| Description |
1 online resource (353 pages). |
| Physical Medium |
polychrome |
| Description |
text file |
| Series |
Civil Justice Systems Ser.
|
|
Civil Justice Systems Ser.
|
| Note |
Description based upon print version of record. |
| Contents |
Intro -- Acknowledgements -- Contents -- List of Figures, Tables and Boxes -- List of Case Studies -- List of Abbreviations -- Preface -- Part I: The Ideas -- 1. Why Do People Conform to Rules or Break Them? Piecing Together the Evidence -- How the Brain Produces Behaviour -- The Need to Check -- Bending the Rules -- People Think They Comply, Even if They Don't -- Targets, Stress and Mixed Messages -- Group Culture -- How Do We Apply This Knowledge? -- Conclusions -- 2. Characteristics to Build on -- Ethics are Innate in Humans |
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Levels of Development of Human Psychological Consciousness and Organisations -- The Importance of Fairness in Observing Rules -- Conclusions -- 3. The Traditional Way of Enforcing the Law: Deterrence -- Problems with Deterrence -- The Example of Competition Law -- Incredible Deterrence -- Shifts to Enforcement against Individuals -- Shifts from Deterrence -- Reputation and Identification -- What Many UK Enforcers Actually Do -- Science Not Theory -- A Repressive Society or an Open Collaborative Society? -- Stages in the Development of Human Society -- Conclusions |
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4. Fair and Proportionate Measures -- Fairness in Response to Wrongdoing: We Don't Just Go Soft -- Proportionate Responsiveness -- Case Studies -- Conclusions -- 5. The Need for Cooperation -- Cooperation is Essential for Business -- An Adult-Adult Relationship -- Organisational Structures -- Monitoring Systems: Constant Circulation of Information -- A Cooperative Model of Regulation -- Some Examples of Coordination in Regulation -- Conclusions -- 6. Trust Within and in Organisations -- Compliance with Rules is Socially Constructed -- The Importance of Trust -- Evidence for Placing Trust |
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Aberrant Personalities: Trust and the Unemotional -- Shifts in Corporate Values -- Conclusions -- 7. How to Learn and Improve Performance: An Open Culture without Blame -- Blaming Prevents People Sharing Information -- The Root Causes of Accidents -- Aviation Safety Research -- Safety Regulation in Civil Aviation -- The Current Approach of the Civil Aviation Authority -- Accountability and Responsibility in a Just Culture -- Boards and Just Culture -- An Elusive Open Culture: The NHS -- The Importance of an Educated Public Response -- Conclusions |
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8. Why Should We Be Ethical? Ethical Business Practice as Sound Commercial Strategy -- The Social Licence to Operate -- Job Satisfaction, Focus and Efficiency -- The Financial Rewards of Ethical Culture -- Ethical Business Practice as a Sound Regulatory Strategy -- Being Unethical Causes Damage -- Conclusions -- Part II: Where We are Now -- 9. The Status of Corporate Governance -- The Conflict between Ethics and Profits -- The Mirage of Maximising Shareholder Value -- Can Corporate Structures Impede Ethical Behaviour? -- Ethical Structures Tend to Be Open and Flat |
| Note |
Corporate Governance and Culture: International Statements |
| Local Note |
eBooks on EBSCOhost EBSCO eBook Subscription Academic Collection - North America |
| Subject |
Corporate governance -- Law and legislation -- Moral and ethical aspects.
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Corporate governance -- Law and legislation. |
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Commercial law -- Moral and ethical aspects.
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Commercial law -- Moral and ethical aspects. |
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Commercial law. |
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Business ethics.
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Business ethics. |
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Tort liability of corporations.
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Tort liability of corporations. |
| Genre/Form |
Electronic books.
|
| Added Author |
Steinholtz, Ruth.
|
| Other Form: |
Print version: Hodges, Christopher Ethical Business Practice and Regulation : A Behavioural and Values-Based Approach to Compliance and Enforcement London : Bloomsbury Publishing Plc,c2017 |
| ISBN |
1509916377 |
|
9781509916375 (electronic book) |
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