Ethical Responsibilities

COMPETENCIES

3066.1.1 : Ethical Issues in Business

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The graduate analyzes ethical and socially responsible courses of action in a given business situation.

3066.1.2 : Ethical Leadership

The graduate analyzes ethical considerations that shape business leadership.

3066.1.3 : Employment Issues in Business

The graduate applies ethical principles to employment.

3066.1.4 : Environmental Concerns in Business

The graduate applies ethical principles to environmental concerns confronting business.

3066.1.5 : International Business

The graduate applies ethical principles to international business.

3066.1.6 : Ethics Programs

The graduate evaluates ethical policies in a given business scenario.

INTRODUCTION

In a complex, multicultural business environment, it is important that business professionals adhere to ethical standards throughout their daily activities. The goal of this course is to introduce you to concepts and guidelines for ethical courses of actions in business. In order to assess your understanding of the material and your ability to apply the required concepts, you will be asked to take on the role of the ethics director for the company in the scenario. You will be asked to design an ethics curriculum for new employees to address the rights and responsibilities of employees and the ethical relationship between employer and employee. You will also be tasked with developing an ethical dilemma for analysis, offering ethical decisions for evaluation, and examining the role of personal values and goals in the workplace.

SCENARIO

You are the ethics officer of a marketing firm. The company prides itself on only engaging in ethical business practices. In order to ensure that all of its employees understand corporate ethical policy, new employees must attend an ethics training as part of the onboarding process. Additionally, every employee must attend an annual ethics training. These ethical training programs are developed by the marketing firm’s ethics officer (you), the marketing firm’s human resources (HR) director, and an outside consulting firm.

 

In a joint development session, the team works through the training development materials that will be presented at this year’s two-day ethics training session. This year, the focus is on two primary topics: employees’ rights and responsibilities in the workplace and employer’s ethical responsibilities toward employees. In addition, hypothetical ethical scenarios are developed to evaluate the employees’ understanding of company ethical standards, general ethical decision-making, and desired courses of action.

REQUIREMENTS

Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. An originality report is provided when you submit your task that can be used as a guide.

 

You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.

 

A. Take on the role of the ethics officer in the scenario and address the following:

1. Describe three rights and responsibilities of employees based on the scenario.

2. Evaluate two ethical responsibilities of the employer within the context of the employer/employee relationship described in the scenario.

3. Develop one ethical business dilemma that can be used to demonstrate employee understanding of the company’s ethical standards.

4. Evaluate the dilemma from part A3 from a utilitarian and relativistic perspective.

5. Describe two common ethical decisions that reflect corporate ethics and responsibilities that employees can face while working in a corporate setting.

Note: These should be different from the ethical business dilemma in part A3.

 

6. Explain why each ethical decision in part A5 presents an ethical dilemma and how an individual might justify unethical behavior (e.g., common excuses).

 

B. Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.

 

C. Demonstrate professional communication in the content and presentation of your submission.

File Restrictions
File name may contain only letters, numbers, spaces, and these symbols: ! – _ . * ‘ ( )
File size limit: 200 MB
File types allowed: doc, docx, rtf, xls, xlsx, ppt, pptx, odt, pdf, txt, qt, mov, mpg, avi, mp3, wav, mp4, wma, flv, asf, mpeg, wmv, m4v, svg, tif, tiff, jpeg, jpg, gif, png, zip, rar, tar, 7z

RUBRIC
A1:EMPLOYEES’ RIGHTS AND RESPONSIBILITIES

NOT EVIDENT

A description of 3 rights and responsibilities of employees is not provided.

 

APPROACHING COMPETENCE

The 3 described rights and responsibilities of employees are provided, but they are inaccurate, unclear, or implausible.

 

COMPETENT

The 3 described rights and responsibilities of employees are accurate, clear, and plausible.

A2:EMPLOYERS’ ETHICAL RESPONSIBILITIES

NOT EVIDENT

An evaluation of 2 ethical responsibilities is not provided.

 

APPROACHING COMPETENCE

The evaluation accurately identifies 2 ethical responsibilities, but the evaluation is unclear or illogical, or the ethical responsibilities are not those of the employer or in the context of the employer/employee relationship described in the scenario.

 

COMPETENT

The evaluation accurately describes 2 ethical responsibilities of the employer within the context of the employer/employee relationship described in the scenario. The evaluation is well reasoned and clear.

A3:ETHICAL BUSINESS DILEMMA

NOT EVIDENT

An ethical business dilemma is not provided.

 

APPROACHING COMPETENCE

The ethical business dilemma is plausible and relevant, but it will not demonstrate employee understanding of the company’s ethical standards, or it is unclear.

 

COMPETENT

The ethical business dilemma is plausible, is relevant, and will demonstrate employee understanding of the company’s ethical standards. This understanding includes how the dilemma affects the company’s ethical standards.

A4:ETHICAL BUSINESS DILEMMA: EVALUATION

NOT EVIDENT

An evaluation is not provided.

 

APPROACHING COMPETENCE

The evaluation includes both a utilitarian and relativistic perspective, but the evaluation is unclear or imprecise.

 

COMPETENT

The evaluation includes both a utilitarian and relativistic perspective. The evaluation is both logical and clear.

A5:ETHICAL DECISIONS

NOT EVIDENT

A description of at least 2 decisions is not provided.

 

APPROACHING COMPETENCE

The description of 2 ethical decisions is provided, but at least 1 decision is not plausible or does not align with corporate ethics and responsibilities.

 

COMPETENT

The description of 2 common ethical decisions is plausible and aligns with corporate ethics and responsibilities.

A6:ETHICAL DECISIONS: EXPLANATION

NOT EVIDENT

An explanation of each ethical decision in part A5 is not provided.

 

APPROACHING COMPETENCE

The explanation addresses why each decision is an ethical dilemma and provides common justifications of unethical behavior, but the explanation is poorly reasoned or implausible.

 

COMPETENT

The explanation addresses why each decision is an ethical dilemma and provides common justifications of unethical behavior. The explanation is well reasoned and plausible.

B:SOURCES

NOT EVIDENT

The submission does not provide both in-text citations and a reference list for sources that are quoted, paraphrased, or summarized.

 

APPROACHING COMPETENCE

The submission includes in-text citations for sources that are quoted, paraphrased, or summarized and a reference list; however, the citations and/or reference list is incomplete or inaccurate.

 

COMPETENT

The submission includes in-text citations for sources that are properly quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available.

C:PROFESSIONAL COMMUNICATION

NOT EVIDENT

Content is unstructured, is disjointed, or contains pervasive errors in mechanics, usage, or grammar. Vocabulary or tone is unprofessional or distracts from the topic.

 

APPROACHING COMPETENCE

Content is poorly organized, is difficult to follow, or contains errors in mechanics, usage, or grammar that cause confusion. Terminology is misused or ineffective.

 

COMPETENT

Content reflects attention to detail, is organized, and focuses on the main ideas as prescribed in the task or chosen by the candidate. Terminology is pertinent, is used correctly, and effectively conveys the intended meaning. Mechanics, usage, and grammar promote accurate interpretation and understanding.

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