THE ETHICAL

CORPORATE
CULTURE
BUSINESS ETHICS AND SOCIAL RESPONSILIBITY
Time to learn!
I. Introduction
II. The Corporate Culture
III. Functions Of The Corporate Culture
IV. Understanding corporate culture Primary goals
V. Ethical Leadership And Management
VI. Ethical Issues

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THE ETHICAL CORPORATE
CULTURE
Corporate ethical culture can be defined as some aspects of organizational

culture that promote ethical conducts and prevent unethical conducts

among employees. In fact, corporate ethical culture has two main dimensions;

promoting ethical conducts and preventing unethical conducts.

THE
CORPORA
TE
CULTURE
THE
CORPORATE
• EveryCULTURE
organization has a culture that consists of shared
pattern of beliefs, expectations, and meanings that
influence and guide the thinking and behavior of the
members of that organization.
• While culture shapes the people in the organization, the
people also contribute in shaping the culture of the
organization (Hartman 2014)
• Organizational or Corporate culture is the system of
shared actions, values, and beliefs that develops within
an organization and guides the behavior of it’s members
5
There are business organizations that expect employees to work for
long hours and even on weekends if needed.

EXAMPL
•ESOracle
• T-Mobile
• Apple
• Cruise Automation
• PayPal
• Splunk
• Groupon
• JPMorgan
• Wayfair
• Lyft
There are companies that value work-life balance, so they
encourage employees to clock out at a certain time so they
can spend more time with their families or on personal
interests.

Dropbox
• is a file hosting service operated by the
American company Dropbox, Inc.,
headquartered in San Francisco, California,
U.S. that offers cloud storage, file
synchronization, personal cloud, and client
software.
EXAMPLES

SailPoint, Asana, MathWorks

7
7
The companies that have a vibrant culture, where
everyone’s creativity is honed and generating new and
innovative ideas is greatly encouraged.

Zappos
Zappos is an online shoe and clothing
retailer whose number one priority is
company culture. It places a strong
emphasis on cultural fit when hiring people,
and new employees are offered $2,000 if
they feel the job isn’t for them. One of
Zappos’ core values is to be adventurous,
creative, and open-minded. Even its
customer service representatives don’t have
to follow scripts or abide by time limits on
their calls. The only aim is to wow the
customers with creativity and presence of
mind. Check out the openings at Zappos.
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There are also companies with very traditional style of management
where employees are required to be in the office at a certain time and
are given disciplinary action if they are tardy for several times. This
only shows that different business organizations have their own unique
culture.

Employees must adhere to

their workplace schedule
and obtain approval from
their supervisor in advance
of any requested schedule Absent
changes. Departments have An employee is deemed absent when he/she is unavailable for work as
assigned/scheduled and such time off was not scheduled/approved in advance as
discretion to evaluate required by department notification procedure.
extraordinary II. Tardy
circumstances. HR An employee is deemed to be tardy when he/she:
•Fails to report for work at the assigned/scheduled work time. In these instances,
Consultants are available to managers may replace the tardy employee for the full shift.
advise supervisors. •Leaves work prior to the end of assigned/scheduled work time without prior supervisory
approval.
•Takes an extended meal or break period without approval
•Arrives to work past his/her scheduled start time may be replaced for the full shift at the
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discretion of his/her supervisor.
While corporate culture is built and moulded over time, it may still
change depending on the leaders that move the company forward.
Changes in policies (e.g., Dress code).
For example, if a company suddenly decides to disallow casual attire
on Fridays and require corporate attire as dress code all week, it may
harbour ill feelings among employees who may be looking forward to
dressing up casually once a week. On the other hand, if the
management decides to change the dress code from strictly
corporate to casual, it may appear that the current leaders are
becoming younger and bolder in their actions.
Summary:
Corporate culture can change depending on the leaders and changes in policies, such
as disallowing casual attire on Fridays and requiring corporate attire all week.

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Corporate ethical culture is the system of
shared actions, values, and beliefs that
develops within an organization and guides the
behaviour of its members.

OVER ALL SUMMARY

It has two main dimensions: promoting ethical
conducts and preventing unethical conducts.
Different business organizations have their own
unique culture, which can change depending
on the leaders and policies.

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FUNCTIONS OF
THE CORPORATE
CULTURE
A company’s culture the thinking, behaviour, and decides of its
members according to the company’s beliefs and values.
According to Edgar H. Schein, Author of Organizational culture
and Leadership (2010), the two main reasons why culture
develops in organizations is because of:
External Adaptation Internal Integration
This requires the organizational culture to This starts with the establishment of
determine how the company will reach its goals an identity that is unique to the
accomplish its task, identify methods to
achieve its goals, and place measures to cope business organization. Members
with success or failure. external challenges, acquire this identity trough their
such as economic downturn, bad weather, interaction with each other. This
political issues, and government regulations enables the members to work in
that may affect how the company achieves its harmony
goals, will have to be dealt with in accordance
with the company's culture.
For example, if there is a delay in releasing the
company’s imported raw materials from
customs, what should the company do in order
to expedite the process?. The corporate culture
will determine the answer to this question.
Summary
Organizational culture determines how the company
will reach its goals, identify methods to achieve them,
and place measures to cope with external challenges.
Areas of growth

B2B Supply chain ROI E-commerce

Q1 4.5 2.3 1.7 5.0

Q2 3.2 5.1 4.4 3.0

Q3 2.1 1.7 2.5 2.8

Q4 4.5 2.2 1.7 7.0

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“ Business opportunities are
like buses. There's always

”
another one coming.
Richard Branson

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Meet our team
Takuma Hayashi Mirjam Nilsson
President Chief Executive Officer

Flora Berggren Rajesh Santoshi

Chief Operation Officer VP Marketing

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The full team

Takuma Hayashi Mirjam Nilsson Flora Berggren Rajesh Santoshi

President Chief Executive Officer Chief Operations VP Marketing
Manager

Graham Barnes Rowan Murphy Elizabeth Moore Robin Kline

VP Product SEO Strategist Product Designer Content Developer

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Plan for product launch

1 2 3 4 5
Planning Marketing Design Strategy Launch
Synergize scalable Disseminate Coordinate Foster holistically Deploy strategic
standardized e-business superior networks with
e-commerce metrics applications methodologies compelling e-
business needs

09/05/2024 PRESENTATION TITLE 19

Timeline
Sep 20XX Jan 20XX May 20XX
Synergize scalable Coordinate e-business Deploy strategic networks
e-commerce applications with compelling e-business
needs

Disseminate standardized Foster holistically superior

metrics methodologies

Nov 20XX March 20XX

09/05/2024 PRESENTATION TITLE 20

Areas of focus
B2B market scenarios Cloud-based
Develop winning strategies to
opportunities
Iterative approaches to corporate
keep ahead of the competition strategy
Capitalize on low-hanging fruit to Establish a management
identify a ballpark value framework from the inside
Visualize customer directed
convergence

09/05/2024 PRESENTATION TITLE 21

How we get there
ROI Niche Markets Supply chains
Envision multimedia- Pursue scalable Cultivate one-to-one
based expertise and customer service customer service with
cross-media growth through sustainable robust ideas
strategies strategies
Maximize timely
Visualize quality Engage top-line web deliverables for real-
intellectual capital services with cutting- time schemas
edge deliverables
Engage worldwide
methodologies with
web-enabled
technologies

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SUMMARY
At Contoso, we believe in giving 110%. By using our next-generation
data architecture, we help organizations virtually manage agile
workflows. We thrive because of our market knowledge and great team
behind our product. As our CEO says, "Efficiencies will come from
proactively transforming how we do business."

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THANK YOU
Mirjam Nilsson​
[email protected]
www.contoso.com