Ethics Essay inline elements cannot be listed directly in a form. (it's invalid html) Content osc-Basic LTI Rendering Hook content starts here. osc-Basic LTI Rendering Hook content ends here. remember whether this list is paged begin edit paging (top) end top paging edit Begin top list action bar /paging area Ethical theories kept simple! 

 Watch Video 

Ethical theories kept simple! 
 User: n/a - Added: 11/09/14 


 Your assessment is about the decision made by an individual. This video should help you to understand more ethical frameworks or theories. It refers to an examination that is not relative to your assessment. However it will help you to know how to apply them.
  
 
 Theories in Academic Writing 


Description: This presentation gives a brief look at the use of theoretical frameworks and models in academic writing. It will be useful for your ethics assignment
Duration: 0:16:20 
 https://www.youtube.com/watch?v=Z7pnuZod8Cg  https://flashstream1.jcu.edu.au/camrelay/Sue_Ciccotosto/Theories_in_Academic_ Writing/Theories_in_Academic_Writing_-_20160304_105146_5.html  https://flashstream1.jcu.edu.au/camrelay/Sue_Ciccotosto/Theories_in_Academic_ Writing/Theories_in_Academic_Writing_-_20160304_105146_10.mp3  https://flashstream1.jcu.edu.au/camrelay/Sue_Ciccotosto/Theories_in_Academic_ Writing/Theories_in_Academic_Writing_-_20160304_105146_11.mp4 Ethics Essay 

Attached Files:  Ethics assignment scenario (18.357 KB) 

Dear Students,
The Ethics essay scenario is attached to this submission site. Please remember to look at the requirements for this assessment piece included in your Subject Outline on page 7. Also note that you will be marked online and using the rubric that you find in your Subject Outline on page 14. Your chosen ethical frame work should support your final decision. Remember that businesses do not make decisions, people do. There is a template of the CODE OF ETHICS AND CONDUCT FOR DIRECTORS The Board has adopted a Code of Conduct for Directors to promote ethical and responsible decision- making by the Directors. The code is based on a code of conduct for Directors prepared by the Australian Institute of Company Directors. The principles of the code are:   A director must act honestly, in good faith and in the best interests of the company as a whole.   A director has a duty to use due care and diligence in fulfilling the functions of office and exercising the powers attached to that office.   A director must use the powers of office for a proper purpose, in the best interests of the company as a whole.   A director must recognise that the primary responsibility is to the Company's shareholders as a whole but should, where appropriate, have regard for the interest of all stakeholders of the company.   A director must not make improper use of information acquired as a director.   A director must not take improper advantage of the position of director.   A director must not allow personal interests, or the interests of any associated person, to conflict with the interests of the company.   A director has an obligation to be independent in judgment and actions and to take all reasonable steps to be satisfied as to the soundness of all decisions taken as a Board.   Confidential information received by a director in the course of the exercise of directorial duties remains the property of the Company and it is improper to disclose it, or allow it to be disclosed, unless that disclosure has been authorised by the Company, or is required by law.   A director should not engage in conduct likely to bring discredit upon the company.   A director has an obligation at all times, to comply with the spirit, as well as the letter of the law and with the principles of the Code. The principles are supported by guidelines as set out by the Australian Institute of Company Directors for their interpretation. Directors are also obliged to comply with the Company's Code of Ethics and Conduct, as outlined below. CODE OF ETHICS AND CONDUCT The Company has implemented a Code of Ethics and Conduct, which provides guidelines aimed at maintaining high ethical standards, corporate behavior and accountability within the Company. All directors are expected to:   respect the law and act in accordance with it;   respect confidentiality and not misuse company information, assets or facilities;   value and maintain professionalism;   avoid real or perceived conflicts of interest   act in the best interests of shareholders;   by their actions contribute to the company's reputation as a good corporate citizen which seeks to respect the community and environment in which it operates;   perform their duties in ways that minimise environmental impacts and maximise workplace safety;   exercise fairness, courtesy, respect, consideration and sensitivity in all dealings within their workplace and with customers, suppliers and the public generally; and   act with honesty, integrity, decency and responsibility at all times. Any Director who breaches the Code of Ethics and Conduct may face disciplinary action. If an employee suspects that a breach of the Code of Ethics and Conduct has occurred or will occur, he or she must report that breach to management. No employee will be disadvantaged or prejudiced if he or she reports in good faith any such suspected breach. All reports will be acted upon and kept confidential. ______________________ Peter Swiridiuk Managing Director 21 September 2007 Reviewed, amended and adopted at Board Meeting held 16.9.09 Reviewed and adopted at Board Meeting held 13.05.10 Reviewed and adopted at Board Meeting held 10.05.11 Reviewed at Board Meeting held 31.08.12 Print http://www.investor.jnj.com/textonly/governance/boardconduct.cfm?s... Responsibilities of Directors and Executive Officers The Board of Directors of Johnson & Johnson has adopted this Code of Business Conduct & Ethics for the members of the Board of Directors and the Executive Officers (as defined under the regulations of the Securities and Exchange Commission) of the Company. Each Director and Executive Officer shall be responsible for complying with this Code. Executive Officers of the Company must comply with the Johnson & Johnson Policy on Business Conduct also. If any Director or Executive Officer believes that a prohibited act under this Code has occurred, then he or she shall promptly report such belief to the Chairman of the Board, the Lead Director and the General Counsel. While this is the preferred reporting procedure, any Director or Executive Officer should feel free to report any such alleged prohibited act hereunder to the Chairman of the Audit Committee or the Chairman of the Nominating & Corporate Governance Committee. The Board (or, at the discretion of the independent members of the Board, the Nominating & Corporate Governance Committee) will review and investigate any such reported prohibited act, without the participation of any Director who may be the subject of such report. If the Board determines that any such act represents a violation under this Code, then appropriate remedial or disciplinary action will be taken. The Company will disclose any such violation and the remedial or disciplinary action taken, to the extent required by the Federal securities or other applicable laws. If the Board determines that any such act represents a violation under this Code, but does not believe that any remedial or disciplinary action is necessary or desirable (or if the Board agrees to waive compliance with a provision of the Code on behalf of any Director or Executive Officer), then the Company shall promptly disclose the violation or waiver and the Board's rationale for its decision. Furthermore, the Company shall also disclose if the Board fails to investigate or take action within a reasonable period of time after learning of any such alleged prohibited act under this Code. All Directors and Executive Officers are expected to provide full assistance and disclosure to the Board, the Company and its internal and external auditors in connection with any review of compliance with this Code. 1. Conflicts of Interest Every Director and Executive Officer has a duty to avoid business, financial or other direct or indirect interests or relationships which conflict with the interests of the Company or which divide his or her loyalty to the Company. A conflict or the appearance of a conflict of interest may arise in many ways. Each Director and Executive Officer must deal at arm's length with the Company and should disclose to the Chairman, Vice Chairman or Lead Director any conflict or any appearance of a conflict of interest on his or her part. Any activity which even appears to present such a conflict must be avoided or terminated unless, after such disclosure to the Board, it is determined that the activity is not harmful to the Company or otherwise improper. The end result of the process of disclosure, discussion and consultation may well be approval of certain relationships or transactions on the ground that, despite appearances, they are not harmful to the Company. But all conflicts and appearances of conflicts of interest are prohibited, even if they do not harm the Company, unless they have gone through this process. 2. Conduct of Business and Fair Dealing No Director or Executive Officer shall: compete with the Company by providing service to a competitor as an employee, officer or director 1 of 3 20/08/2014 11:41 AM Print http://www.investor.jnj.com/textonly/governance/boardconduct.cfm?s... or in a similar capacity; profit, or assist others to profit, from confidential information or business opportunities that are available because of service to the Company; improperly influence or attempt to influence any business transaction between the Company and another entity in which a Director or Executive Officer has a direct or indirect financial interest or acts as an employee, officer or director or in a similar capacity; or take unfair advantage of any customer, supplier, competitor or other person through manipulation, concealment, misrepresentation of material facts or other unfair-dealing practice. 3. Gifts No Director or Executive Officer shall solicit or accept gifts, payments, loans, services or any form of compensation from suppliers, customers, competitors or others seeking to do business with the Company. Social amenities customarily associated with legitimate business relationships are permissible. These include the usual forms of entertainment such as lunches or dinners as well as occasional gifts of modest value. While it is difficult to define "customary," "modest" or "usual" by stating a specific dollar amount, common sense should dictate what would be considered extravagant or excessive. If a disinterested third party would be likely to infer that it affected the judgment of a Director or Executive Officer, then it is too much. All business dealings must be on arm's-length terms and free of any favorable treatment resulting from the personal interest of our Directors and Executive Officers. 4. Compliance with Laws and Regulations Consistent with our Credo and business philosophy, it is the policy of Johnson & Johnson to comply with the laws of each country in which our companies do business. Each Director and Executive Officer shall comply with all applicable laws, rules and regulations, and shall use all reasonable efforts to oversee compliance by employees, other Directors and other Executive Officers with all applicable laws, rules and regulations. 5. Use of Non-Public Information and Disclosure A Director or Executive Officer who knows important information about the Company that has not been disclosed to the public must keep such information confidential. It is a violation of United States law to purchase or sell Johnson & Johnson stock on the basis of such important non-public information. Directors and Executive Officers may not do so and may not provide such information to others for that or any other purpose. Directors and Executive Officers also may not buy or sell securities of any other company using important non-public information obtained in the performance of their duties on behalf of the Company and may not provide any such information so obtained to others. Directors and Executive Officers shall maintain the confidentiality of any non-public information learned in the performance of their duties on behalf of the Company, except when disclosure is authorized or legally mandated. 6. Use of Company Funds, Assets and Information Each Director and Executive Officer shall protect the Company's funds, assets and information and shall not use the Company funds, assets or information to pursue personal opportunities or gain. No Company funds, assets or information shall be used for any unlawful purpose. No undisclosed or unrecorded fund or asset shall be established for any purpose. No false or artificial entries shall be made in the books and records of the Company for any reason, and no Director or Executive Officer shall engage in any arrangement that results in such prohibited act. 2 of 3 20/08/2014 11:41 AM Print http://www.investor.jnj.com/textonly/governance/boardconduct.cfm?s... Certificate of Compliance With the Johnson & Johnson Code of Business Conduct & Ethics For Members of the Board of Directors And Executive Officers Each year each Executive Officer and Director must sign the following certificate of compliance with the Code of Business Conduct & Ethics for Members of the Board of Directors and Executive Officers. I HEREBY CERTIFY: 1. I have read and I understand the above-captioned Code of Business Conduct & Ethics. 2. Except as described below, all of the Directors and Executive Officers of Johnson & Johnson, to the best of my knowledge and good-faith belief, complied with the Code at all times during the fiscal year indicated above. Accessibility Sitemap Privacy Policy Legal Notice This site is governed solely by applicable U.S laws and governmental regulations. Please see our Privacy Policy. Use of this site constitutes your consent to application of such laws and regulations and to our Privacy Policy.Your use of the information on this site is subject to the terms of our Legal Notice. You should view the News section and the most recent SEC Filings in the Investor section in order to receive the most current information made available by Johnson & Johnson.Contact Us with any questions or search this site for more information. All contents © Copyright Johnson & Johnson Services, Inc. 1997-2014. All Rights Reserved. 3 of 3 20/08/2014 11:41 AM Business Ethics and Compliance in the Sarbanes-Oxley Era A Survey by Deloitte and Corporate Board Member Magazine Methodology The ethics and compliance survey was jointly conducted by Deloitte and Corporate Board Member magazine in late July 2003. A detailed questionnaire was sent to 5,000 directors of the top 4,000 publicly traded companies. A 7.5% response rate was achieved, with 373 questionnaires returned. Disclaimer Although the ethics and compliance survey was conducted joint- ly, the comments, opinions, and interpretations contained in this document are solely those of Deloitte and do not necessarily reflect the viewpoints of Corporate Board Member magazine. Corporate ethics is taking on increased prominence at U.S. companies, according to a recent survey by Deloitte and Corporate Board Member magazine. Eighty-three percent of companies surveyed have developed formal codes of ethics or conduct. And more than 98 percent of survey participants agree that an ethics and compliance program is an essential component of corporate governance. These findings should come as no surprise, given the heightened attention paid to corporate ethics over the last couple of years, as well as the business imperative to strengthen ethics programs in response to Sarbanes- Oxley. But although many companies have taken the fundamen- tal first step of establishing a code of ethics, results are decidedly mixed concerning other activities designed to improve corporate ethics. For example, when asked if com- pliance with their code of ethics is tracked, only about 75 percent of companies that have a code said they actually check to make sure it is being adhered to. Slightly lower numbers were recorded for corporate per- formance in educating their employees on business ethics. Only about 68 percent of companies surveyed provided training to their employees on the requirements and responsibilities contained in their code of ethics. Further slippage can be seen regarding the allocation of resources to ethics activities. When asked if their company had an ethics officer (either full- or part-time), only 55 percent answered in the affirmative. However, positive data also emerged from the survey, with progress being made on several fronts. For example, better than 95 percent of companies said their code of ethics applied to every member of their organization, including senior management and board members. And more than 90 percent of companies with global operations said their code covered both their domestic and foreign outposts. Among the highlights of the survey are the following questions and responses, along with our comments on the results. Under Sarbanes-Oxley, the audit committee is the best choice for implementation and monitoring responsibility, a fact reflected in these results. One caveat: The demands on the audit committee have been substantially increased since the enactment of Sarbanes-Oxley, so members must be vigilant that ethics gets proper attention. How often does your senior management discuss the ethics and compliance program in internal communications to employees? 6.1% 18.4% 20.1% 1-2 times per year More than 4 times per year Other 55.4% 3-4 times per year More than half of the companies surveyed limited their employee communications regarding ethics to fewer than three times per year. In this era, we view that response as inadequate. Communication is a critical success factor. Companies need to turn up the volume on ethics communi- cations. Which of the listed committees have responsibility for implementing and monitoring the ethics compliance program? (respondents selected multiple options) 7.9% 34.5% 59.2% 1.5% Audit Compensation Governance/Nominating Other 1 Does the code of ethics and/or conduct include a statement regarding obligations to employees, shareholders, suppliers, customers, and the community at large? 4.2% 5.2% 90.6% If "Yes," is the code of ethics and/or conduct distributed to all parties listed? 34.2% 14.0% 51.8% Yes No Not Sure Has your company supported the ethics and ASSESSMENT TASK 1: DESCRIPTION You will be expected to critically evaluate, in essay format, the ethical issues in a complex, current business problem. Ethics are based on moral decision-making and there is not always a correct answer. In the essay you will explore the issue given from different viewpoints before deciding on the correct procedure. You will be required to justify your choice. The topic for the task will be given to you by your lecturer. In your essay you must identify the different stakeholders who will be affected by the decision to be made, the different decisions possible regardless of the ethical stance and then outline the decision that you consider the most appropriate and why. Ethics Essay You are a senior manager in a manufacturing company, NuClothing International Pty. Ltd., which makes garments for the high end fashion retailers in Australia. Like many companies, the company you work for has found that it is cheaper to move the manufacturing operation overseas. It wishes to expand its operations hopes to find markets overseas for its products. NuClothing has recently opened its factory in Fiji. You have been heavily involved in the move to Vanuatu and have spent some time there ensuring that the factory is properly manned and running smoothly. During your stay you have come to really appreciate the wonderful Fijian people and their culture. You are reading the Fiji Times Online over your morning cup of coffee and read the following article: Child labour worry AN estimated 3500 people aged between six and 17 dropped out of school between April 2010 and March 2011, says Minister for Employment and Productivity Jioje Konrote. He said the majority of these dropouts — 49.7 per cent — were aged 10 to 14. Addressing a child labour training program organised by the International Labour Organization for six regional countries, he said an employment and unemployment survey of 2010 to 2011 highlighted the growing number of school dropouts in the country. "The main reasons for leaving school were not interested, cannot afford, disability or illness, family did not support them, to help out at home, to work as unpaid family worker and other reasons," Mr Konrote said. "Many of these out-of- school children with little qualifications end up in child labour, forced into activities that are harmful to their health, physical, mental and moral wellbeing." ILO office for Pacific Island Countries specialist on strategies for decent work, Satoshi Sasaki, said the ILO's World Report on Child Labour, Paving Decent Work for the Young, highlighted the need for accelerated global action targeting child labour. (Repeka Nasiko, Wednesday, July 29, 2015) At the office As you walk into the office, you meet a member of the Board of Directors, John Nakarawa and join him in the lift. John was born in Fiji and mentions the same article. You voice your concern regarding the employment of children, who then cannot go to school. John states that it is all very well for people to say that children should stay at school, but he can also understand why some families find it necessary to find employment for their children so that they can feed and clothe everyone. He goes on to say that, in some countries, parents are happy to see their children in jobs because it can mean the difference between poverty and long-term prosperity for the children. John thinks this is little understood by people in Australia. In your office later, mind turns back to your time in Fiji and remember that John was also on the management team who went over. John was very involved in recruitment. On consideration, you become worried that some of the new employees may be underage (although you don't think that they are 10!). What should you do? Required Describe what actions, if any, you would take in the above situation. Outline the possible outcomes of those actions and how you would deal with them. There are a number of competing stakeholders that will be affected by your decision, including yourself. Critically evaluate the situation. In your answer, you must explore the competing ethical considerations in the case given. Include in your discussion the impacts that different decisions may have on the different stakeholders. In your conclusion you should outline which decision you would go with, why you have made that choice and the possible impacts of that decision on the different stakeholders. Remember there is no right or wrong answer.