ABSTRACT
There is a belief that if an organization invests in rule-based moral management it will become more ethical in its behaviour through the behaviour of organizational members. Ingredients of rule-based moral management include ethical audits, ethics training, whistle-blowing mechanisms, disciplinary procedures, codes of conduct, ethics programmes and officers, ethical decision-making systems and so on. There is also a belief that the moral climate of an organization can be detached from the moral climate of society, the moral climate of business and industry and from the moral sense of individuals. Indeed, in order to have any chance of moral management within organizations it is critical, perhaps, that this separation takes place. If behaviour in organizations is a reflection of the business system and the moral sense of individuals (and/or is related to society), organizational rule-based moral management is at best difficult and at worst untenable.
