Abusive or intimidating behavior toward employees

One example of misusing time in the workplace is by engaging in activities that are not necessary for the job.It is believed that the average employee steals 4.5 hours a week with late arrivals, leaving early, long lunch breaks, inappropriate sick days.We define social responsibility as a business’s obligation to maximize its positive impact and minimize its negative impact on society.Business ethics relates to an individual’s or a work group’s decisions that society evaluates as right or wrong, whereas social responsibility is a broader concept that concerns the impact of the entire business’s activities on society.One of the principal causes of unethical behavior in organizations is overly aggressive financial or business objectives.Many of these issues relate to decisions and concerns that managers have to deal with daily.A person often needs several years of experience in business to understand what is acceptable or ethical.

Many consumers and social advocates believe that businesses should not only make a profit but also consider the social implications of their activities.Recognizing Ethical Issues in Business Recognizing ethical issues is the most important step in understanding business ethics.An ethical issue is an identifiable problem, situation, or opportunity that requires a person to chose prom among several actions that may be evaluated as right or wrong, ethical or unethical.As a result, they don’t consider how their actions will affect others, aren’t able to fathom the possibility that they can be wrong and don’t accept responsibility for their own actions. Intelligent, well-spoken, charming and charismatic, sociopaths are the most destructive bullies of all.In addition, because these bullies feel as though they’re “above it all,” they don’t always feel compelled to follow the same rules as everybody else. Reason: They have absolutely no empathy for others, yet they are experts at manipulating the emotions of others in order to get what they want.

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