MGT301A: Ethics and Sustainability
Assessment 2B: Individual Report
Student name and ID:
Yamile Villacorta – A00040653
Lecturer:
Wendy Steinberg
INTRODUCTION
As businesses strive to balance profitability with social and environmental impact, ethics and social responsibility have become increasingly paramount. The marketing sector, in particular, faces numerous ethical challenges that must be navigated with care. In this report, the issues and ethical frameworks explored in Assessment 2A, as well as the guidelines that inform ethical decision-making, are reviewed. Additionally, the critical role of professional ethics in shaping workplace behaviour and how codes of conduct impact organisational culture is analysed. This analysis sheds light on how workplace ethics and culture affect employees, as well as the industry’s challenges and strategies for promoting ethical behaviour and social responsibility.
SUMMARY OF ISSUES AND FRAMEWORKS IN PART A
The ethical issues analyzed in the report 2A include child labor in the United States and a proposed environmental breach in Victoria, Australia.
The case of Packers Sanitation Services Inc highlights the complexity of balancing multiple stakeholders’ interests and the lack of a clear right or wrong solution within the scope of the law. Child labor can endanger children’s autonomy, beneficence, justice, privacy, and veracity, and cause long-term physical, psychological, behavioral, and societal consequences. Children working in hazardous conditions, abuse, exhaustion, malnutrition, or exposure to toxic materials are particularly vulnerable (Yang, 2023; CDC, 2014; Humphries, 2010).
On the other hand, the proposed rehabilitation plan for the Hazelwood mine by the Engie Group in Victoria, Australia, has raised concerns from environmental groups and local farmers. While Engie has presented the plan as viable, there are concerns about its feasibility and potential risks to stakeholders (Schapova, 2023). The clay liner of the mine was not adequately built, and the structure could be unstable once the coal is fully submerged, according to a report by Steven & Campbell (2022).
These issues illustrate the challenges of balancing competing interests and the importance of considering all stakeholders in ethical decision-making.
REFLECTION ON FUTURE WORKPLACE BEHAVIOUR (700 words)
Reflecting on ethical management in the business marketing sector
After analysing the ethical issues in Assessment 2A, I have gained a deeper understanding of the importance of promoting ethical behaviour in the workplace. This knowledge has empowered me to prioritise the well-being of all stakeholders, including vulnerable groups and the environment, to create a sustainable and ethical business culture. Through this approach, I can contribute to creating a responsible and sustainable business that carefully considers its practices’ impact on all stakeholders. Furthermore, I am now better equipped to assess the ethical implications of supply chain management and ensure that unethical practices are not tolerated.
Professional ethics and their influence on workplace behaviour and standards
Professional ethics’ importance in shaping workplace behaviour cannot be overstated. Any worker must internalise the conduct code and expected behaviour, which entails promoting well-being in the workplace, acting with integrity, having mutually supportive objectives, and promoting social cohesion. Rowson (2006) emphasises the importance of adhering to these values to ensure reliable behaviour and objective decision-making. By embodying these principles, professionals fulfil their ethical responsibilities and create a positive workplace culture that benefits all members. Thus, it is essential to prioritise and uphold professional ethics to foster a productive, ethical work environment.
Lessons learned and their impact
Analysing two ethical frameworks has provided valuable lessons for my future behaviour. The rights approach has taught me the importance of integrity and respect in protecting individuals’ inherent rights, while the common good ethical framework has made me more conscious and aware of the need for ethical practices that balance stakeholders’ interests.
To apply this knowledge, I will strive to balance protecting individual rights and promoting the common good, acting with integrity, respect, and objectivity, and being reliable and ethical. These values are crucial in ensuring that my actions positively impact society and the environment and promote a culture of ethical behaviour and social responsibility in my future professional endeavours. These values are supported by scholars such as Tännsjö (2013), O’Neill (1988), Velasquez, Andre, Shanks, and Meyer (1992), and Peppoloni et al. (2021).
Creating an Ethical Organisational Culture with Codes of Conduct
Understanding factors influencing ethical organisational culture, such as codes of conduct, is essential for promoting an ethical environment in the workplace. By implementing these codes effectively, a company can foster a culture of integrity, social responsibility, compliance, transparency, and credibility (Dellaportas, 2005). Organisations can create and maintain this approach through ethical leadership and integrating such values into organisational processes and strategies (Webley & Werner, 2008; Sinclair, 1993).
To successfully implement codes of conduct, organisations often cover confidentiality of information, financial matters, treatment of clients/customers, treatment of the environment, professional judgement, due diligence, objectivity, and conflicts of interest (Anderson, 1997).
Senior Management’s Influence on Ethical Behavior and Decision-making
Managers can set the tone for ethical practices within an organisation, and workers’ behaviour can impact other employees (Paliwal, 2006). Recognising ethical behaviour’s importance and identifying misaligned senior management behaviour can help address unethical practices and promote ethical behaviour within the organisation (Trevino & Weaver, 2003).
Ethical behaviour should be incorporated into the overall organisational culture through ethical leadership programs and training for all employees, including senior management.
Corporate governance structures’ role in promoting ethical behaviour and global ideals
Corporate governance structures play a vital role in shaping an organisation’s ethical behaviour and decision-making process (Dellaportas, 2005; Huse, 2007; Scholtens, 2008). A strong and robust corporate governance framework that considers the interests of all stakeholders, including social and environmental issues, can align with global ideals, such as the United Nations Sustainable Development Goals (Boluk, Cavaliere, & Higgins-Desbiolles, 2019), and can promote the professional development of employees. Ethical learning is crucial for employees to recognise and address ethical issues and establish a disciplinary process to correct unethical behaviours, ultimately guiding ethical corporate governance (Llopis & Gasco, 2007). Therefore, to become an ethical professional, it is essential to proactively ensure that corporate governance structures are aligned with ethical and sustainable principles, as it holds organisations accountable for their actions.
Organisational Culture’s Impact on Ethical Standards and moral practices
Organisational culture is a critical factor influencing employees’ ethical standards and moral practices in the workplace (Fisse & Braithwaite, 1983). Research shows that a positive and ethical organisational culture can lead to higher job satisfaction, employee engagement, and overall workplace performance. Conversely, a weak ethical culture can result in unethical behaviour, a lack of accountability, and a decline in employee trust and morale (Roodt, Rieger and Sempane, 2002).
As a business professional, I understand the importance of advocating for ethical and sustainable principles. Voicing my concerns can foster ethical behaviour, transparency, and accountability within the organisation and ultimately positively impact society and the environment. By taking this approach, I can also create a sense of purpose and fulfilment in my work.
CONCLUSION
Analyzing ethical issues in the business marketing sector and exploring ethical frameworks have provided a comprehensive understanding of social responsibility and ethical awareness that can guide my professional behaviour. As a business professional, embracing ethics and integrating expected behaviour and codes of conduct is crucial to promote integrity, well-being, and social cohesion in the workplace. It is essential to recognize that organizational culture plays a crucial role in shaping the behaviour of all employees, and corporate management significantly influences their actions.
However, workers must maintain solid ethical awareness and speak up when ethical principles are challenged. Developing ethical leadership programs and training can promote a culture of ethical behaviour that ensures all employees, including managers, uphold ethical standards and contribute to the long-term success and sustainability of the organization. Using these insights and actions as a guide, I can create a more ethical and responsible business culture in the future.
REFERENCES
Boluk, K. A., Cavaliere, C. T., & Higgins-Desbiolles, F. (2019). A critical framework for interrogating the United Nations Sustainable Development Goals 2030 Agenda in tourism. Journal of Sustainable Tourism.
CDC. (2014). How does child maltreatment affect health? Retrieved from: https://www.cdc.gov/violenceprevention/pdf/cm-factsheet–2013.pdf
Dellaportas, S. (2005). Ethics, Governance & Accountability: A professional perspective. Milton, Qld.: John Wiley & Sons.
Fisse, B., & Braithwaite, J. (1983). Impact of Publicity on Corporate Offenders, The. State University of New York Press.
Huse, M. (2007). Boards, governance and value creation: The human side of corporate governance. Cambridge University Press.
Humphries, J. (2010). Childhood and child labour in the British industrial revolution. Cambridge University Press.
Llopis, J., M, R. G., & Gasco, J. L. (2007). Corporate governance and organisational culture: The role of ethics officers. International Journal of Disclosure and Governance, 4(2), 96-105. Retrieved from: http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?direct=true&db=bsu&AN=25066336&site=ehost-live
O’Neill, O. (1988). Children’s Rights and Children’s Lives. Ethics, 98(3), 445–463. https://doi.org/10.1086/292964
Paliwal, M. (2006). Business Ethics. New Delhi, IND: New Age International. (Ch 1). Retrieved from https://lesa.on.worldcat.org/oclc/310732572
Peppoloni, S., & Di Capua, G. (2021). Geoethics as global ethics to face grand challenges for humanity. Geological Society, London, Special Publications, 508(1), 13-29.
Roodt, G., Rieger, H., & Sempane, M. E. (2002). Job satisfaction in relation to organisational culture. SA Journal of industrial Psychology, 28(2), 23-30.
Rowson, R. (2006). Working Ethics: How to Be Fair in a Culturally Complex World, Part 1. London, UK: Jessica Kingsley Publishers.
Schapova, N. (2023, February 22). Fears contaminated water could leak into rivers if Hazelwood mine rehabilitation project is approved. ABC News. Retrieved from: https://www.abc.net.au/news/2023-02-22/hazelwood-mine-rehabilitation-plan-impact-assessment/102006926
Sinclair, A. (1993). Approaches to organisational culture and ethics. Journal of Business Ethics, 12(1), 63-73. Retrieved from http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?direct=true&db=eue&AN=508458200&site=ehost-live
Steven, & Campbell. (2022, July 8). Technical memorandum regarding proposed closure of the Hazelwood mine and power station, including flooding the hazelwood mine void to form a “pit lake”, Morwell, Gippsland, Victoria, Australia. Envirojustice. Retrieved from: https://envirojustice.org.au/wp-content/uploads/2022/09/Flooding-Hazelwood-mine-void-Steven-Campbell.pdf
Scholtens, B. (2008). A note on the interaction between corporate social responsibility and financial performance. Ecological economics, 68(1-2), 46-55. Retrieved from: https://www.sciencedirect.com/science/article/pii/S0921800908000712
Tännsjö, T. (2013). Understanding Ethics. Edinburgh, UK: Edinburgh University Press.(Ch 5, p 78: Moral Rights) Retrieved from http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?direct=true&db=nlebk&AN=603163&site=ehost-live&ebv=EB&ppid=pp_17
Treviño, L. K., & Weaver, G. R. (2003). Managing ethics in business organizations: Social scientific perspectives. Stanford University Press. https://www.google.com.au/books/edition/Managing_Ethics_in_Business_Organization/PvSpRWbRZ1MC?hl=en&gbpv=1&dq=(Trevino+%26+Weaver,+2003)&pg=PR7&printsec=frontcover
Velasquez, M., Andre, C. , Shanks, T. & Meyer, M. (1992). Justice and Fairness. Ethics, 5(1). Retrieved from https://www.scu.edu/ethics/ethics-resources/ethical-decision-making/the-common-good/
Webley, S., & Werner, A. (2008). Corporate codes of ethics: Necessary but not sufficient. Business Ethics: A European Review, 17(4), 405-415.
Yang, M. (2023, February 17). Over 100 children illegally employed by US slaughterhouse cleaning firm. The Guardian. Retrieved from: https://www.theguardian.com/law/2023/feb/17/underage-child-labor-working-slaughterhouse-investigation