Strengthening Employee Ethical Behavior

Duration: 60 Minutes
Internationally, a fiduciary duty refers to the highest standard of care imposed through equity or law. Expected behavior of a fiduciary is loyalty to the person or group (principal) owed a duty. Consequently, managers must not place their affairs before the obligation and must not benefit from their status as a fiduciary, unless the principal consents. Specifically, managers should avoid engaging in activities where personal interests and fiduciary duty conflict; as well as situations where their fiduciary duty conflict with another fiduciary duty. Furthermore, a fiduciary should not seek personal benefit from their fiduciary position without express principal knowledge and consent.
Employee Ethical Behavior
Instructor: Robert E. Davis
Product ID: 507558
Objectives of the Presentation
  • Leadership support
  • Ethical behavior modeling
  • Manager-leader communications
  • Corporate goals, processes, and strategies ethics integration
  • Performance management systems principles integration
  • Recruitment and employee selection process ethics integration
Why should you Attend
The root explanation or justification for manager-leaders enacting a values-based moral response to an organizational-ethical dilemma is the adoption of a duty or obligation. Therefore, duty or obligation falls under the general deontological category of imperatives. As agents of the business, manager-leaders are subject to the expectations and pressures of stakeholder constituents. Thus, manager-leaders assume the responsibilities of an organizational fiduciary with a fiduciary duty. Consequently, manager-leaders must often deal with issues that relate to organizational potency and viability while simultaneously balancing the needs of various stakeholders.

Employees that value compliance, usually, hold honesty and integrity as desirable personal traits or fear noncompliance repercussions. Considering fiduciary tenets and accepting organizations utilize a top-down approach for legal requirements compliance; an expectation exists for organizational personnel. Nevertheless, an Ethics Resource Center study discovered that 44% of survey respondents believed their firms exhibited signs of a weak ethics. Therefore, given the reputational and financial risks, manager-leaders must comprehend the influence they can have in instituting an ethical organizational culture.

At the end of this session, the speaker will handle your specific questions and address any challenges you have/had in setting Integrating COBIT with other frameworks.

Areas Covered
  • Corporate governance alignment with business ethics
  • The value framework under which business decisions are taken
  • The ethical framework under which business decisions are taken
  • The moral framework under which business decisions are taken
  • Vision statement alignment
  • Mission statement alignment
  • Implementation of continuous business ethics reinforcement
Who will Benefit
  • Financial Managers
  • Operational Managers
  • Marketing Managers
  • Information Security Managers
  • Information Systems Managers
  • External Auditors
  • Internal Auditors
Topic Background
Ethics can represent the science of human duty or rules of responsibility drawn from personal duty science. Moreover, ethics can refer to a system of principles and rules concerning duty or the rules of practice linking a social action class. Typically values perceptions sustain fiduciary relationships. For example, moral values held by the organization’s employees directly affect compliance. Therefore, organizational leadership has a responsibility to provide a healthy ethical environment that fosters performance consistent with the highest ethical standards.

Organizational values address morality regarding an overall image perception as well as detail edicts consisting of regulatory guides for behavior. Values link to principles and standards aligned with deontological theory. Under this theory, values are determined only through rational judgment if an action is right or wrong. Organizational manager-leaders can influence moral decisions through the use of persuasion and create a culture that bolsters motives and links affecting decisions.
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Instructor Profile:
Robert E. Davis obtained a Bachelor of Business Administration degree in Accounting and Business Law and a Master of Business Administration degree in Management Information Systems from Temple and West Chester University; respectively. In addition, during his twenty years of involvement in education, Robert acquired Postgraduate and Professional Technical licenses in Computer Science and Computer Systems Technology. Robert also obtained the Certified Information Systems Auditor (CISA) certificate - after passing the 1988 Information Systems Audit and Control Association's rigorous three hundred and fifty multiple-choice questions examination; and was conferred the Certified Internal Controls Auditor (CICA) certificate by the Institute for Internal Controls.

Since starting his career as an information systems (IS) auditor, Robert has provided data security consulting and IS auditing services to the United States Securities and Exchange Commission, United States Enrichment Corporation, Raytheon Company, United States Interstate Commerce Commission, Dow Jones & Company and Fidelity/First Fidelity (Wells Fargo) corporations as well as other organizations; in staff through management positions. Prior to engaging in the practice of IS auditing and information security consulting; Robert (as a corporate employee) provided inventory as well as general accounting services to Philip Morris, USA and general accounting services to Philadelphia National Bank (Wells Fargo). Furthermore, he has prior experience as a freelance writer of IT audit and information security training material.

Robert has authored articles addressing IT issues for The Institute of Internal Auditors, IT Governance LTD and ISACA as well as peer reviewed Carnegie Mellon University's technical report "Comparing eSCM-SP v2 and COBIT" and five chapters of Bloomsbury's "Effective Auditing for Corporates". Robert is a member of the American Association of University Professors, ISACA, and The Institute for Internal Controls. Robert is a Fox Management Information Systems professor of IT auditing and cyber-security at Temple University. He is also a college computer science and mathematics instructor, having previously taught at Cheyney University and Bryant & Stratton College.

In regards to training individuals in the information systems audit process; he has provided instruction to the Data Processing Management Association, ISACA-Philadelphia Chapter CISA Review Course participants, 3rd Annual Securasia Congress delegates and an Internet CISA study group. Based on his accomplishments, Robert has been featured in Temple University's Fox School of Business and Management Alumni Newsletter as well as The Institute for Internal Controls e-newsletter. Furthermore, he is listed as: the Temple University (First and Inaugural) CISA-in-Residence, a Temple University Master of Science in IT Auditing and Cyber-Security Advisory Councilmen, an IT Governance LTD expert panel member, a leading expert and specialist by The Compliance Authority as well as an International Association of IT Governance Standards honorary member.
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