Ethic and BC
Ethic and BC
Ethic and BC
Some corporate cultures provide opportunities for or reward unethical conduct because their
management lacks concern or the company has failed to comply with the minimum requirements of the
Federal Sentencing Guide-lines for Organizations.
Codes Of Conduct
Codes of conduct, which are formal statements that describe what an organization expects of its
employees. Such statements may take three different forms: a code of ethics, a code of conduct, and a
statement of values. A code of ethics is the most comprehensive and consists of general statements,
sometimes altruistic or inspirational, that serve as principles and the basis for rules of conduct. A code of
conduct is a written document that may contain some inspiration statements but usually specifies
acceptable or unacceptable types of behavior. The final type of ethical statement is a statement of values.
The six values that have been suggested for codes of ethics include: (1) trustworthiness, (2) respect, (3)
responsibility, (4) fairness, (5) caring, and (6) citizenship.
Ethics Officers
Organizational ethics programs also must have oversight by high-ranking persons known to respect
legal and ethical standards. These individuals—often referred to as ethics officers—are responsible for
managing their organizations’ ethics and legal compliance programs. They are usually responsible for
assessing the needs and risks that an organization wide ethics program must address, developing and
distributing a code of conduct or ethics.
Business communication
1(a) Communication Is a Process
A Definition of Communication
Communication is any process in which people, through the use of symbols, verbally and/or
nonverbally, consciously or not consciously, or unintentionally, generate meanings (information, ideas,
feelings, and perceptions within and across various contexts, cultures, channels, and media.
Sender-Receivers.
People get involved in communication because they have information, ideas, and feelings they
want to share. This sharing, however, is not a one-way process in which one person sends ideas and the
other receives them, and then the process is reversed. First, in most communication situations, people are
sender-receivers-both sending and receiving at the same time.
Message
The message is made up of the ideas and feelings that sender-receivers want to share. Ideas and
feelings can be communicated only if they are represented by symbols. A symbol is something that stands
for something else. All our messages are made up up of two kinds of symbols verbal and nonverbal. The
word in the language are verbal symbols that stand for particular things or ideas. Verbal symbols are
limited and complicated different meanings to abstract symbols. Nonverbal symbols are ways we
communicate
Channels
The channel is the route traveled by a message; it is the means a message uses to reach the
sender-receivers. In face-to-face communication, the primary chan- nels are sound and sight: We listen to
and look at each other. We are familiar with the channels of radio, television, CDs, newspapers, and
magazines in the mass media. Other channels communicate nonverbal messages.
Feedback
Feedback is the response of the receiver-senders to each other. You tell me a joke and I smile.
That's feedback.
Noise
Noise is influence that keeps a message from being understood or accurately interpreted. Noise
occurs between the sender-receivers, and it comes in three forms external, internal, and semantic.
Setting
The setting is the environment in which the communication occurs. Setting can have a significant
influence on communication. Formal settings lend themselves to formal presentations.
Because your collection of sensory cues requires structure and stability to be understood. Finally,
you interpret your sensory cues by drawing conclusions or judging, and the final step-often occurring
instantly and simultaneously with the previous steps depends on your past experiences, goals,
expectations, beliefs, values, needs, world gender, feelings at the moment. Interpretations, too, vary from
culture to culture.
1. Don't respond right away. When you feel hurt or angry about an email or post it's best not to
respond right away
2. . Read the post again later. Sometimes, your first reaction to a post is a lot about how you're feeling
at the time. Reading it later, and sometimes a few times, can bring a new perspective.
3. Discuss the situation with others who know you. Ask them what they think about the post and the
response you plan to send.
4. Choose whether or not you want to respond. You do have a choice, and you don't have to respond.
You may be too upset to respond in the way that you would like, or it may not be worthy of a
response.
5. Assume that people mean well, unless they have a history or pattern of aggression.
6. Clarify what was meant. We all misinterpret what we hear and read, particularly when we feel hurt
or upset. It's a good idea to check out that you under- stood them correctly.
7. Think about what you want to accomplish by your communication.
8. Verbalize what you want to accomplish. Here are some examples, "I want to understand what
you're saying.
9. Use "I" statements when sharing your feelings or thoughts. For example, "I feel..." versus "You
made me feel...."
10. Use strictly feeling statements. Feeling statements include saying you felt hurt, sad, scared, angry,
happy, guilty, remorseful, and so on.
11. Choose your words carefully and thoughtfully, particularly when you're upset
12. Place yourself in the other person's shoes.
13. Start and end your post with positive, affirming, and validating statements. This helps set a positive
tone. End on a positive note as well.
Telling Selling
One way communication Two way communication
Use of manipulation and coercion for control Use of persuasion and explanation for group
Negative environment support
Positive environment
The third situational leadership style is participating. Using this style, leaders state the problem but
immediately consult with group members. Participating leader task-high group. The fourth situational
leadership style is delegating. Delegating is low task-low group. Leaders hang back and let members plan
and execute the job.
Once the group begins to function, everyone is more or less equal. If someone wants to talk, he or
she is given a chance. If all in the group cannot agree on a solution, the group takes a vote and the majority
decides This kind of group-forming and group-operating be seems so natural that we don’t think twice
about it
Group Norms
Norms are the expectations group members have of how other members will behave, participate.
Norms are informal they are not written down. Members assume that other understand the norms and will
follow them. Norms are important because they give a group some structure.If the member know how to
behave the group will function more efficiently. 6
Group Rules
Unlike norms, rules are formal and structured directions for behavior. Rules may dicatate what jobs
group members should do, how meetings should be conducted, how motions should be introduced, and so
on.