Thesis (Ed.D.)--Teachers College, Columbia University, 1965. / Typescript; issued also on microfilm. Sponsor: Philip H. Phenix. Dissertation Committee: Paul Essert. Includes bibliographical references.

Thesis (M.S.)--Naval Postgraduate School, 2002. / Thesis advisor(s): Jeffrey Cuskey, David V. Lamm. Includes bibliographical references (p. 53-54). Also available online.

Thesis (M.A. in philosophy)--Washington State University, December 2008. / Title from PDF title page (viewed on Feb. 19, 2009). "Department of Philosophy." Includes bibliographical references (p. 43-49).

Thesis (Ph.D.)--The University of Utah, 2007. / Includes bibliographical references.

Ethics is becoming important in organisations today as organisations strive to create strong ethics cultures. There are different ways in which ethics can be conveyed to employees. This dissertation was aimed at establishing whether induction is an appropriate vehicle to convey organisational ethics to employees, and if so, how it could ideally be utilised. To seek an answer to the research question posed above, a literature study that explored the themes of business ethics and induction was firstly conducted. Thereafter, from a qualitative research paradigm, personal, in-depth interviews were conducted with human resources managers, line managers and new employees who attended a company’s induction programme. The responses were coded, analysed and significant themes were extracted. It was found that induction is indeed a useful vehicle to contribute to the institutionalisation of organisational ethics. Induction should, however, be used in conjunction with other interventions should the organisation aspire to creating an ethics culture over time. Implications of the findings for managerial tertiary education were indicated. Recommendations for further research into the topic were also presented. / Prof. L.J. Van Vuuren

M.B.A.

M.A. / Today's public managers in the South African public service face complex ethical dilemmas, often having to weigh personal and professional values against current opinion and the law. In the climate of increasing concern over ethical conduct in public service, they should adhere to ethics management. Research for this dissertation indicates that ethics in the public service is poorly managed. It is the responsibility of the public managers to ensure that ethical values, such as efficiency, honesty and integrity, to name just a few, are instilled in their subordinates from the first day of their appointment. Public managers are doers and deciders ...

A thesis submitted to the Faculty of Commerce, Administration and Law in filfilment of the requirements for the Degree of Masters in Commerce in the Department of Accounting at the University of Zululand, South Africa, 2011. / “We are conscious of the reality that corruption in many forms has deeply infected the fibre of our society. Precisely because we face the challenge of dealing with systematic corruption, we need a dispassionate and systematic approach to this question.” Nelson Mandela, at the opening of Parliament (February 17, 1995) It would appear that the integrity of leading organizations, and the ethical behavior of leaders in the workplace, can have a positive impact on the organization as a whole. Many such leaders are moulded and developed in our institutions of higher education. Is there then an onus on these institutions to attempt to instill such ethical values into tomorrow’s leaders? Business ethics courses have in recent years become prevalent world wide, and more recently here in South Africa. The question that begs asking however is: Does teaching an ethics course to students have an effect on their moral judgment, competence and attitudes toward corporate ethics? Many believe that integrity, and hence ethical behaviour, is not something that can be acquired as an adult, but is dependent on your upbringing, social status and perhaps religion. These aspects of life may form a foundation for thinking, but as we are constantly growing and developing, especially in the formative years, they too can be developed. Based on the undisputed need for ethical leaders the following hypothisis was developed. Higher education institutions using a well-designed Ethics instruction programme can positively influence the undergraduate student’s moral judgment competence and attitude toward corporate ethics. A literary review was conducted including both local and international studies. Based on this a survey instrument was prepared, tested and distributed. Solomon’s four group design was chosen as the most appropriate method of research. Although this research showed no statistical or practical improvement in students’ attitude toward business ethics I believe the teaching thereof at least provides the student with an awareness of the situations she/he may encounter on entering the business world. It also provides methods for resolution of conflict both internal and external to which the student may later refer. In this study there were not found to be any significant demographics affecting students’ attitudes, however the sample did have demographic limitations. As significant resources are allocated to the teaching of ethics it would be prudent to conduct further research into the effectiveness of teaching business ethics. The purpose of further research would not be to justify no longer teaching ethics, but to develop a standard of best practice in this regard. We can not change the world overnight and we possibly can not even change the views of an entire group, but if we can just create one ethical leader we have made a difference to the world.

M.Comm. / Corporate governance has become a heated topic of debate when meetings arise and new legislation is drafted. It is also a means to mould new ways of doing business as more and more businessmen are found to be committing irregularities in their actions. Fraud has become rife with over 30 000-fraud cases reported annually. Where will it end and how to curb this? Within this study, a comparison is drawn between corporate governance and ethics. The interrelationship between the two is noted and compared. The differences are brought forward and similarities discussed. The study tries to define ethics and corporate governance. It then moves on to establish which are the principles of corporate governance. This is followed by an evaluation of ethics and corporate governance. Finally, recommendations are made to make corporate governance more effective. These are hard questions but ones, which need answering. The study concerns itself with the study of corporate governance and ethics. Corporate governance is not merely a theoretical tool but one, which needs to be practiced. The question concerning the fact that ethics is synonymous to corporate governance is questioned and answered. In question are the definitions of ethics and corporate governance. Each is defined but the realisation that there is more than one definition of each, which is widely used, is debated. Each definition brings its own problems but also proves that it is vital to the whole. Definitions are usually one-liners, which instil an author’s point of view. To complement each definition further elaborance is made. Each of these further defining statements are discussed and compared to the definitions. A comparison is sought and the purpose of these elaborances is discussed. The principles of corporate governance are documented and later discussed in detail. Comparisons with ethics are drawn and the principles are later discussed with practical examples to serve as guidelines and examples. The driving principles of corporate governance and the King report are debated and transparency proves to be the driving factor over and above all other principles. Within the study, it becomes apparent that corporate governance is only essential in big business. Small to medium business is left out. Why should this be? Another provocative question reviewed is the question of whether corporate governance is essential or not. Why all this fuss over a theoretical report. However, to discuss corporate governance without ethics is like using only half measures in a teacup. Defining ethics is easy but the real study comes forth when the true essence of what is ethics is debated. Morality is a factor but the inner soul’s consciousness of what is right or wrong is discussed. The laws of human nature serve all. The scales can be tipped either way if the price is perceived high enough. The rights and obligations of ethics are questioned together with the director’s responsibilities in determining the ethical climate in business.

In this research report, I question the moral justification of bureaucracy. After pointing out some arguments in favour of bureaucracy and some teleological, or result-based, arguments against bureaucracy, I pay particular attention to deontological, or process-based, moral arguments against bureaucracy. The two main arguments against bureaucracy that I address are (1) that bureaucracies constitute unfair decision making procedures in democratic societies, and (2) that bureaucracies treat their participants (both clients and workers) disrespectfully. I then give some suggestions of what a promising alternative to bureaucracy might look like, based on the two main arguments against bureaucracy that I consider. Ultimately, I conclude that it is still an open question whether bureaucracy is morally justified, but that my research brings to the fore some serious moral problems with bureaucracy that are worth taking note of. Even if it turns out that the results of bureaucratic organisation are so beneficial that bureaucracy is, all things considered, justified, the moral problems that I point out in this research are worth serious consideration.