SMART Majority

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Business Ethics for the Office

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Course Overview

What exactly makes a decision ethical? The problem with ethics is that what may seem morally right (or ethical) to one person may seem appalling to another.

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Knowledge Checks

Digital Workbook

Certificate

Tutor Support

Course Value $350

Course Description

This course will not provide you with an easy way to solve every ethical decision you will ever have to make. It will, however, help you define your ethical framework to make solving those ethical dilemmas easier. We’ll also look at some tools that you can use when you’re faced with an ethical decision. And, we’ll look at some techniques you can use so you don’t get stuck in an ethical quandary. Best of all, we’ll look at a lot of case studies so that you can practice making decisions in a safe environment.

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MODULE 1 • 3 LESSONS

COURSE OVERVIEW

• Learning Objectives +Exercise 1
• Pre-Assignment
• Pre-Course Assessment

MODULE 2 • 6 LESSONS

WHAT ARE ETHICS?

• What are Ethics?
• Defining Ethics and Morals + Exercise 2
• The Grey Area
• Values Identification Step One: Identifying Your Values + Exercise 3
• Values Identification Step Two: Defining Your Values + Exercise 4
• Values Identification Step Three: Put It All Together + Exercise 5

MODULE 3 • 3 LESSONS

TAKING YOUR MORAL TEMPERATURE, PART ONE

• Taking Your Moral Temperature, Part One
• Case Studies + Exercise 6a
• Case Studies + Exercise 6b

MODULE 4 • 2 LESSONS

WHY BOTHER WITH ETHICS

• Why Bother with Ethics
• Ethical Behaviour

MODULE 5 • 7 LESSONS

KOHLBERG’S SIX STAGES

• Kohlberg’s Six Stages
• The Six Stages and Three Levels, Part One
• The Six Stages and Three Levels, Part Two
• Different Levels for Different Situations
• Identifying Stages: Scenario One + Exercise 7a
• Identifying Stages: Scenario Two + Exercise 7b
• Identifying Stages: Scenario Three + Exercise 7c

MODULE 6 • 6 LESSONS

SOME OBJECTIVE WAYS OF LOOKING AT THE WORLD

• Some Objective Ways of Looking at the World
• An Introduction to Philosophy
• Applying Philosophical Approaches: Scenario One + Exercise 8a
• Applying Philosophical Approaches: Scenario Two + Exercise 8b
• Applying Philosophical Approaches: Scenario Three + Exercise 8c
• Applying Philosophical Approaches: Scenario Five + Exercise 8e

MODULE 7 • 8 LESSONS

WHAT DOES ETHICAL MEAN

• What Does Ethical Mean
• Merck Pharmaceuticals, Part One
• Merck Pharmaceuticals, Part Two
• Decision Analysis +Exercise 9a
• Decision Analysis: Perspective One + Exercise 9b
• Decision Analysis: Perspective Two + Exercise 9c
• Decision Analysis: Perspective Three + Exercise 9d
• Decision Analysis: Perspective Four + Exercise 9e

MODULE 8 • 5 LESSONS

AVOIDING ETHICAL DILEMMAS

• Avoiding Ethical Dilemmas
• Some Easy Strategies
• Case Studies: Scenario One + Exercise 10a
• Case Studies: Scenario Two + Exercise 10b
• Case Studies: Scenario Three + Exercise 10c

MODULE 9 • 2 LESSONS

PITFALLS AND EXCUSES

• Pitfalls and Excuses
• Common Pitfalls

MODULE 10 • 5 LESSONS

DEVELOPING AN OFFICE CODE OF ETHICS

• Developing an Office Code of Ethics
• Are You Ready
• Sample Codes of Ethics
• Making Connections + Exercise 11
• Your Code of Ethics + Exercise 12

MODULE 11 • 4 LESSONS

ETHICAL ISSUES FOR BUSINESS

• Ethical Issues for Business
• Fundamental Ethical Issues for Business
• 22 Keys
• Pre-Assignment Review + Exercise 13

MODULE 12 • 9 LESSONS

BASIC DECISION-MAKING TOOLS

• Basic Decision-Making Tools
• The Three-Phase Model
• The Problem-Solving Model
• Another Perspective
• Phase One
• Phase Two
• Phase Three
• Solution Planning Worksheet
• The Problem-Solving Toolkit

MODULE 13 • 6 LESSONS

ETHICAL DECISION-MAKING TOOLS

• Ethical Decision-Making Tools
• Three Types of Tools
• Advanced Processes
• The Potter Box
• The Kidder Process
• Case Study + Exercise 14

MODULE 14 • 3 LESSONS

DILEMMAS WITH COMPANY POLICY

• Dilemmas with Company Policy
• Common Dilemmas
• The Third Option

MODULE 15 • 6 LESSONS

DILEMMAS WITH CO-WORKERS

• Dilemmas with Co-Workers
• Potential Dilemmas
• Case Studies: Scenario One + Exercise 15a
• Case Studies: Scenario Two + Exercise 15b
• Case Studies: Scenario Three +Exercise 15c
• Case Studies: Scenario Four + Exercise 15d

MODULE 16 • 4 LESSONS

DILEMMAS WITH CLIENTS

• Dilemmas with Clients
• Potential Dilemmas
• Making Connections + Exercise 16
• Making Connections + Exercise 17

MODULE 17 • 7 LESSONS

DILEMMAS AND SUPERVISORS

• Dilemmas and Supervisors
• Dilemmas with Your Supervisor
• Dilemmas with Your Supervisor: Plan A
• Dilemmas with Your Supervisor: Plan B, Part One
• Dilemmas with Your Supervisor: Plan B, Part Two
• Dilemmas with Your Supervisor: Plan C
• Dilemmas as a Supervisor + Exercise 18

MODULE 18 • 2 LESSONS

WHAT TO DO WHEN YOU MAKE A MISTAKE

• What to Do When You Make a Mistake
• Six-Step Plan

MODULE 19 • 4 LESSONS

TAKING YOUR MORAL TEMPERATURE, PART TWO

• Taking Your Moral Temperature, Part Two
• Case Studies Revisited + Exercise 19a
• Case Studies Revisited + Exercise 19b
• A Look Back + Exercise 20

MODULE 20 • 5 LESSONS

PERSONAL ACTION PLAN

• Personal Action Plan
• Starting Point + Exercise 21a
• Where I Want to Go + Exercise 21b
• How I Will Get There + Exercise 21c
• Course Summary

MODULE 21 • 3

WRAPPING IT UP

• Recommended Reading List
• Post-Course Assessment
• Digital Workbook Submission

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