Presents the results of a study on how young managers to identify ethical issues, to think about these problems and solve them. Several patterns emerge from this study. First, in many cases, young managers received clear instructions from its average manager bosses or felt strong organizational pressure to do what they believed were sleazy, unethical, and sometimes illegal. Second, the corporate ethics program - codes of conduct, policy statements, hot lines, and so on - has been of little help to these young managers. Third, many of them believe that the leaders of their companies were out of touch on ethical issues, or because they were too busy, or because they were trying to avoid responsibility. Fourth, young managers decided dilemmas they face mainly based on personal reflection and individual values, not by relying on corporate credit, loyalty to the company, the exhortations and examples of senior executives, or philosophical principles or religious thought. Ironically, however, while respondents generally described their experiences as difficult or even traumatic, many felt that they have learned about themselves and their work. "Hide
by Joseph L. Badaracco Jr., Allen Webb Source: California Management Review 22 pages. Publication Date: January 1, 1995. Prod. #: CMR050-PDF-ENG
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