ABSTRACT
This chapter examines what it means to say that a manager is ethical and what it means to say that an organization is ethical. It identifies ways that top executives can create and support an ethical culture. The chapter describes the roles of policy-making and policy execution in maintaining an ethical culture. Aristotle maintains that the ethical individual is the one who usually or normally performs ethical acts. Ethical managers, by the nature of their jobs, make many decisions and take many actions. One definition of organizational culture is the deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously, and that define in a basic taken-for-granted fashion an organization's view of it and its environment. Rewards in an organization certainly include monetary compensation, but can also include a range of other things from titles to employee-of-the-month parking spaces. Salary is the most basic form of monetary reward.
