{"product_id":"the-business-ethics-twintrack-9781118785379","title":"The Business Ethics TwinTrack","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eInstitute a proactive reputational management framework that matches individual behaviour to organizational values    The Business Ethics Twin-Track is a practical guide to reputational risk management.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eAcknowledgements xv\u003c\/p\u003e \u003cp\u003ePrologue xvii\u003c\/p\u003e \u003cp\u003eOpening xvii\u003c\/p\u003e \u003cp\u003eCorporate values: an old story xvii\u003c\/p\u003e \u003cp\u003eThe ‘say-do’ gap xviii\u003c\/p\u003e \u003cp\u003eAbout The Book xviii\u003c\/p\u003e \u003cp\u003eOriginal idea xviii\u003c\/p\u003e \u003cp\u003e2012 effect xix\u003c\/p\u003e \u003cp\u003eStructure and methodology xx\u003c\/p\u003e \u003cp\u003eMy Experience xxii\u003c\/p\u003e \u003cp\u003eAudit, risk and forensics xxii\u003c\/p\u003e \u003cp\u003eGovernance xxii\u003c\/p\u003e \u003cp\u003eBusiness ethics xxiii\u003c\/p\u003e \u003cp\u003eSpeaking and writing xxiii\u003c\/p\u003e \u003cp\u003eThe Book: Key Messages xxiv\u003c\/p\u003e \u003cp\u003eOverarching principles xxiv\u003c\/p\u003e \u003cp\u003eTwin-track approach xxiv\u003c\/p\u003e \u003cp\u003eRole of compliance xxv\u003c\/p\u003e \u003cp\u003eReference points xxvi\u003c\/p\u003e \u003cp\u003eSummary xxvii\u003c\/p\u003e \u003cp\u003ePersonal perspectives xxvii\u003c\/p\u003e \u003cp\u003eRoad test xxviii\u003c\/p\u003e \u003cp\u003e‘Simply the way we do things here’ xxx\u003c\/p\u003e \u003cp\u003eClosing xxx\u003c\/p\u003e \u003cp\u003eValue statements: a modern story xxx\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: The ethics project\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Opportunity 1\u003c\/p\u003e \u003cp\u003eInitial contact 1\u003c\/p\u003e \u003cp\u003eCoaching session 2\u003c\/p\u003e \u003cp\u003eAn unexpected request 3\u003c\/p\u003e \u003cp\u003eHot talk, cold chicken 4\u003c\/p\u003e \u003cp\u003eThe Stronach Group Plc 6\u003c\/p\u003e \u003cp\u003eBackground research 6\u003c\/p\u003e \u003cp\u003eCorruption allegations 8\u003c\/p\u003e \u003cp\u003eRecent trading difficulties 9\u003c\/p\u003e \u003cp\u003eThe board of directors 10\u003c\/p\u003e \u003cp\u003eAn Offer From The Chairman 12\u003c\/p\u003e \u003cp\u003eThe meeting 12\u003c\/p\u003e \u003cp\u003eStrategic review 13\u003c\/p\u003e \u003cp\u003eThe ethics project 16\u003c\/p\u003e \u003cp\u003eKey takeaways 17\u003c\/p\u003e \u003cp\u003eDisclaimer 18\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: The business ethics framework\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Ethics Project: First Workshop 19\u003c\/p\u003e \u003cp\u003eOpening 19\u003c\/p\u003e \u003cp\u003eThe ground rules 20\u003c\/p\u003e \u003cp\u003ePersonal approach to business ethics 20\u003c\/p\u003e \u003cp\u003eAgenda 22\u003c\/p\u003e \u003cp\u003eKey questions 22\u003c\/p\u003e \u003cp\u003eThe Business Ethics Framework 23\u003c\/p\u003e \u003cp\u003eOverview 23\u003c\/p\u003e \u003cp\u003ePurpose 24\u003c\/p\u003e \u003cp\u003eMission statements and value statements 26\u003c\/p\u003e \u003cp\u003eResponsibilities of directors 27\u003c\/p\u003e \u003cp\u003ePragmatic approach 29\u003c\/p\u003e \u003cp\u003eKey Terms 32\u003c\/p\u003e \u003cp\u003eEthics 32\u003c\/p\u003e \u003cp\u003eBusiness ethics 33\u003c\/p\u003e \u003cp\u003eThe golden rule 35\u003c\/p\u003e \u003cp\u003eIntegrity 37\u003c\/p\u003e \u003cp\u003eTrust 40\u003c\/p\u003e \u003cp\u003eThe law 43\u003c\/p\u003e \u003cp\u003eCompliance 46\u003c\/p\u003e \u003cp\u003eCorporate culture 48\u003c\/p\u003e \u003cp\u003eBusiness Dilemmas 49\u003c\/p\u003e \u003cp\u003eSetting the scene 49\u003c\/p\u003e \u003cp\u003eEthical dilemmas 50\u003c\/p\u003e \u003cp\u003eBusiness dilemmas 51\u003c\/p\u003e \u003cp\u003eWorkshop Conclusion 53\u003c\/p\u003e \u003cp\u003eClosing 53\u003c\/p\u003e \u003cp\u003eKey takeaways 54\u003c\/p\u003e \u003cp\u003eNext workshop 55\u003c\/p\u003e \u003cp\u003eReflections 55\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Bribery, corruption and adequate procedures\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBusiness Ethics in Action: Second Workshop 57\u003c\/p\u003e \u003cp\u003eOpening 57\u003c\/p\u003e \u003cp\u003eAgenda 58\u003c\/p\u003e \u003cp\u003eA business dilemma 58\u003c\/p\u003e \u003cp\u003eBribery and Corruption 59\u003c\/p\u003e \u003cp\u003eOverview 59\u003c\/p\u003e \u003cp\u003eBribery and corruption in business 62\u003c\/p\u003e \u003cp\u003eExamples of anti-corruption laws and conventions 63\u003c\/p\u003e \u003cp\u003eCase Study 65\u003c\/p\u003e \u003cp\u003eThe Siemens corruption case part 1: scandal and penalties 65\u003c\/p\u003e \u003cp\u003eThe Bribery Act 2010 (UKBA) 70\u003c\/p\u003e \u003cp\u003eBackground 70\u003c\/p\u003e \u003cp\u003eSummary of the UKBA offences 72\u003c\/p\u003e \u003cp\u003eThe other main provisions 73\u003c\/p\u003e \u003cp\u003eAdequate procedures 74\u003c\/p\u003e \u003cp\u003eOfficial guidance on adequate procedures 76\u003c\/p\u003e \u003cp\u003eCaution: beware of paying lip-service 80\u003c\/p\u003e \u003cp\u003ePersonal Experiences 82\u003c\/p\u003e \u003cp\u003eIntroduction 82\u003c\/p\u003e \u003cp\u003eExample 1: UK subsidiary of a global energy group 83\u003c\/p\u003e \u003cp\u003eActions 84\u003c\/p\u003e \u003cp\u003eExample 2: medium-sized UK business in the defence industry 85\u003c\/p\u003e \u003cp\u003eWorkshop Conclusion 87\u003c\/p\u003e \u003cp\u003eClosing: bribery dilemma 87\u003c\/p\u003e \u003cp\u003eKey takeaways 88\u003c\/p\u003e \u003cp\u003eNext workshop 89\u003c\/p\u003e \u003cp\u003eReflections 89\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Reputation, risk and conduct\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eReputational Risk: Third Workshop 91\u003c\/p\u003e \u003cp\u003eOpening 91\u003c\/p\u003e \u003cp\u003eAgenda 91\u003c\/p\u003e \u003cp\u003eRisk 92\u003c\/p\u003e \u003cp\u003eRisk awareness quiz 92\u003c\/p\u003e \u003cp\u003eReputation 96\u003c\/p\u003e \u003cp\u003eReputation and brand 96\u003c\/p\u003e \u003cp\u003eConsequences of damaged reputation 99\u003c\/p\u003e \u003cp\u003eThe Human Factor: People, Behaviour and Conduct Risk 103\u003c\/p\u003e \u003cp\u003eOverview 103\u003c\/p\u003e \u003cp\u003eThe concept of conduct risk 104\u003c\/p\u003e \u003cp\u003ePeople Risk 106\u003c\/p\u003e \u003cp\u003eIntroduction 106\u003c\/p\u003e \u003cp\u003eIncompetence 107\u003c\/p\u003e \u003cp\u003eCriminality and counter-productive workplace behaviours 108\u003c\/p\u003e \u003cp\u003eLack of engagement, complacency and negligence 111\u003c\/p\u003e \u003cp\u003e‘Custom and practice’ 113\u003c\/p\u003e \u003cp\u003eCase Study 115\u003c\/p\u003e \u003cp\u003eThe Siemens corruption case part 2: remedial actions to rebuild trust and reputation 115\u003c\/p\u003e \u003cp\u003eCase study: conclusion 118\u003c\/p\u003e \u003cp\u003eEthical Risk in the Stakeholder Base 119\u003c\/p\u003e \u003cp\u003eOverview 119\u003c\/p\u003e \u003cp\u003eKey stakeholder expectations 119\u003c\/p\u003e \u003cp\u003eImportance of stakeholder experience 123\u003c\/p\u003e \u003cp\u003eWorkshop Conclusion 126\u003c\/p\u003e \u003cp\u003eClosing 126\u003c\/p\u003e \u003cp\u003eKey takeaways 126\u003c\/p\u003e \u003cp\u003eNext workshop 127\u003c\/p\u003e \u003cp\u003eReflections 127\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: The governance dimension\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEffective Governance: Fourth Workshop 129\u003c\/p\u003e \u003cp\u003eOpening 129\u003c\/p\u003e \u003cp\u003eGovernance soundings 130\u003c\/p\u003e \u003cp\u003eAgenda 131\u003c\/p\u003e \u003cp\u003eImportance of corporate governance 132\u003c\/p\u003e \u003cp\u003eWhy Good Governance Matters 132\u003c\/p\u003e \u003cp\u003eOverview 132\u003c\/p\u003e \u003cp\u003eTwo governance examples 133\u003c\/p\u003e \u003cp\u003eGovernance case study one: Manchester United 133\u003c\/p\u003e \u003cp\u003eCorporate Governance Overview 137\u003c\/p\u003e \u003cp\u003eDefinitions 137\u003c\/p\u003e \u003cp\u003eBoard composition, relationships and agency risk 138\u003c\/p\u003e \u003cp\u003eThe Development of Corporate Governance Codes and Legislation 141\u003c\/p\u003e \u003cp\u003eRules-based and principles-based regimes 141\u003c\/p\u003e \u003cp\u003eThe US Position 142\u003c\/p\u003e \u003cp\u003eThe Sarbanes–Oxley Act 2002 142\u003c\/p\u003e \u003cp\u003eThe Fraud Enforcement and Recovery Act 2009 145\u003c\/p\u003e \u003cp\u003eThe Dodd–Frank Wall Street Reform and Consumer Protection Act 2010 146\u003c\/p\u003e \u003cp\u003eConclusion 147\u003c\/p\u003e \u003cp\u003eThe UK Position 147\u003c\/p\u003e \u003cp\u003eThe UK Corporate Governance Code 147\u003c\/p\u003e \u003cp\u003eCreating an Effective and Talented Board 149\u003c\/p\u003e \u003cp\u003eOverview 149\u003c\/p\u003e \u003cp\u003eBoard compliance: the key processes 149\u003c\/p\u003e \u003cp\u003eBoard performance: the key improvement drivers 154\u003c\/p\u003e \u003cp\u003eWorkshop Conclusion 161\u003c\/p\u003e \u003cp\u003eClosing 161\u003c\/p\u003e \u003cp\u003eKey takeaways 161\u003c\/p\u003e \u003cp\u003eNext workshop 162\u003c\/p\u003e \u003cp\u003eReflections 162\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: Aspects of leadership: ethics, tone at the top and handling a crisis\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEthical Leadership: Fifth Workshop 165\u003c\/p\u003e \u003cp\u003eOpening 165\u003c\/p\u003e \u003cp\u003eAgenda 166\u003c\/p\u003e \u003cp\u003eA business dilemma 166\u003c\/p\u003e \u003cp\u003eLeadership 167\u003c\/p\u003e \u003cp\u003eTwo examples: theory 167\u003c\/p\u003e \u003cp\u003eAnother example: practice 168\u003c\/p\u003e \u003cp\u003eSummary 169\u003c\/p\u003e \u003cp\u003eThe Components of Ethical Leadership 169\u003c\/p\u003e \u003cp\u003eOverview 169\u003c\/p\u003e \u003cp\u003eThe ethical person 169\u003c\/p\u003e \u003cp\u003eCase study two: the Co-operative 173\u003c\/p\u003e \u003cp\u003eThe ethical manager 180\u003c\/p\u003e \u003cp\u003eEthical leadership in action: the Westpac banking corporation 181\u003c\/p\u003e \u003cp\u003eHandling a Crisis 190\u003c\/p\u003e \u003cp\u003eBackground 190\u003c\/p\u003e \u003cp\u003eThe impact of digitisation and social media 192\u003c\/p\u003e \u003cp\u003eThe leader’s role in a crisis 195\u003c\/p\u003e \u003cp\u003eWorkshop Conclusion 197\u003c\/p\u003e \u003cp\u003eClosing 197\u003c\/p\u003e \u003cp\u003eKey takeaways 197\u003c\/p\u003e \u003cp\u003eBusiness dilemma 198\u003c\/p\u003e \u003cp\u003eNext workshop 198\u003c\/p\u003e \u003cp\u003eReflections 199\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: Risk, compliance and the controls framework\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Three-Stage Process: Sixth Workshop 201\u003c\/p\u003e \u003cp\u003eOpening 201\u003c\/p\u003e \u003cp\u003eAgenda 202\u003c\/p\u003e \u003cp\u003eRisk Management 202\u003c\/p\u003e \u003cp\u003eBackground 202\u003c\/p\u003e \u003cp\u003eRisk management models 204\u003c\/p\u003e \u003cp\u003eCompliance and Controls 206\u003c\/p\u003e \u003cp\u003eOverview 206\u003c\/p\u003e \u003cp\u003eCompliance 207\u003c\/p\u003e \u003cp\u003eInternal controls 209\u003c\/p\u003e \u003cp\u003eControls in action: anti-fraud measures 212\u003c\/p\u003e \u003cp\u003eInternal Audit 215\u003c\/p\u003e \u003cp\u003eOverview 215\u003c\/p\u003e \u003cp\u003eWorkshop Conclusion 218\u003c\/p\u003e \u003cp\u003eClosing 218\u003c\/p\u003e \u003cp\u003eKey takeaways 218\u003c\/p\u003e \u003cp\u003eNext workshop 219\u003c\/p\u003e \u003cp\u003eReflections 220\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: The business ethics toolbox\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEthical Development: Seventh Workshop 221\u003c\/p\u003e \u003cp\u003eOpening 221\u003c\/p\u003e \u003cp\u003eAgenda 223\u003c\/p\u003e \u003cp\u003eCorporate Social Responsibility (CSR) 223\u003c\/p\u003e \u003cp\u003eBackground 223\u003c\/p\u003e \u003cp\u003eCSR in action 225\u003c\/p\u003e \u003cp\u003ePay, Bonuses and the Balanced Scorecard 227\u003c\/p\u003e \u003cp\u003eObservations 227\u003c\/p\u003e \u003cp\u003eThe balanced scorecard 229\u003c\/p\u003e \u003cp\u003eThe governance dimension 230\u003c\/p\u003e \u003cp\u003eThe Business Ethics Toolbox 231\u003c\/p\u003e \u003cp\u003eOverview 231\u003c\/p\u003e \u003cp\u003eValue statements 231\u003c\/p\u003e \u003cp\u003eCodes of ethics and\/or conduct 235\u003c\/p\u003e \u003cp\u003eConfidential reporting lines 239\u003c\/p\u003e \u003cp\u003eEthical Training and Development Programmes 239\u003c\/p\u003e \u003cp\u003eFramework 239\u003c\/p\u003e \u003cp\u003eThe training market: an overview 241\u003c\/p\u003e \u003cp\u003eTraining and development: general principles and observations 242\u003c\/p\u003e \u003cp\u003eTraining in business ethics 246\u003c\/p\u003e \u003cp\u003eExamples of training exercises 250\u003c\/p\u003e \u003cp\u003eWorkshop Conclusion 254\u003c\/p\u003e \u003cp\u003eClosing 254\u003c\/p\u003e \u003cp\u003eKey takeaways 254\u003c\/p\u003e \u003cp\u003eNext workshop 255\u003c\/p\u003e \u003cp\u003eReflections 255\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Whistle-blowing: encouraging a culture of openness\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCreating an Open Culture: Eighth Workshop 257\u003c\/p\u003e \u003cp\u003eOpening 257\u003c\/p\u003e \u003cp\u003eAgenda 259\u003c\/p\u003e \u003cp\u003eIntroduction and Background to Whistle-Blowing 259\u003c\/p\u003e \u003cp\u003eDefinitions 259\u003c\/p\u003e \u003cp\u003eBackground 261\u003c\/p\u003e \u003cp\u003eIssues and Controversies 262\u003c\/p\u003e \u003cp\u003eExamples of whistle-blowing cases 262\u003c\/p\u003e \u003cp\u003eKey issues arising: why report externally? 264\u003c\/p\u003e \u003cp\u003eWhistle-blowing controversies 265\u003c\/p\u003e \u003cp\u003eScepticism and fear in the workplace 267\u003c\/p\u003e \u003cp\u003eThe Law as it Applies to Whistle-Blowing 268\u003c\/p\u003e \u003cp\u003eOverview 268\u003c\/p\u003e \u003cp\u003eDifferent approaches 269\u003c\/p\u003e \u003cp\u003eThe EU 269\u003c\/p\u003e \u003cp\u003eThe UK: The Public Interest Disclosure Act (PIDA) 270\u003c\/p\u003e \u003cp\u003eThe USA 271\u003c\/p\u003e \u003cp\u003eWhistle-Blowing in Action 272\u003c\/p\u003e \u003cp\u003eIntroduction 272\u003c\/p\u003e \u003cp\u003ePersonal experience 273\u003c\/p\u003e \u003cp\u003eThe ethics officer 275\u003c\/p\u003e \u003cp\u003eThe 10 Steps 277\u003c\/p\u003e \u003cp\u003eHow to implement an effective whistle-blowing process 277\u003c\/p\u003e \u003cp\u003eWorkshop Conclusion 281\u003c\/p\u003e \u003cp\u003eClosing 281\u003c\/p\u003e \u003cp\u003eKey takeaways 282\u003c\/p\u003e \u003cp\u003eNext workshop 282\u003c\/p\u003e \u003cp\u003eReflections 283\u003c\/p\u003e \u003cp\u003eEpilogue 285\u003c\/p\u003e \u003cp\u003eAnother Surprise 285\u003c\/p\u003e \u003cp\u003eNotes 287\u003c\/p\u003e \u003cp\u003eIndex 295\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49406922948951,"sku":"9781118785379","price":38.66,"currency_code":"GBP","in_stock":false}],"url":"https:\/\/bookcurl.com\/products\/the-business-ethics-twintrack-9781118785379","provider":"Book Curl","version":"1.0","type":"link"}