby boomers result in more age discrimination suits?"
Part E. Downsizing of the Work Force
17. Cost Reductions, Downsizing-related Layoffs, and HR Practices, Franco Gandolfi, SAM Advanced Management Journal, Vol. 73, No. 3, Summer 2008
When firms need to cut costs, too often they start laying people off. Layoffs, according to the author, should be the last resort, not the first, because of their widespread negative effects.
18. The Factory That Refused to Die, Nanette Byrnes, BusinessWeek, August 3, 2009
In an Ohio town with rampant unemployment, the mayor, the workers, and 12 local families fought to save Norwalk Furniture.
Part F. Whistleblowing in the Organization
19. Protecting the Whistleblower, R. Scott Oswald and Jason Zuckerman, CRO, January/February 2008
According to the authors, companies should fine-tune internal probes to make whistleblowing investigation more of an asset than a liability.
20. Whistleblowers Get a Raise, Jesse Westbrook, Bloomberg BusinessWeek, August 2–August 8, 2010
The Securities & Exchange Commission has asked Congress to increase whistleblowing bounties and expand its authority to reward tipsters for leads on other types of misconduct including Ponzi schemes and accounting frauds.
Part G. Handling Ethical Dilemmas At Work
21. The Parable of the Sadhu, Bowen H. McCoy, Harvard Business Review, May/June 1997
The parable presented in this reading has significance for managers as they encounter ethical dilemmas that involve merging the individual ethic (personal values) and the corporate ethic (organizational values) to make the best decisions within the corporate culture. Bowen McCoy stresses the importance of management agreeing on a process for dealing with dilemmas and conflicts of interest.
22. At Work, a Drug Dilemma, Stephanie Simon, Wall Street Journal, August 3, 2010
Employers are facing a dilemma: how should they deal with an employee who is caught using medical marijuana at work.
23. His Most Trusted Employee Was a Thief, Shel Horowitz, Business Ethics, Winter 2005
A situation is furnished where a trusted employee embezzled $20,000 to pay for her child’s medical care.

Unit 3: Business and Society: Contemporary Ethical, Social, and Environmental Issues

Unit Overview

Part A. Changing Perspectives In Business and Society
24. Trust in the Marketplace, John E. Richardson and Linnea Bernard McCord, McGraw-Hill/Dushkin, 2000
The authors scrutinize the significance of companies being cognizant of the precarious nature and powerful advantages of gaining and maintaining trust with their customers in the marketplace.
Part B. Contemporary Ethical Issues
25. Privacy and the Internet: Lives of Others, The Economist, May 22, 2010
Facebook and Google face a backlash, from users and regulators alike, over the way they have handled sensitive data.
26. The New E-spionage Threat, Brian Grow, Keith Epstein, and Chi-Chu Tschang, BusinessWeek, April 21, 2008
A BusinessWeek probe of rising attacks on America’s most sensitive computer networks uncovers startling security gaps.
Part C. Global Ethics
27. Emerging Lessons, Madhubalan Viswanathan, José Antonio Rosa, and Julie A. Ruth, Wall Street Journal, October 20, 2008
The authors delineate that for multinational companies, understanding the needs of poorer consumers can be both profitable and socially responsible.

Unit 4: Ethics and Social Responsibility in the Marketplace

Unit Overview

Part A. Marketing Strategy and Ethics
28. Honest Innovation, Calvin L. Hodock, Marketing Management, March/April 2009
Ethics issues in new product development could be stalling innovation growth.
29. Serving Unfair Customers, Leonard L. Berry and Kathleen Seiders, Business Horizons, 2008
Companies commonly adapt "The customer is always right" maxim as a basic premise for delivery quality service. A close examination of customer behavior, however, reveals that customers can be not only wrong but also blatantly unjust.
Part B. Ethical Practices in the Marketplace
30. Swagland, David Weddle, Los Angeles Times Magazine, January 16, 2005
Some ethicists argue that the proliferation of swag has undercut the integrity of the press and has blurred the lines between advertising and editorial and encouraged some publications to mislead their readership.

Unit 5: Developing the Future Ethos and Social Responsibility of Business

Unit Overview

31. Creating an Ethical Culture, David Gebler, Strategic Finance, May 2006
David Gebler examines how values-based ethics programs can help employees judge right from wrong.
32. Outside-the-Box Ethics, Luis Ramos, Leadership Excellence, April 2009
Luis Ramos discusses five key characteristics of an ethical culture.
33. Hiring Character, Dana Telford and Adrian Gostick, Sales & Marketing Management, June 2005
In an excerpt from Dana Telford and Adrian Gostick’s new book, Integrity Works, they present a look at business leader Warren Buffett’s practice of hiring people based on their integrity.
34. The Business Case for Diversity, Adrienne Selko, Industry Week, September 2008
Far from being just another feel-good initiative, diversity in the workplace has become a competitive advantage for manufacturers.
35. Managing Part-Time Employees, Mark Rowh, Office Solutions, April 2008
Part-time employees are becoming more important to organizations than ever before. As such, they need to be treated with the respect they are due because they are an increasingly important part of their organization.
36. Strategic Organizational Diversity: A Model?, Frederick Tesch and Frederick Maidment, The International Journal of Diversity in Organizations, Communities and Nations, Vol. 8, No. 6, 2009
Contemporary organizations pursue diversity for many reasons—for example, economic, ethical, regulatory, legal, and social. Ideally, an organization's human diversity matches its strategic goals. Little attention has been given, however, to a theoretical basis for diversity as an organizational goal. Modigliani's theory of diversity in investments might provide a model for managing an organization's human diversity and reducing its business risks.
37. When Generations Collide, Piper Fogg, The Chronicle of Higher Education, February 2007
There are now four generations in the workforce: Traditionalists; Baby Boomers; Generation X; and Generation Y. Getting them to work together can be a real challenge. This is especially true on university campuses.
38. This Time It’s Personal, Karen Coomer, The Safety and Health Practitioner, 25(6), June 2007
The environment where employees work can have a marked impact on how they feel, their morale, and their ability to complete their work. This article explores some of the psychological reasons for this phenomenon.
39. Multiple Choice, Lori Chordas, Best's Review, March 2009
A one-size-fits-all approach to benefits is not going to work for a company with employees in different countries. Each nation and the employees in that nation will have different requirements and expectations. While the home office can provide general guidelines, the benefits required for employees in each country will be somewhat unique.

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