Blending theory and practice, this innovative, interdisciplinary text equips students to act as ethical change agents who improve the moral performance of their work organizations. Written in a reader-friendly style, the book is structured around levels of organizational behavior. Author Craig E. Johnson examines ethics in not just corporations but all types of workplace organizations, including nonprofit, government, military, and educational entities. Key Features: Presents an interdisciplinary focus: The text draws extensively from ethical research in the social sciences, including business ethics, management, moral psychology, communication, organizational behavior, social psychology, and international relations Provides contemporary case studies: Most cases are based on recent events, and all of them foster discussion and critical analysis Offers self-assessment and application exercises: These exercises are designed to prompt feedback on personal and organizational ethical performance and encourage further reflection and knowledge transfer Includes instructor's resources: This helpful CD includes a test bank with essay, true/false, matching, and multiple choice questions.Intended Audience:This is an ideal core textbook for advanced undergraduate and graduate courses in Business Ethics and for related courses, such as Management Ethics, Workplace Ethics, Organizational Ethics, Ethics in Public Administration, and Communication Ethics.

Table of Contents

Acknowledgments Introduction Making the Case for Transformation Box 0.1 Characteristics of Ethically Decoupled and Ethically Transformed Organizations Box 0.2 From Cowgirl to Supreme Court Justice Defining Ethics in the Workplace Box 0.3 Case Study: Blurring the Line Between Profits and Nonprofits Looking Ahead Endnotes Part I. Laying an Ethical Foundation 1. Ethical Perspectives Chapter Preview Utilitarianism: Do the Greatest Good for the Greatest Number Box 1.1 Case Study: Bigger, Stronger, Faster: Sacrificing the Future for High Performance Kant?s Categorical Imperative: Do What?s Right No Matter What the Consequences Are Rawls? Justice as Fairness: Balancing Freedom and Equality Communitarianism: Promoting Shared Moral Values Altruism: Concern for Others Box 1.2 The Rabbi Goes to Heaven Box 1.3 Self-Assessment: Organizational Citizenship Behavior Scale Implications Application Projects Chapter End Case: Truro?s DNA Dragnet Endnotes Part II. Transforming Individual Ethics in the Organization 2. Personal Ethical Development Chapter Preview Components of Personal Ethical Development Box 2.1 Holland?s Personality and Career Types Box 2.2 Case Study: Pam?s Choice Box 2.3 Self-Assessment: Schwartz?s Value System Box 2.4 Workplace Spirituality: Definitional Threads Transformation in Action: Advanced Change Theory Implications Application Projects Chapter End Case: Heroism in the Twin Towers Endnotes 3. Ethical Decision Making and Action Chapter Preview Components of Ethical Behavior Box 3.1 Stages of Moral Development Box 3.2 Self-Assessment: Ego-Busting Questions Decision-Making Formats Box 3.3 Case Study: A Violation of Etiquette or Ethics? Implications Application Projects Chapter End Case: Scenarios for Analysis Endnotes Part III. Transforming Interpersonal Ethics in the Organization 4. Ethical Interpersonal Communication Chapter Preview Dialogue: An Ethical Framework for Interpersonal Communication Ethical Communication Competencies Box 4.1 Mindlessness Meets Mindfulness: Napoleon Versus the Russian Bear Box 4.2 Listening Skills Box 4.3 Self-Assessment: Emotional Analysis Questions Box 4.4 Case Study: Taking Credit When Credit?s Not Due Implications Application Projects Chapter End Case: Opening Conversational Doors With a Chair Endnotes 5. Exercising Ethical Influence Chapter Preview Questions of Power Box 5.1 Self-Assessment: Personal Power Profile Ethical Issues in Influence Box 5.2 Impression Management Tactics Box 5.3 Case Study: To Pad or Not to Pad Implications Application Projects Chapter End Case: An Intimidator at the U.N. Endnotes Part IV. Transforming Group and Leadership Ethics 6. Improving Group Ethical Performance Chapter Preview Box 6.1 Case Study: A Miracle of Cooperation Acting as a Morally Responsible Team Member Box 6.2 Self-Assessment: Social Loafing Scale Responding to Ethical Danger Signs Implications Application Projects Chapter End Case: Moral Exclusion at Abu Ghraib Endnotes 7. Leadership and Followership Ethics Chapter Preview The Ethical Challenges of Leadership and Followership Box 7.1 Case Study: Clueless in the Boardroom Meeting the Moral Demands of Leadership: Normative Leadership Theories Meeting the Moral Demands of Followership: Principles and Strategies Box 7.2 Self-Assessment: Followership Styles Box 7.3 The Whistle-Blower Checklist Implications Application Projects Chapter End Case: Courage Under Fire: Hugh Thompson at My Lai Endnotes Part V. Transforming the Ethics of Organizational Systems 8. Combating Destructive Behavior Chapter Preview Confronting Problematic Behaviors Box 8.1 Case Study: This Train Isn?t Leaving the Station Reducing Antisocial Behavior Box 8.2 Self-Assessment: Workplace Incivility Scale Box 8.3 Forms of Aggressive Behavior Implications Application Projects Chapter End Case: Antisocial Behavior Scenarios Endnotes 9. Building an Ethical Workplace Chapter Preview Components of Ethical Culture Box 9.1 Sample Mission Statements Box 9.2 Case Study: Sending Mixed Signals at Boeing Cultural Change Efforts Box 9.3 Self-Assessment: Ethics Audit Questions Implications Application Projects Chapter End Case: Cleaning Up the Mess at Waste Management Endnotes 10. Promoting Organizational Citizenship in a Global Society Chapter Preview The Organization as Citizen Box 10.1 Organizational Stakeholders Box 10.2 The Four Stages of Issue Maturity Box 10.3 Case Study: Social Responsibility at Starbucks Box 10.4 Self-Assessment: Sustainability Portfolio Ethical Global Citizenship Box 10.5 United Nations Secretary General: The Global Compact Implications Application Projects Chapter End Case: Nike Becomes a Global Citizen Endnotes References Index About the Author

Author Biography

Craig E. Johnson (PhD University of Denver) is Professor of Leadership Studies and director of the Doctor of Business Administration program at George Fox University, Newberg, Oregon. He teaches undergraduate and undergraduate courses in leadership, ethics and management. Previously he served as chair of the university's Department of Communication Arts. Johnson is the author of Ethics in the Workplace: Tools and Tactics for Organizational Transformation (also published by Sage) and co-author, 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. Johnson has led and participated in service and educational trips to Kenya, Rwanda, New Zeland, China, Brazil, and Honduras, and has held volunteer leadership posiitons in a variety of religious and nonprofit organizations.