RT Article
T1 Ethics in Practice: What Are Managers Really Doing?
JF Journal of business ethics
VO 70
IS 2
SP 151
OP 163
A1 Velthouse, Betty
A1 Kandogan, Yener
LA English
PB Springer Science + Business Media B. V
YR 2007
UL https://www.ixtheo.de/Record/1785626957
AB 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.
K1 ranking of managerial skill sets
K1 managers’ perception of ethics
K1 Ethical categories
DO 10.1007/s10551-006-9102-9