Organizational Ethics - Johnson, Craig E

. .

Résumé :
Part One: Practicing Personal Ethics in the Organization
Chapter 1: Ethical Competencies and Perspectives
Developing Ethical Competencies
Defining Organizational Ethics
Ethical Perspectives
Chapter 2: Ethical Decision Making and Action
Ethical Decision Making as Reason AND Intuition
Components of Ethical Behavior
Decision-Making Formats
Chapter 3: Components of Personal Ethical Development
Component 1: Setting a Direction
Component 2: Identifying Personal Values
Component 3: Developing Character
Component 4: Creating a Moral Identify
Component 5: Drawing Upon Spiritual Resources
Part Two: Practicing Interpersonal Ethics in the Organization
Chapter 4: Ethical Interpersonal Communication
Dialogue: An Ethical Framework for Interpersonal Communication
Ethical Communication Competencies: Being Present
Ethical Communication Competencies: Building Bridges
Chapter 5: Exercising Ethical Influence
Questions of Power
Truth as the Moral Standard for Influence
Ethical Issues in Influence: Setting the Stage
Ethical Issues in Influence: Proactive Tactics
Ethical Issues in Influence: Managing Images
Chapter 6: Ethical Conflict Management
Conflict in Organizational Life
Becoming an Ethical Conflict Manager
Constructive Argument: A Key Tool for Productive Conflict
Resolving Conflict Through Ethical Negotiation
Combating Aggression
Preventing Sexual Harassment
Part Three: Practicing Leadership, Followership, and Group Ethics
Chapter 7: Leadership and Followership Ethics
The Ethical Challenges of Leadership
The Shadow Side of Leadership
Stepping Out of the Shadows: Normative Leadership Approaches
The Ethical Challenges of Followership
Meeting the Moral Demands of Followership: Principles and Strategies
Chapter 8: Improving Group Ethical Performance
Acting as a Morally Responsible Team Member
Taking On Shared Ethical Duties
Responding to Ethical Danger Signs
Part Four: Practicing Ethics in Organizational Systems
Chapter 9: Building an Ethical Organization
Making Ethics Matter
Formal Components of Ethical Culture
Informal Components of Ethical Culture
Improving Ethical Culture
Chapter 10: Managing Ethical Hot Spots in the Organization
Ethical Marketing
Ethical Finance and Accounting
Ethical Human Resource Managment
Chapter 11: Promoting Inclusive, Sustainable Organizational Citizenship
The Organization as Citizen
Components of Organizational Citizenship
Promoting Organizational Citizenship
Chapter 12: Organizational Ethics in a Global Society
The Dangers of Globalization and the Challenges of Ethical Diversity
Coming to Grips With Perceptual Biases
Understanding Ethical Diversity
Finding Moral Common Ground
Resolving Cross-Cultural Ethical Conflicts
...

Biographie:

Craig E. Johnson (PhD, University of Denver) is professor emeritus of leadership studies at George Fox University in Newberg, Oregon, where he taught undergraduate and graduate courses in leadership, ethics, and management. During his time at the university, he served as founding director of the George Fox Doctor of Business Administration program and chair of the Department of Communication Arts. He is the author of Meeting the Ethical Challenges of Leadership (also published by SAGE) and coauthor, with Michael Z. Hackman, of Leadership: A Communication Perspective. He has published research findings, instructional ideas, and book reviews in the Journal of Leadership Studies, the Journal of Leadership and Organizational Studies, the Journal of Leadership Education, Academy of Management Learning and Education, the International Leadership Journal, Communication Quarterly, Communication Reports, and other journals. When not teaching or writing, he enjoys working out, reading, fly-fishing, volunteering, watching sports, and spending time with his spouse.