Managing Ethics Upwards

Do not reproduce the article Managing Ethics Upwards or cite it publicly without the permission of Michael G. Daigneault, Esq. 

Leonard Bucklin has received Daigneault's permission to have this document available for you to read through this site --- but you should know that you cannot reproduce this article except by reading it for your own individual study, on your own computer, and not on a network.

By Michael G. Daigneault, Esq., ERC; Frank J. Navran, ERC; and Jerry Guthrie, BellSouth

In the early 1990’s, a position known as the ethics officer emerged in corporate America. The position was created to insure personnel compliance with company standards and procedures as specified in the U.S. Federal Sentencing Guidelines. Under these guidelines, the ethics officer is recognized to be a high-level administrator responsible for briefing senior leadership and monitoring the behavior of company employees.

In the decade that has passed since its inception, the job responsibilities of the ethics office continues to be modified Questions have emerged such as: Where should the ethics officer be placed in the organizational chart? What type of relationship should the ethics officer have with senior leadership? What strategies can the ethics officer use to best shape the ethical climate of the organization?

In Managing Ethics Upwards, the Ethics Resource Center Fellows look to these questions and others to identify the trends that have characterized the role of the ethics officer, the leadership styles of executives, and their relationship with each other in the realization of an ethical workplace. In addition, the shifting role of upper-management is explored within the context of a global economy and overall “global integrity”.

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Do not reproduce the article Managing Ethics Upwards or cite it publicly without the permission of Michael G. Daigneault, Esq. 

Leonard Bucklin has received Daigneault's permission to have this document available for you to read through this site --- but you should know that you cannot reproduce this article except by reading it for your own individual study, on your own computer, and not on a network.

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