PIW_CS3
Using the CSU Online Library, identify an article on an ethical issue in the workplace. This article should include a case study of an ethical incident by an organization.
Create a case study that addresses the following questions:
· What was the ethical situation, and what led to the problem?
· How did the organization respond?
· What were the consequences of these actions?
· What did you learn about professional ethics through this case study?
Your complete case study must be at least two pages in length. Adhere to APA Style when constructing this assignment, including in-text citations and references for all sources that are used.
BUS 2303, Professionalism in the Workplace 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Interpret ethical behavior in the workplace.
3.1 Identify the causes of an ethical workplace issue.
3.2 Explain the consequences of workplace ethical issues.
Course/Unit
Learning Outcomes
Learning Activity
3.1
Unit Lesson
Chapter 5
Chapter 6
Article: “Social Class, Power, and Selfishness: When and Why Upper and
Lower Class Individuals Behave Unethicallyâ€
Unit III Case Study
3.2
Unit Lesson
Chapter 5
Chapter 6
Article: “Social Class, Power, and Selfishness: When and Why Upper and
Lower Class Individuals Behave Unethicallyâ€
Unit III Case Study
Required Unit Resources
Chapter 5: Ethics, Politics, and Diversity
Chapter 6: Accountability and Workplace Relationships
In order to access the following resource, click the link below.
Dubois, D., Rucker, D. D., & Galinsky, A. D. (2015). Social class, power, and selfishness: When and why
upper and lower class individuals behave unethically. Journal of Personality and Social Psychology,
108(3), 436–449. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=pdh&AN=2015-03027-001&site=ehost-live&scope=site
Unit Lesson
Power and Ethics
Have you ever heard someone say, “It’s only business?†That is true to an extent. Businesses operate to
make money, regardless of their categorization. It is important to make a connection between ethics and
power as well as how diversity influences the workplace. Anderson and Bolt (2016) outline seven types of
workplace power: legitimate, coercive, reward, connection, charismatic, information, and expert power. Each
power has advantages and disadvantages. If the powers are abused, an organization is likely to experience
positive or negative effects. Some argue that individual motives behind power can at times be questionable or
political.
For example, supervisors and managers typically have decision-making power. Having such power can
involve a great deal of responsibility, while also be very rewarding. Most employees have some type of power,
UNIT III STUDY GUIDE
Workplace Ethics
BUS 2303, Professionalism in the Workplace 2
UNI
Joumal of Business Ethics (2005) 60: 185-193
DOI 10.1007/sl0551-005-1177-l
© Springer 2005
Managerial and Other White-Collar
Employees’ Perceptions of Ethical
Issues in Their Workplaces
Sally J. Power
Lorman L. Lundsten
ABSTRACT. Understanding what types of issues
working adults perceive as ethical in their workplaces will
allow better teaching of business ethics. This study reports
findings of a thematic analysis of 764 ethical challenges
described by working adults in a part-time MBA program
and combines its findings with the other published studies
on perceptions of ethical issues in the workplace. The
results indicate that most people are assured about what
they describe as ethical transgressions although experts
might disagree. It also highlights certain issues and con-
texts as being more frequently perceived than others.
Ideas for future research in this area are also explored.
KEY WORDS: Ethical decision making, ethical per-
ceptions, moral intensity, part-time MBA students
Much social science research in business ethics has
focused on ethical attitudes. In most of these studies
subjects are asked directly about ethical issues or are
presented with vignettes and asked questions about
them (see Collins, 2000; Ford and Richardson,
1994; Loe et al., 2000 for reviews). In these studies
the ethical issues are specified by experts, not by the
respondents themselves. Relatively few studies have
Salty J. Power is a professor of Management in the College of
Business at the University of St. Thomas. Her research
interests include career development, business ethics, mana-
gerial decision making, and comparing the Myers Briggs Type
Indicator with the Herrmann Brain Dominance Instrument.
Lorman L. Lundsten is chair of the Marketing Department in
the College of Business at the University of St. Thomas. He
is an active survey researcher with a wide range of interests.
He has published research dealing with data analysis, the
current state of retailing, economic development, the Mall of
America, business ethics, and personality measures and their
interaction with business teaching.
focused directly on what ethical issues people actu-
ally perceive in their working lives.
We believe studying what people perceive as
ethical issues in their work warrants attention for
three reasons. First, a better understanding of what
people experience as ethical in the workplace can
better direct our teaching efforts. Adult education
theory has long held that it is important to know and
honor what adults already know about their subject.
In his classic book. The Adult Learner (1973),
Knowles wrote that it is important to respect and use
the experiences of adults because their experiences
are who they are and motivate their more “problem
centered” approach to leaming (pp. 46-48).
A second reason for leaming more about what
kinds of issues peo
