ENGINEERING ETHICS

AND CRISIS
MANAGEMENT
by Dr. Wan Mazlina Wan Mohamed
Compile & Edited By Bulan Abdullah – Sept 2018
ENGINEERING ETHICS AND CRISIS MANAGEMENT

Engineering Ethics and Crisis Management

• Why Study Engineering Ethics?
• Ethical Theories
• Analysis and Solution in Ethical Issue
• Organizational policy on misconduct
• Crisis Management
• Case Study

 by Dr. Wan Mazlina Wan Mohamed

 EDIT BY BULAN ABDULLAH – 13 Mac 2018

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ETHICS IN AN ENGINEERING COURSE????
We have been studying engineering,
such as design, analysis, and
performance measurement.

Where does ethics fit in?

http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
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HOW ETHICS FITS INTO ENGINEERING

Engineers . . .

 Build products such as cell phones, home

appliances, heart valves, bridges, & cars. In general
they advance society by building new technology.

 Develop processes, such as the process to convert

salt water into fresh water or the process to recycle
bottles. These processes change how we live and
what we can accomplish.

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PRODUCTS AND PROCESSES HAVE CONSEQUENCES FOR SOCIETY:
 If the bridge has an inadequate
support, it will fail.
 If the gas tank is positioned too
close to the bumper, it might
explode from a small accident.
 If a medical instrument isn’t
accurate, improper doses of
medication can be given.
 If the process for refining gas
produces too much toxins, it
harms the local community.

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http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
Decisions made by engineers
usually have serious
consequences to people -- often
to multitudes of people.

Ethics and ethical reasoning

guide decision-making.

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http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
Consider the March 11, 2011
8.9 magnitude earthquake
near Sendai, Japan.

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http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
The damage to the
Fukushima I Nuclear
Power Plant
(Fukushima Dai-ichi)

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has led people
worldwide to rethink
the ethics of nuclear
power.- 11 March
2011

http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
Notice the issues that come up in these discussions:
ISSUE #1: HEALTH AND SAFETY

RISKS: Danger to current and future

generations from leakage of radio-

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isotopes used in nuclear power.

Plutonium-239 (half-life = 24,110 yrs)

is a particularly toxic radio-isotope.
Normally, 10 half lives are required
before a Pu-239 contaminated area
is considered safe again, in the case
of plutonium, roughly 250,000 years.

So if Pu leaked, -- say, due to an

earthquake -- it would cause a
health risk for roughly 8000
generations!!
http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
Issues (cont.):

ISSUE #1: HEALTH AND SAFETY

RISKS, FURTHER

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CONSIDERATIONS:

a) The possibility of medical

science discovering a cure for
cancer sometime in the current or
next centuries adds uncertainty to
the long-term health risks of
leakages of radio-active isotopes.

http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
Issues (cont.):

ISSUE #1: HEALTH AND SAFETY

RISKS, FURTHER

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CONSIDERATIONS:

b) The use of nuclear power may

increase our knowledge of
radioisotopes used for medical
purposes (possible benefit?).

http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
Issues that come up in these
discussions:

CONSEQUENCES OF
ALTERNATIVES TO NUCLEAR
POWER.

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ISSUE #2: DEPLETION OF
RESOURCES:

Fossil fuels, oil, natural gas and

coal, are non-renewable. These
resources also affect the goal of
health because of their impact on
pollution and climate changes.

http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
Issues that come up in these discussions:
CONSEQUENCES OF
ALTERNATIVES TO NUCLEAR
POWER.

ISSUE #3: COMPARATIVE ECONOMIC

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COSTS OF RENEWABLE SOURCES.

Renewable sources such as hydro-electric-

power, wind power, solar power, geo-
thermal heat, agricultural biomass and tides
do not cause the environmental hazards
that fossil-fuels do.

But renewable sources must be balanced with the amount of energy needed
to produce and maintain them and consequent environmental hazards.
Currently, for example, the energy required to manufacture and install solar
energy systems comes from fossil fuels.

http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
REASONING
The kind of reasoning that goes
on in such discussions involves Ethical reasoning is a type of
certain goals practical reasoning that concerns
such as, in this case, health, certain societal or life-form
safety and biodiversity. goals, such as justice, equality,
freedom, health and safety.
The reasoning then focuses on
finding the best – or at least the
reasonably better --
means
for obtaining those goals.

This type of reasoning is often

called practical reasoning.
It uses different methods from
mathematics and the sciences.
http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
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THE ESSENCE OF YOUR ENGINEERING CAREER

Engineering is one of society.

the most important In order to make
professions in society. society better we have
As engineers we don’t to reflect constantly
just build things and on the products and
develop processes. processes that we
We build things and make.
make processes in
order to better
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http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
SOCIAL RESPONSIBILITY

 One main connection between ethics and

engineering comes from the impact that
engineered products and processes have on
society.
 Engineers have to think about designing,
building, and marketing products that benefit
society.
 Social Responsibility requires taking into
consideration the needs of society.

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http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
TYPICAL ETHICAL ISSUES THAT ENGINEERS ENCOUNTER

1. Safety 8. Honesty/Dishonest
2. Acceptable risk y
3. Compliance 9. Societal impact
4. Confidentiality 10. Fairness
5. Environmental 11. Accounting for
health uncertainty, etc.
6. Data integrity
7. Conflict of interest 17
http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
PROFESSIONAL RESPONSIBILITY
Ethics has a second connection with
engineering.
It comes from the way in which being
socially responsible puts duties and
obligations on us individually.
Ethics fits into engineering is through
professional responsibility.

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http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
TWO DIMENSIONS OF ETHICS IN ENGINEERING

Ethics is part of engineering for two main

reasons.
a) Engineers need to be socially
responsible when building products and
processes for society.
b) Social responsibility requires
professional responsibility.

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http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
By the time of
graduation
students will
have an
understanding
of professional
and ethical
responsibility

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http://www.free-clep-prep.com/Business-Ethics-and-Society-DSST.html
WHY STUDY ENGINEERING ETHICS?
ETCHIC
• Moral principles that govern a person's
behaviour or the conducting of an
activity.
• The branch of knowledge that deals with
moral principles.
Engineering Ethics
Engineering ethics is the field of applied
ethics and system of moral principles that
apply to the practice of engineering. The field
examines and sets the obligations by
engineers to society, to their clients, and to
the profession.
• The rules and standards which govern the
conduct of engineers in their role as
professionals
• Engineering ethics are similar to general ethics,
but apply to the specific issues which affect
engineering professionals Because of its
importance to all engineers,
• BEM (Board for Engineer Malaysia ) now
mandates that ethics be included in the
engineering curriculum
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SUMMARY - WHY STUDY ENGINEERING ETHICS?

1. Increased awareness of importance due to engineering practice

publicity surrounding high profile engineering
failures 7. Ethical problems in engineering are often
complex and involve conflicting ethical principles.
2. Engineering decisions can impact public health, Engineers must be able to intelligently resolve
safety, business practices and politics these conflicts and reach a defensible decision
3. Engineers should be aware of moral implications
as they make decisions in the workplace
4. Study of ethics helps engineers develop a moral
autonomy:
5. Ability to think critically and independently about
moral issues
6. Ability to apply this moral thinking to situations
that arise in the course of professional

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ENGINEERING CODES OF ETHICS
Engineering Codes of Ethics
• Express the rights, duties and obligations of
members of the profession
• Do not express new ethical principles, but
coherently restate existing standards of
responsible engineering practice
• Create an environment within the profession
where ethical behavior is the norm
• Not legally binding – an engineer cannot be
arrested for violating an ethical code, but
may be expelled from or censured by the
engineering society
Objections to Existing
Engineering Codes of Ethics
• Relatively few engineers are members
of engineering societies. Nonmembers
don’t necessarily follow the ethical
codes
• Many engineers either don’t know that
the codes exist, or have not read them
• The engineering codes often have
internal conflicts, but do not provide
means for their resolution
• The codes can seem coercive at times
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ETHICAL THEORIES
3.2 ETHICAL THEORIES
 Ethical or sometimes defined as Moral Theories.

 We use ethical/moral theories to help us understand ethical cases and ethical

problems that often face by engineers.
 “A Moral theory defines terms in uniform ways and links ideas and problems
together in consistent ways” (Harris, Pritchard and Rabins)
 They are not algorithms to resolve complex dilemmas.

 They can however, provide systematic guidance, and understanding

 There are may approaches that can be applied to solve ethical issues.

 We can look at the problems from different “eyes”

 The opinions from these different “eyes” are based on a variety of ethical
theories

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3.2 ETHICAL THEORIES

Ethical Theories

1. Virtue Ethics 2. Duty Ethics

3. Right Ethics 4. Utilitarianism

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 Ethics Defined: Morals

 https://www.youtube.com/watch?v
=oJXP63lvOeA
 Ethics Defined: Moral Philosophy

 https://www.youtube.com/watch?v
=4tU0ifPhUwA
 Ethics Defined: Consequentialism

 https://www.youtube.com/watch?v
=sbPxKuuKE8o

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• 1.0 Ethics Defined: Virtue
Ethics
• https://www.youtube.co
m/watch?v=cfSXUPrIC_4&
list=PL32TobLoKLYrTk4TB4
w- 4.0 Ethics Defined: Utilitarianism
kuOf_dEEmAvOg&index=1 https://www.youtube.com/watch?v=TuZ7_ivZeHQ
06
&list=PL32TobLoKLYrTk4TB4w-
kuOf_dEEmAvOg&index=103
2.0 Professionalism in the 5.3 Ethics Defined: Moral Pluralism
Workplace
https://www.youtube.com/watch?v=Ztzco4TZsPI
 https://www.youtube.com/ 5.2 Ethics Defined: Moral Relativism
watch?v=0o3INMBL58w https://www.youtube.com/watch?v=dQZ5FzdfXcU

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 Online Ethics

 https://www.youtube.com/watch?v=hUxMpDcXhw0&list=PLYh7vgRRePG8j_YOlnM7QdvGhIub1nqMY&i
ndex=29

 Research Ethics

 https://www.youtube.com/watch?v=KG9QPGEKChs&list=PLYh7vgRRePG8j_YOlnM7QdvGhIub1nqMY&in
dex=53

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ETHICAL THEORIES:1. VIRTUE ETHICS

 Virtue Ethics (or Virtue Theory) is an approach to Ethics that emphasizes an individual's character as the
key element of ethical thinking, rather than rules about the acts themselves (Deontology) or their
consequences (Consequentialism).
 Examples of Virtue Ethics

 An employee who displays ethical behavior at work based on the virtues they hold dear are often seen
as more reliable and dependable by their superiors. Even though that behavior is to be expected on the
job, seeing examples of it at work can make an employee stand-out from their colleagues.
 Displaying Trustworthiness
 Being Respectful
 Taking Responsibility

http://futureofworking.com/examples-of-
virtue-ethics-in-the-workplace/ 30
3.2 ETHICAL THEORIES

Ethical Theories

1. Virtue Ethics 2. Duty Ethics

3. Right Ethics 4. Utilitarianism

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 ETHICAL THEORIES:1. VIRTUE ETHICS

 Oldest theory, started with Aristotle • Alasdair MacIntyre –

 Assumes ethical behavior follows from virtue ethicist
characteristics/traits that people acquire. • Concept of “internal”
 People will do the right thing because they
and “external” goods
have developed virtuous habits. • Particularly applicable
 Considered wisdom and good judgment the
to professions
most important virtues. • Considered
 Virtue ethics focus on words such as
“Professional
responsibility, honesty, competence, and Responsibility” a virtue
loyalty with 4 main components:
 Vices are dishonesty, disloyalty and
 Self direction
irresponsibility.  Public spirited
 Team work
 Proficiency

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 LIMITATION IN VIRTUE ETHICS

 Virtue ethics is interested *in determining “what

kind of people we should be”
 Virtue is closely tied to personal character
 Virtues are:
 Desirable features of character
 Moral distinction and goodness
 Desirable ways to treat other groups and organizations

33
ETHICAL THEORIES

Ethical Theories

1. Virtue Ethics 2. Duty Ethics

3. Right Ethics 4. Utilitarianism

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 ETHICAL THEORIES:2. DUTY ETHICS

 Moral duties are fundamental

 Ethical (right) actions can be written down as a list of duties
(be good, be honest etc.)
 May not be good for all
 Duty ethical actions express respect for individuals
 Once one’s duties are recognized, then the ethically correct
actions are obvious
 Problem: doesn't allow any flexibility for exceptions when
duties conflict.
 For example, if we promised to pay ransom to a hostage
taker (a duty), is it all right to deceive the kidnapper to
benefit the hostage (another duty).
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 ETHICAL THEORIES:2. DUTY ETHICS -CONT.

 The duties we should follow are what rational people would

agree to in a hypothetical contracting situation.

 A "rational person” are:

 has no self interest (bias)
 has knowledge about human psychology, society, science
etc.
 will promote their long term interests
 will seek agreement with others (about principles all will
voluntarily follow)

36
 ETHICAL THEORIES:2. DUTY ETHICS-CONT.

 Based on two Principals:

 1.Each person is entitled to the most extensive

amount of liberty (freedom) without restricting
others.
 2. Some may benefit more socially and
economically than others

37
ETHICAL THEORIES

Ethical Theories

1. Virtue Ethics 2. Duty Ethics

3. Right Ethics 4. Utilitarianism

38
 ETHICAL THEORIES: 3.RIGHT ETHICS
 Humans have the right to life, liberty and property
 Humans have fundamental rights (the right to live,
for example) and others have the duty to respect
 Liberty and welfare rights - based on a sense of
community
 Moral “rights" meant capacity to show concern
for others
 Some rights arise from others actions, e.g. one has
a right to have a promise kept because another
person made it.
 Social welfare system reflects this philosophy

39
 ETHICAL THEORIES: 3.RIGHT ETHICS
LIMITATION REGARDING DUTY AND RIGHT ETHICS

 Both focused on the individual

 May conflict; what’s good for one group may not
be the best for another
 Example:
 A person at the base of a dam has the right to
have his/her property preserved
 People in surrounding community have the right
to electricity, and flooding control

40
 ETHICAL THEORIES: 3.RIGHT ETHICS
THEORY BY IMMANUEL KANT

 He believed that the GOOD is an absolute and

can be identified
 The only thing that is good for its own sake is
good will (intention)
 Everything else that you can imagine as good,
can be qualified.
 If your intentions are pure, they are intrinsically
good.
 Good is a Duty, which is consistent with higher
moral principles/virtues and rational.

41
 Ethical
Theories

1. Virtue Ethics 2. Duty Ethics

3. Right Ethics 4. Utilitarianism 5. Others

- Divine Command Ethics

- Ethical Egoism
- Ethical Relativism
- Ethical Pluralism

42
 ETHICAL THEORIES: 4. UTILITARIANISM

 Based on maximizing "goodness“ (Produce the

most good for the most people given equal
consideration to all affected)
 Tries to establish a balance of good over bad
consequences
 Focused on society versus individual
 There are two types of Utilitarianism:
 Act Utilitarianism
 Rule Utilitarianism

43
 ETHICAL THEORIES: 4. UTILITARIANISM
TYPES OF UTILITARIANISM

Act Utilitarianism Rule Utilitarianism

• Focuses on individual • Moral rules are most

actions, rather than general
rules
• An act or action is proper if
it produces the most good
for the most people
involved
• Rules should be broken if
they lead to the most good
important
• Adhering to moral rules will
ultimately lead to the most
good
• Rule utilitarianism is more
rigid than act Utilitarianism
• Rules considered in sets
called "moral codes“. The
optimal code is the one that
maximizes good for the most
people 44
 ETHICAL THEORIES: 4. UTILITARIANISM-CONT.
 Act vs Rules Utilitarianism:

 More tendency to follow "Rules”, as "Act”

requires constant interpretation.
 In both cases, defining/agreeing on what is
"good" is still a problem.
 Rule Utilitarianism is a basis for many of our
laws

45
TYPICAL ETHICAL ISSUES THAT ENGINEERS ENCOUNTER

 Safety  Honesty/Dishonesty
 Acceptable risk  Societal impact
 Compliance  Fairness
 Confidentiality  Accounting for
uncertainty, etc.
 Environmental health
 Data integrity
 Conflict of interest

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CORRUPTION
SUSPEK DISIASAT MENGIKUT SEKSYEN 17 (A) AKTA SPRM DAN SEKSYEN 165 KANUN
KESEKSAAN KERANA AKITIVITI PENGUBAHAN WANG HARAM.

KOTA KINABALU 7 Okt 2016. - Barang kemas dengan berat 14.5

kilogram dipercayai milik seorang pengarah sebuah agensi kerajaan
yang dirampas Suruhanjaya Pencegahan Rasuah Malaysia (SPRM)
Selasa lalu bernilai RM2.74 juta.
Manakala, barang kemas milik timbalan pengarahnya yang turut
dirampas dalam operasi SPRM itu pula dianggarkan bernilai
RM900,000.
Menurut sumber, penilaian berat dan nilai barang kemas itu
dilakukan pakar penilai barang kemas dari Bank Rakyat.

Artikel Penuh: http://www.utusan.com.my/berita/jenayah/rasuah-

barang-kemas-dirampas-bernilai-rm3-64-juta-
1.391832#ixzz4bIzS4xM0
© Utusan Melayu (M) Bhd

48
 JOHOR BAHRU: Suruhanjaya Pencegahan Rasuah Malaysia
(SPRM) menahan enam individu dan merampas 21 kereta
mewah, lima motosikal berkuasa tinggi dan wang tunai
RM500,000 dalam skandal rasuah serta penyelewengan
hartanah di Johor. Selain itu, akaun bank bernilai RM15.5 juta
turut dibekukan. Timbalan Ketua Pesuruhjaya Operasi SPRM,
Datuk Azam Baki, berkata suspek berusia 25 hingga 50 tahun
itu termasuk anak dan pegawai khas seorang pegawai kanan
kerajaan negeri, ditahan di beberapa lokasi di bandar raya ini
dalam operasi serentak kira-kira jam 8.30 pagi semalam.
"Turut ditahan ialah dua pemaju hartanah, seorang peguam
dan orang awam yang dipercayai terbabit dalam skandal
terbabit. "Menerusi maklumat awal, semua suspek disyaki
bersubahat dalam pengurangan premium tanah yang
diluluskan untuk projek perumahan dan perindustrian serta
penukaran status premis di Johor

Selanjutnya di : http://www.bharian.com.my/node/252817

49
 Pengarah Bahagian Siasatan SPRM, Datuk Azam Baki pada sidang media
Sabtu lalu berkata, modus operandi sindiket ialah mengarahkan pihak
kewangan sebuah agensi di bawah kementerian itu membuat bayaran
kepada tidak kurang 14 syarikat yang dikendalikan oleh ahli-ahli sindiket
bagi mewujudkan program tetapi kerja-kerja tidak pernah dilaksanakan.

 Kesemua mereka direman selama tujuh hari bermula Jumaat lalu bagi
membantu siasatan.

 Siasatan dijalankan di bawah kesalahan rasuah Seksyen 17(a) Akta

Suruhanjaya Pencegahan Rasuah Malaysia 2009 dan kesalahan
penggubahan wang haram di bawah Akta Pencegahan Pembiayaan
Keganasan dan Hasil Daripada Aktiviti Haram 2001.


Read more at http://www.mstar.com.my/berita/berita-
semasa/2016/03/21/kj-sahkah-pegawai-kanan-kbs-
rasuah/#CLPXqcrop81RE1FA.99

50
 EXAMPLE: CORRUPTION

Akta 694 - Akta Suruhanjaya Pencegahan Rasuah

Malaysia -SPRM- 2009.pdf
What is corruption
https://www.youtube.com/watch?v=npNF9ByzIsE

51
 DEFINITION OF CORRUPTION

 Giving or obtaining advantage through means which are

illegitimate, immoral, and inconsistent with one’s duty or the
rights of others.
 The misuse of entrusted power for private gain.
 Behaviour that deviates from the formal rule, regarding motives
such as wealth, power or status.
 Perversion or destruction of integrity in the discharge of public
duties by bribery or favour.

52
 DEFINITION OF CORRUPTION
 Illegal, bad,
or dishonestbehaviour, especially by people in
positions of power: ( Cambridge English
Dictionary )
 Dishonest or illegal behavior especially by powerful countries.[2]
people (such as government officials or police
officers. (https://www.merriam-
webster.com/dictionary/corruption)
 In general, corruption is a form of dishonesty or
criminal activity undertaken by a person or
organization entrusted with a position of authority,
often to acquire illicit benefit.[1] Corruption may
include many activities
including bribery and embezzlement, though it
may also involve practices that are legal in many
 Political corruption occurs when an office-holder
or other governmental employee acts in an official
capacity for personal gain.
 Corruption is most commonplace
in kleptocracies, oligarchies, narco-
states and mafia states.
 (https://en.wikipedia.org/wiki/Corruption)
53
 CAUSE OF CORRUPTION
 Absolute authority
 Ineffective and
overburdened legal system
 Ineffective anti-corruption
mechanisms
 Inadequate enforcement
 Lack of employment
 Privatization, Liberalization
and Globalization
 Diminishing values in the
society
 Lack of awareness
 Lack of effective
management
 Low literacy rate
 Lack of effective political
leadership
 Backwardness and poverty
 Authority and power in
wrong hands
54
 CURES FOR CORRUPTION

 Loyalty and Patriotism

 Transparency appointment and admissions
 Declaration of wealth and assets
 Dedicated and diligent political leaders
 Coordination and control of agencies
 Social organisation

55
56
 RELATED VIDEO :CORRUPTION

 Videos for Lesson 3\Anti-Corruption in Business School Curriculum [PRME],

Speed Draw _ Whiteboard Animation.mp4
 https://www.youtube.com/watch?v=C4c6-dW20pc

57
BRIBERY
 DEFINITION OF BRIBERY
 The crime of giving someone,
especially someone in position
of authority, money, a gift, etc. so that
they will do something illegal
or dishonest for you:
 The organization was rife with bribery
and corruption.
 He was indicted in a bribery scandal
over subway supply contracts.
 (Cambridge English Dictionary)
https://dictionary.cambridge.org/dictionary/english/bribery
 The act of taking or receiving something
with the intention of influencing the
recipient in some way favorable to the
party providing the bribe. Bribery is
typically considered illegal and can be
punishable by jail time or stiff fines if
authorities find out about the bribe.
Read more:
http://www.businessdictionary.com/defin
ition/bribery.html
59
 RELATED VIDEO :BRIBERY

 Videos for Lesson 3\The Other Guys - the bribe scene.mp4

 The Other Guys - the bribe scene

https://www.youtube.com/watch?v=nKNvikVWWsk

60
EXAMPLE: BRIBERY

61
 DEFINITION OF BRIBERY

 One of the many gray areas

of engineering ethics:
 The acceptance of gifts from vendors
 The offering of gifts to customer to secure
business

 The difficulty:
 The potential for gifts to become bribes
or to be perceived of as bribes
 There is a fine line between bribery and a
simple gift

62
 CONT.

 Ethical reasons for not

tolerating bribery:
 Bribery corrupts our free-market
economic system and is
anticompetitive
 Bribery does not reward the most
efficient producer
 Bribery is sellout to the rich
 Bribery corrupts justice and public
policy by allowing rich people to make
all the rules
 Bribery treats people as
commodities that can be bought
and sold
Example: Bribery
63
 WHEN IS A GIFT A BRIBE?
 Gift is a nominal value
with a vendor’s logo
and phone number on
it, are really just an
advertising tool
 Generally, there is no
problem with
accepting these types
of items
 Social interaction, such
as eating together, often
facilities the type of
close and successful
interactions required by
both sides

64
CONFLICT OF INTEREST
 RELATED VIDEO :CONFLICT OF INTEREST

 Videos for Lesson 3\Conflict of Interest.mp4

 Ethics Defined: Conflict of Interest

 https://www.youtube.com/watch?v=Ko0Et4UTxZ8&index=59&list=PL32TobLoKL
YrTk4TB4w-kuOf_dEEmAvOg

66
 EXAMPLE: CONFLICT OF INTEREST
Examples of Potential Workplace Conflicts of Interest
These are examples of situations in which an employee
might experience a conflict of interest.
1. A relative or close friend reports to a supervisor who
affects their job responsibilities, pay, and promotions.
2. A male manager dates a female employee who
reports to him or vice versa.
3. A lawyer represents a client in a civil dispute while
accepting fees from litigants who hold the opposing
point of view.
4. A purchasing agent hires his brother-in-law to
provide vending services to the company lunch
areas.
5. An employee starts a company that provides similar
services to similar clients as those of her full-time
employer. This is especially a conflict of interest
when an employer has had her sign a non-compete
agreement.
67
 EXAMPLE: CONFLICT OF INTEREST
1. This would not constitute a conflict of interest if she
hired an external employment law firm to conduct the
investigation and recommend disciplinary measures.
2. A purchasing agent accepts trips and gifts from a
vendor and then selects the vendor's products for
purchase by the company.
3. An employee accepts free gifts and free products from
a training and development company and then
recommends the purchase of these products without
comparing them to comparable products from other
vendors.
4. A CFO negotiates an agreement in his employer's
best interests for a stock option plan from which he
will directly benefit.
5. A trainer is paid to provide training classes that teach
customers how to use the company's software
products. He puts up a website that offers his same
training on the products as a for-profit enterprise in his
spare time. Why would he ever again direct customers
needing training to his company's classes?
6. The manager of a marketing department dated a
coworker who is also a manager in the same
department. They part ways over time but when he is
promoted to the marketing department director role,
she found herself reporting to him.
1. An HR director decides to investigate a
formal charge of sexual harassment, using
internal resources that she controls, against
a fellow corporate executive whom she has
known and worked with professionally for
years.
2. An employee who is a member of a company
employee selection team fails to disclose
that he is related to a job candidate whom
the company team is considering for a
position.
3. A manager provides paid consulting services
on the weekend to a company customer or
supplier.
4. An employee works part-time in the evening
for a company that makes a product that
competes with the products of his full-time
employer.
5. A member of the company board of directors
accepts fees and provides advice to a
company that is in direct competition with the
company on whose board of directors he
sits.
68
 DEFINITION OF CONFLICT OF INTEREST
 A situation that has the potential to
undermine the impartiality of a
person because of the possibility of
clash between the person’s self
interest and professional interest
or public interest.
 Significant and pervasive financial,
familial or personal interest, which
poses an impermissible conflict with
the relevant public interest that he
or she has a duty to protect.
 A conflict of interest occurs
when an individual involve in
multiple interests, one of which
could possible corrupt the
motivation.
 It creates appearance of
impropriety that can undermine
confidence in his or her
impartiality or sincerity.
 Conflict of interest could impair
an individual’s ability to perform
his or her duties and
responsibilities objectively.
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WHISTLEBLOWING
 RELATED VIDEO :WHISTLEBLOWING

 Videos for Lesson 3\Whistleblowing at Work... What you need to know.mp4

 Whistleblowing at Work

 https://www.youtube.com/watch?v=1SVIpDMk7fk

71
ON- LINE REPORT FOR WHISTLEBLOWING

72
 EXAMPLE: WHISTLEBLOWING

 "Whistle Blowing" is when an

employee tells on an employer who
is breaking the law. Employees who
blow the whistle on their employers
are protected by law. (Law Offices of
David H. Greenberg)
 Whistle blowing in its most general
form involves calling(public)
attention to wrong doing, typically
in order to avert harm.
 It is attempt by a member or former
member of an organization to
disclose wrong doing in or by the
organization.

73
74
 TYPES OF WHISTLEBLOWING
1) Internal Whistle blowing
 Made to someone within the organization

2) Personal whistle blowing

 Blowing the whistle on the offender, here the charge is not
against the organization or system but against one
individual

3) Impersonal whistle blowing

 Rarely whistleblower are honoured as heroes by their
fellow workers for following reasons:
 They did not blow the whistle guilty of immorality
 They doubt the loyalty of the whistle blower to the
employer
 The whistleblower perceived as traitor, who damages
the organization.

75
 REASONS FOR WHISTLEBLOWING (1)
 Unlawful behavior:
 There are many forms of
behaviors and illegal actions so in
this case must to blow the whistle
because it will lead to very bad
result. For example, someone will
lose his /her life or lose his/her
job.
 Un-procedural behavior:
 Behavior may be un-technical
since it interrupts clearly
communicated actions in the form
of rules and policies that leading
the operations of the
organization.
 Immoral behavior:
 It is mean the behavior will be illegal
because he/she not going or
following the world behavior
guidelines. For example: Safety,
respecting, honest, responsibility.
 Wasteful behavior:
 This behavior if the person trying to
waste the resource of company. So,
you have to tell your boss about
what’s happen. Example, There was
an employee in a municipality. His
colleague couldn’t keep silent, he
take an action and tell the boss about
that.
76
ETHICS IN RESEARCH AND EXPERIMENTATION
 Avoid preconceived notions about what the knowledge
results of the research will be
 Reporting of research results
 Be open to changing the hypothesis when  An accurate assessment and interpretation of the
such action is indicated by the experimental experimental data must be given
evidence  “Massaging” data to improve results is not acceptable
 Proper credit should be given to all who contributed to a
 Ensure that an objective frame of mind is particular project
maintained throughout the research process
 Conclusions should be confirmed by as many
colleagues as possible, and should not be
prematurely announced to the public
 The ultimate goal of research is not publicity
and fame, but rather the discovery of new

77
PLAGIARISM
 RELATED VIDEO :PLAGIARISM

 Videos for Lesson 3\Plagiarism.mp4

79
 DEFINITION OF PLAGIARISM

 Plagiarism is the act of presenting the

words, ideas, images, sounds or creative
expression of others as your own.
 Act of stealing and passing off the ideas or
words of another as your own.
 For an example, when you are writing a
report, and you research some
information. If you copy or even
paraphrase, it called as plagiarism.

80
 HOW TO AVOID PLAGIARISM

 Take notes and keep them

organized
 Give other people credit
 In-text and In-project credit
 For paraphrases and summaries
too

 Cite any sources that you

use
 Double check your sources and
ensure that you wrote down the
information correctly

81
ANALYSIS AND SOLUTION
IN ETHICAL ISSUE
ANALYSIS OF ISSUES IN ETHICAL PROBLEMS

 The first step in solving any ethical problem:

 Completely understand all of the issues involved
 Frequently a solution to the problem becomes apparent

 The issues involved in understanding ethical problems can be divided into three(3) categories:

Factual Conceptual Moral

83
 FACTUAL ISSUE

 What is actually known about a case (what the

facts are always clear)
 Resolved through research to establish the truth
 May be controversial
 Example: Global warming is of great concern to society
as we continue to emit greenhouse gaseous into
atmosphere

84
 CONCEPTUAL ISSUE

 The meaning or applicability of an idea

 Resolved by agreeing on the meaning of terms
and concepts
 Like factual issues, conceptual issues are not
always clear-cut and will often result in
controversy as well
 In engineering ethics:
 Defining what constitutes a bribe as opposed to an
acceptable gift
 Determining whether certain business information is
proprietary

85
 MORAL ISSUE
 Once the factual and
conceptual issues have been
resolved, all that remains is to
determine which moral
principle is applicable to the
situation
 Finally, moral issue are
resolved by agreement as to:
 Which moral principles are
pertinent
 How they should be applied
 Often, all that is required to
solve a particular ethical
problem is a deeper analysis
of the issues involved
according to appropriate
principles
 Once the issues are analyzed
and agreement is reached on
the applicable moral
principles, it is clear what the
resolution should be made
86
PROBLEM SOLVING TECHNIQUES
 General Methodology
 Identification

 Recognize/acknowledge a state Identification

of conflict
 Identify source of conflict and
stakeholders
 Analysis
Analysis
 Investigation, facts
 Alternatives, ranking
 Action

 Deciding on and initiating a Action

course of action/resolution
87
 CONT. (THE TECHNIQUES)

Moral Conflict
Resolution

Enquiries Line Flow

(Inquiries) Drawing Charting

88
 PROBLEM SOLVING TECHNIQUE (1) ENQUIRIES
(INQUIRIES)
1. Normative 2. Conceptual 3. Factual

• What are the moral • Defining terms, What is known about the
issues here? concepts case?
• What is acceptable • What is the meaning Factual issues
behavior/practice? or applicability of an E.g. was the “gift”
• E.g. bribes, cheating idea? offered or
on assignments • E.g. what constitutes requested?
• What behavior a bribe vs a gift? Was it accepted?
would normally be • Defining terms such What is it’s true value?
expected? as bribes & gifts. Simple comprehensive
• E.g. do not accept • E.g. what does statement of the facts.
bribes, cheat, etc. proprietary really (sometimes, simple is
mean? complex)

89
 PROBLEM SOLVING TECHNIQUE (2)
LINE DRAWING

 Useful for situations in which

 The applicable moral principles are clear
 But there seems to be ‘gray area’ about which ethical principle applied
 To determine:
 Whether the problem is more like the positive or negative paradigm
 Whether it is acceptable or unacceptable

90
 CONT. (REQUIREMENTS IN LINE DRAWING)
1. Positive extreme: do not look at
the previous report at all
2. Negative extreme: copy the
previous report, put your name on
it and hand it in as your own.
3. Use the same topic, but re-do all
the research
4. Use the same topic and use the
previous report as a cited
reference
5. Use the same general ideas
from the previous reports, but
don’t bother citing
6. Use the same topic and cited
references as the previous report
without credit
7. Read the report only to get an
idea of the format and detail
required
8. Use the same topic and cited
references as the previous report
but acknowledge
91
CONT. (MULTI LINE DRAWING)

92
 PROBLEM SOLVING TECHNIQUE (3)
3. Flow Charting
 Provides a visual picture of a
situation and helps one
establishes sequences,
identify moral issues and
consequences of actions.
 A very logical way to dissect a
problem and to understand all
of the consequences
 A very visual way to observe
possibilities

93
CONT.

94
 PROBLEM SOLVING TECHNIQUE
3. FLOW CHARTING- CONT.
 As with line graphs, one must
be as objective as possible
 It is very similar to flow charting
any engineering problem using
a series of decision blocks that
state yes or no
 Different flow charts can be
used to emphasize different
aspects of the same problem
 Essential
1)To be as objective as
possible
2)To approach flow charting
honestly
 The key to effective use:
1)To be creative in
determining possible outcomes
and scenarios
2) Not to be shy about
getting a negative answer and
deciding to stop the
project
 Advantages of the technique:
 Gives a visual picture of a
situation
 Allows you to readily view the
sequences that flow from
each decision
95
ORGANIZATIONAL POLICY
ON MISCONDUCT
 Organizational policy on misconduct

Dismissing an employee for gross misconduct

| Co-operatives UK
https://www.youtube.com/watch?v=HfjHSVp6
aDs&t

97
STEPS FOR HANDLING EMPLOYEE MISCONDUCT

https://www.youtube.com/watch?v=HfjHSVp6aDs&t
98
STEPS FOR HANDLING EMPLOYEE MISCONDUCT

 Handling and responding to employee resources or a senior member of behind the discipline. Make sure that
misconduct can be a very stressful management. This internal review will you are disciplining consistently. The
situation for an HR professional. Not to ensure consistent discipline and longer you wait, the more likely you will
mention, a huge liability. However, minimize the risk of a discrimination not discipline altogether.
following a consistent procedure can claim.
help the process go smoothly and can  Keep your goals in mind when
help you avoid further problems. The  Keep the situation in context with the disciplining: Remember that the intent
steps outlined below are great employee’s history: Weigh the offense is to correct the misconduct and modify
strategies for effectively dealing with in the context of the employee’s overall the behavior, not to punish the
misconduct when a situation arises. record. The disciplinary measure will employee for wrongdoing.
likely be fairer. If it’s the employee’s first
 Gather all the facts about the incident: incident of misconduct, consequences  Maintain all documentation related to
Taking the time to talk to all relevant will often be less severe than if it was the incident: Should the disciplinary
information will lead to good the same employee’s sixth incident of decision come into question, you’ll be
disciplinary decisions and may prevent misconduct. thankful you’ve kept copies of interview
future litigation. When interviewing transcripts, bits of evidence and
employees or witnesses, it’s always a  Deal with situations as soon as anything else that backs up your
good idea to have two individuals in the possible: Waiting to respond to a decision.
room. disciplinary concern may raise questions
about your motive. If the discipline is
 Don’t make termination decisions severe, it’s undermined by the
alone: When making an employment employer’s delay in responding or may
termination decision, involve human prompt questions as to the real motive

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 DISMISSING STAFF ??
 Misconduct action plan with timescales for  Gross misconduct
improvement and warn them that you’ll
 Misconduct can include things like consider dismissal if there’s no  Gross misconduct can include things like
persistent lateness or unauthorised improvement. theft, physical violence, gross
absence from work. negligence or serious insubordination.
 Hold a third meeting if their
 To make sure the dismissal is fair when performance or behaviour is still not up  With gross misconduct, you can dismiss
misconduct isn’t ‘serious’ or ‘gross’: to standard by these new deadlines. the employee immediately as long as
Warn them that dismissal is now you follow a fair procedure. You should
 Arrange a meeting with the employee, possible. After the meeting - or appeal if investigate the incident and give the
telling them the reason for it. At the there is one - decide whether to give employee a chance to respond before
meeting, give them a chance to explain the employee a further chance to deciding to dismiss them.
and issue a first written warning if improve, or dismiss them. You must tell
you’re not satisfied with their reasons. the employee of your final decision,  One-off incidents
In the warning, tell them how you whatever it is.
expect them to improve and over what  An informal discussion may be enough
period - warn them that if they don’t  Serious misconduct to resolve the issue if the misconduct or
improve enough, you’ll give them a final underperformance was a one-off and
written warning.  You can issue a single ‘first and final’ the employee has a good disciplinary
written warning if the misconduct or record.
 Hold a second meeting if their underperformance is serious enough.
performance or behaviour hasn’t Explain that not improving could lead to 
improved enough by the deadline - give dismissal. ‘Serious enough’ includes if
them a chance to explain and issue a it’s likely to or has caused serious harm
final written warning if you’re not to the organisation itself.
satisfied with their reasons. Revise the

100
 EXAMPLE ORGANIZATIONAL POLICY ON MISCONDUCT

 PURPOSE
 [Name of organisation] may discipline an
employee who engages in unacceptable
behaviour.
 The purpose of this policy is ensure that
employees are aware of behaviour that could
amount to misconduct and that all relevant
parties are aware of [name of organisation]'s
policy for dealing with misconduct.
 SCOPE
 This policy applies to all employees of [name of
organisation] unless otherwise specified.
 POLICY
 [Name of organisation] expects employees to
observe acceptable standards of behaviour.
 Employees must not engage in behaviour that
amounts to misconduct (including serious
misconduct) at the workplace. This includes
where employees are working on site or off-site,
attending a work-related conference or function,
or attending a client or other work-related event,
including retreats and social events.

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EXAMPLE ORGANIZATIONAL POLICY ON MISCONDUCT
 Misconduct  unacceptable disruptive behaviour;
 Where an employee engages in misconduct or  unauthorised absence from the workplace; and
alleged misconduct, the processes in this policy
will be followed.  repeatedly being late for work without lawful
excuse.
 Behaviour amounting to misconduct includes,
but is not limited to, the following:  When proven, misconduct may provide a valid
reason for termination of an employee's
 failing to obey lawful and reasonable employment with notice.
instructions of [name of organisation];
 failing to follow defined policies, procedures
and rules;
 failing to share relevant information with [name
of organisation];
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ORGANIZATIONAL POLICY ON MISCONDUCT
 Serious misconduct  assault;
 Whether misconduct amounts to serious misconduct  intoxication at work;
depends on the particular circumstances of a given
case. Supervisors/managers should consider the  use of derogatory, violent or abusive language;
circumstances fully as they apply to the particular
employee when determining whether or not the  fighting;
employee has engaged in conduct that could be  failure to observe safety rules;
considered serious misconduct.
 concealment of a material fact on engagement;
 Behaviour amounting to serious misconduct includes,
but is not limited to:  obscenity;
 willful or deliberate behaviour that is inconsistent  dishonesty in the course of the employment; and
with the employee's contract of employment;
 criminal conduct including conduct that, if proven,
 theft; renders the employee completely unfit for work.
 fraud;

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 ORGANIZATIONAL POLICY ON MISCONDUCT

the Human Resources Department);

 RESPONSIBILITIES
 instances or allegations of misconduct are reported to the
 The Human Resources Department is responsible for Human Resources Department; and
ensuring that:  all necessary assistance is provided to the Human
 the processes in this policy are followed in relation to all Resources Department or any other person investigating an
instances and allegations of misconduct; instance or allegation of misconduct.
 employees that are the subject of any investigation are
afforded procedural fairness; and  Employees are responsible for ensuring that they:
 confidentiality is maintained to the greatest extent  comply with this policy and related procedures; and
possible.
 report any instances or allegations of misconducts to the
 Supervisors/managers are responsible for ensuring that: relevant manager, or the Human Resources Department, as
appropriate.
 where appropriate, they try to informally resolve any
instances or allegations of employee misconduct with the
employee(s) involved in first instance (in consultation with
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 ORGANIZATIONAL POLICY ON MISCONDUCT
 PROCESSES be conducted in accordance with the principles of procedural
fairness. Employees accused of misconduct will be given an
 A breach of this policy or related procedures may lead to opportunity to respond to the allegations against them and
disciplinary action and possible dismissal. Where [name of may have a support person present at any disciplinary meetings
organisation] considers that an employee has engaged in with [name of organisation].
serious misconduct, [name of organisation] may dismiss the
 Any meetings relating to instances or allegations of misconduct
employee without notice.
or serious misconduct will be conducted by two members of the
 Each instance or allegation of misconduct will be considered by Human Resources Department, one of whom will act as a note
[name of organisation] on its own merits, and any mitigating taker.
circumstances will be taken into account.
 If [name of organisation] decides that the appropriate action is
 Where an employee is accused of engaging in misconduct, it is to dismiss an employee, the employee will be provided with
open to [name of organisation] to stand the employee down on the full reasons for the decision.
full pay in order to further investigate the matter.

 Investigations into instances or allegations of misconduct will

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