Half day open training event held in Toronto, Canada.

1. Ethics and morals in the work
environment
by Toronto Training and HR
November 2013

2. CONTENTS
5-6
7-8
9-10
11-12
13-14
15-16
17-18
19-20
21-23
24-26
27-28
29-31
32-33
34-35
36-37
38-40
41-43
44-46
47-48
49-50
Definitions
Characteristics of behaviour at work
Decision making
Orderly and disorderly organizations
Counterproductivity
Criminal behaviour
Behavioural integrity
Risk factors
Putting others before oneself
Giving and taking
Want and should
Facts about ethics
An ethical culture
Cost of ethical misconduct
Ethical leadership models
The causes of unethical leadership behaviour
Preventing unethical leadership behaviour
Morals
A moral work climate
Conclusion and questions
Page 2

3. Introduction
Page 3

4. Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers
Page 4

5. Definitions
Page 5

6. Definitions
• Ethics
• Ethical culture
• Morals
Page 6

7. Characteristics of
behaviour at work
Page 7

8. Characteristics of behaviour at
work
•
•
•
•
•
•
Page 8
General responsibility
Job accountability
Leadership style
Sales aptitude
Stress response
Stress tolerance

9. Decision making
Page 9

10. Decision making
Ethics, can
it be
justified?
Law, is it
legal?
Economy, is
it in
accordance
with our
objectives?
Identity, is it
in
accordance
with our
values?
Reputation,
does it
affect our
goodwill?
Morality, is
it right?
Page 10

11. Orderly and disorderly
organizations
Page 11

12. Orderly and disorderly
organizations
• Recruitment and hiring practices
• Supervisory and management
practices
• Corporate ethics and satisfaction
programs
• Risk management programs-loss
control, security and safety
• Facility appearance and
organization
Page 12

13. Counterproductivity
Page 13

14. Counterproductivity
• Employees
• Executives
Page 14

15. Criminal behaviour
Page 15

16. Criminal behaviour
• Employees
• Executives
Page 16

17. Behavioural integrity
Page 17

18. Behavioural integrity
• What you say
• What you do
• Who you are
Page 18

19. Risk factors
Page 19

20. Risk factors
• Need
• Opportunity
• Attitude
Page 20

21. Putting others before
oneself
Page 21

22. Putting others before oneself 1 of 2
TYPICAL APPROACHES
• Repeatedly revive the team's
purpose and mission
• Avoid taking personal credit for the
team’s success
• Encourage team spirit and cooperation
• Remind the team members how
their personal interests will be
fulfilled only by the success of the
team's mission
Page 22

23. Putting others before oneself 2 of 2
TYPICAL APPROACHES (CONTINUED)
• Treat all team members
objectively, equally and fairly don't
use or abuse the authority you
have over the team members to
your own personal advantage
• Remember that people perform
best when they can satisfy their
deep life aspirations and priorities
Page 23

24. Giving and taking
Page 24

25. Giving and taking 1 of 2
QUESTIONS TO ASK
• What, if anything, does the giver
hope to get in return from the
receiver?
• More generally, what is the giver’s
motivation or intention?
• To what extent does the giver want
to gain an improper advantage?
• What is the professional
relationship between the two?
Page 25

26. Giving and taking 2 of 2
QUESTIONS TO ASK (CONTINUED)
• What is the exact value of the
object changing hands?
• At what stage in the professional
relationship are they?
• Does the action take place before
the receiver is to make a decision
involving the giver or in the
aftermath of such an event?
• To what extent does the local
culture accept gifts between
business relations?
Page 26

27. Want and should
Page 27

28. Want and should
• WANT-what we desire to do
• SHOULD-thoughts about how we
should behave
• Want choices
• Should choices
Page 28

29. Facts about ethics
Page 29

30. Facts about ethics 1 of 2
• Insiders seem unconcerned about
ethical lapses (most CEOs are silent
about their colleagues’ misconduct)
• When ranking dimensions of
executive conduct, managers and
executives give the highest scores
to honesty and integrity
• When subordinates, peers and
bosses rank how managers behave
on several dimensions, they give
the highest scores for ethical and
honest behaviour
Page 30

31. Facts about ethics 2 of 2
• Even companies under
investigation for ethical violations
rank honesty and integrity as key
attributes for leaders
• Lack of integrity and honesty is
rarely mentioned in feedback to
leaders, even when the ratings
show low scores in the dimension
Page 31

32. An ethical culture
Page 32

33. An ethical culture
• Formal systems
• Informal systems
Page 33

34. Cost of ethical misconduct
Page 34

35. Cost of ethical misconduct
• Endangers an organization’s
employer brand or perception
as an employer of choice
• Endangers an organization’s
financial status
• Endangers an organization’s
security
Page 35

36. Ethical leadership models
Page 36

37. Ethical leadership models
• Servant leadership
• Transformational leadership
Page 37

38. The causes of unethical
leadership behaviour
Page 38

39. The causes of unethical leadership
behaviour 1 of 2
• Enormous power
• Access to money with low visibility
• Control over perks that can be used
for personal benefit
• Few, if any, operational checks and
balances
• Minimal oversight from the VPs
• Huge incentives to reach certain
milestones
Page 39

40. The causes of unethical leadership
behaviour 2 of 2
• Relentless pressure to achieve
continuous improvement in
quarter-to-quarter results
• Belief that they are responsible for
the financial success of the
organization and deserving of huge
financial rewards
• The grey nature of many issues
with which leaders grapple
• The slippery slope phenomenon
Page 40

41. Preventing unethical
leadership behaviour
Page 41

42. Preventing unethical leadership
behaviour 1 of 2
• Put safeguards in place to prevent
misdeeds and warn new executives
of the dangers
• Instill a balanced message
regarding results and methods for
attaining results
Page 42

43. Preventing unethical leadership
behaviour 2 of 2
HIGH INTEGRITY LEADERS
TYPICALLY:
• Seem approachable
• Act with humility
• Listen with intensity
• Make decisions carefully
• Act assertively and courageously by
speaking up and reporting any
wrong-doing
Page 43

44. Morals
Page 44

45. Morals 1 of 2
• A moral person
• A moral manager
Page 45

46. Morals 2 of 2
Weak
Strong
• A moral person
moral
moral
• A moral manager
person
Strong
moral
manager
Weak
moral
manager
person
Ethical
Hypocritical leader
leader
Unethical
?
leader
Page 46

47. A moral work climate
Page 47

48. A moral work climate
• Work climate according to the
facilities
• Protecting work climate
• Independence work climate
• Work climate according to
regulations
• Work climate by rules
Page 48

49. Conclusion and questions
Page 49

50. Conclusion and questions
Summary
Videos
Questions
Page 50