Ethics in Practice: What Are Managers Really Doing? |
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Authors: | Betty Velthouse Yener Kandogan |
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Institution: | (1) School of Management, University of Michigan-Flint, 303 E. Kearsley, Flint, MI, 48502, U.S.A. |
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Abstract: | This study asked managers with different educational backgrounds and experience from a variety of industries of a variety
of sizes representing both genders and various predominant managerial functions at different levels to “describe the skills
they think are necessary to perform their jobs effectively”. In particular, they were asked to rank 178 behavioral skills
presented under 22 different categories that described different aspects of management. Data were then examined first to determine
the importance of ethics or integrity overall in the group of managerial activities and then to explore how specific ethical
activities of managers differ across various managerial and organizational characteristics. Findings indicate that ethics
is still considered one of the least important skills necessary in managers’ daily work. However, once specific ethical activities
are analyzed separately, significant differences are found across characteristics of managers, as well as those of the organizations
at which they work. |
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Keywords: | Ethical categories managers’ perception of ethics ranking of managerial skill sets |
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