Without realizing it, managers delegate unethical behavior in their organization on a regular basis. This happens every time someone says his staff to do whatever it takes "to achieve production or sales goals, leaving open the possibility of aggressive or even unethical tactics, it happens when companies outsource production to offshore subcontractors that are cheap, because they are less expensive limited labor and environmental standards, and it happens when the partners at accounting firms remind younger audience about the importance of keeping a customer who has incorrect accounting practices. In these and many other situations, people are motivated to overlook the ethical problem consequences of the behavior of others. As a result of the scandals that could cost trillions of dollars. good news, say the authors, is that the evidence strongly supports the view that most people appreciate the ethical decisions and behavior and seek to develop the habit of ethics. Yet people still find themselves involved in unethical behavior because of biases that influence their decisions, biases that they may not be fully aware. Fighting human nature is no easy task, but the authors explain that leaders can and must make structural changes necessary to reduce the harmful effects of our psychological and ethical constraints.
This article Rotman Magazine. «Hide
by Francesca Gino, Don A. Moore, Max H. Bazerman Source: Rotman School of Management, 4 pages. Date Published: September 1, 2009. Prod. #: ROT090-PDF-ENG
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