BUILDING AND IMPLEMENTING AN EFFECTIVE ETHCS CULTURE
DESCRIPTION
This module provides a self-reflective and systematic approach to the design and implementation of
an effective ethics corporate culture, underpinned by appropriate codes, procedures, training and
review. Participants will analyse their own specific contribution, as business leaders, and will
consider the building of an ethics culture where there may be integral tensions among the
leadership team, leading to a range of outcomes from cognitive dissonance to successful
implementation. Specific cases will be reviewed. Stakeholder Theory, Shareholder Concept and
Agency Theory will be examined and the role of the business professions and of whistleblowing will
inform the discourse.
LEARNING OUTCOMES
On successful completion of the module, the learner will:





Demonstrate a systematic understanding of the principles that sustain the building of a
sound corporate ethics culture, underpinned by tailored policies and procedures.
Understand the specific issues to be considered in a global market and/or in dealing with a
multi-cultural workforce.
Apply the knowledge and competencies acquired in previous and co-terminous modules in
developing an understanding of the tension between moral agency and externally generated
codes and regulations.
Understand the issues surrounding corporate whistleblowing.
Apply reflective learning to an understanding of the learner’s own contribution to the
building and implementation of good corporate ethical culture.
INDICATIVE CONTENT









Introduction to the Module
Construction of an ethical culture – fundamental foundations
Understanding of the learner’s own framework – philosophical background, corporate
culture, significant influencers, influence of culture, empathy, dissonance.
Regulation v. Behaviour – ethics integrative to Corporate Governance
Stakeholder v. Shareholder
Dealing in global business
Professionals in business – a different ethic?
Whistleblowing
Specific ethics guidelines available
ASSESSMENT
Number Description
Submission date
1
Presentation – understanding of influence of culture
on corporate ethical decision making
2
Participation in class discussion
3
Construction of Ethics Policy for learner’s own
employing organisation – either ab initio or as
modification of existing programme
Analysis of ethical dilemma experienced by learner in
the workplace
During module –
dates to be
allocated
Assessed during
Module
Close of business
last day of Semester
4
As specified by the
Academic Calendar
%
Weighting
20
15
25
40
100
Resources
Essential Book Resources
T. Donaldson, P. Werhane and M. Cording 2002, Ethical Issues in Business. A Philosophical
Approach, 7th edition Ed., Prentice Hall
Freeman, R.E., J.S. Harrison, A.C. Wicks, B.L. Parmar and S. de Colle 2010, (2010), Stakeholder
Theory: The State of the Art, Cambridge University Press
de Colle, S. 2006, CSR and Management Systems, in J. Alluche (ed.) Corporate Social
Responsibility. Concepts, Accountability and Reporting, , Palgrave MacMillan
The Q-RES Project: The Quality of Social and Ethical Responsibility of Corporations, by S. de
Colle, L. Sacconi & E. Baldin, in J. Wieland (ed.), Standards and Audits for Ethics Management
Systems: The European Perspective, 2003, n/a, Springer Verlag Berlin