ETHICS AND THE ROLE OF ACCOUNTANTS According to (Finn, 1994) ethical behaviour is a base which is required in the accounting profession to provide a proper and professional service to a client who just relies on the information provided by the accountant. This helps to build a reputation and in as well in the eyes of the client that the accountant is reliable and adds to their degree of trustworthiness for the client. The reason it has become so important to monitor the ethical behaviour of accountants
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ETHICAL BEHAVIOR CONSTRUCT: MEASUREMENT AND PRACTICAL IMPLICATIONS Branko BUČAR, Faculty of Economics, University of Ljubljana Mateja DRNOVŠEK, Faculty of Economics, University of Ljubljana Address all correspondence to: Branko Bučar University of Ljubljana, Faculty of Economics Kardeljeva ploščad 17, 1000 Ljubljana, Slovenia Email: branko.bucar@uni-lj.si ABSTRACT The primary concern of the article is to validate the scale of ethical behavior construct developed in previous
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The American Red Cross (ARC) Coby Turner Dr. Matthew D. Gonzalez HRM 522 October 23, 2011 1. Determine the impact of this event on ARC’s “benefits of business ethics” (employee commitment, investor loyalty, customer satisfaction, and bottom line). There was a huge impact on The American Red Cross’s benefits of business ethics concluding all the events that took place in New York, September 11, 2001 and the 2005 Hurricane Katrina that devastated New Orleans. Not only did ARC fail to perform
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strongly influenced by top management or ethical leadership perceived as the statutory role models of an organizations set culture. They are also responsible in enforcing what is considered acceptable behavior and contrary to what is not through their ethical leadership and the organization’s code of conduct. As much as this might set the tone for ethical behavior, it is not guaranteed. Mayer et al (2010) and Stouten et al.(2010) research has established ethical leadership to be effective in reducing
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conduct for businesses. In this paper, three different ethics studies, from the Business Journal of Ethics, are examined. They are “Boardroom Diversity and its Effect on Social Performance: Conceptualization and Empirical Evidence,” “The Corporate Ethical Virtues Scale: Factorial Invariance Across Organizational Samples,” and “When Organizations Don’t Walk Their Talk: A Cross-Level Examination of How Decoupling Formal Ethics Programs Affects Organizational Members.” Boardroom Diversity and its
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executives tend to have significantly more positive perceptions of ethics in the organization than do lower-level employees. I have witnessed everyday ethical lapses such as fudging a report, personal use of company equipment, stealing company funds or property, bullying, and lying about being sick. I believe that Servant leadership plays a significant role in changing organizational culture. Servant-leadership focuses on increased service to others rather than to oneself. Because the focus of servant-leadership
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conflict of interests, fraud, corruption, product quality, profits, sexual harassment and competitions (Kaptein, 2011). Business codes ethic (BCE) are the fundamentals for corporate social responsibility (CSR) which are used to appraise companies for ethical performances and citizenship. Organizations with excellent CSR are rewarded with fame and reputations (Patick M., 2011), thus leading to better sales and company’s stock price (Ron Robins, 2011). However, business code and CSR appraisal can only prevent
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The Role of Leadership in Shaping Organizational Culture Laurita M Jones, MBA, MSA Walden University The Role of Leadership in Shaping Organizational Culture Leaders have a profound impact on their organization and how well their teams perform. Thus, organizational leadership plays an influential role in shaping culture and culture in return forms administration. As a leadership perception, corporate culture has been acknowledged as one of the various elements that leaders can utilize to
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study was to examine leadership behaviours especially Ethical Leadership as it impacts the third sector organizations’ performance. This chapter is comprised of reviewed literature regarding leadership, ethical leadership and the third sector organisations. Specifically, this chapter will be broken down into (a) Leadership (b) leadership behaviours (c) ethical leadership in the Third Sector (d) Organisation Performance (e) the impact of ethical Leadership in the third sector’s performance. 2.1
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In their every day operations, managers are faced with many ethical and moral issues. Management job is all about making decisions meant to move the organization forward. This means that in making important decisions for the organizations, managers are likely to be faced by many challenges. From the individual perspective, there is no absolute objectivity. This means that it is quite hard for managers to make decisions that are 100% correct. Due to human relations managers will always result to
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