Ethics Case

The attainment of ethical judgment in a business context is often preceded by years, even decades of experience that contribute to the moral and ethical foundation of a person's personality. The myriad of factors that influence a person's ethical and moral view of society are so numerous that no single factor can be attributed to their business-based moral framework and logic (De George,1987). Personal ethics are most closely aligned with the cultural, moral, religious and socioeconomic factors that influence a person's perception of right and wrong, including the development of constructs and frameworks that guide their interpretation of business-related decisions (Park, 1998). Personal ethics then are formed through a more multitudinous series of factors than any single model can assume to capture or emulate (Bartol, Tein, Matthews , Sharma & Scott Ladd, 2010). This is why the development of specific strategies for managing and promoting ethics within enterprises is so difficult to attain and keep coordinated across an extended period of time and broad base of employees.

With the accumulative effects of experiences a manager has leading to their basic view of ethicacy, their perspectives, viewpoints and moral compass, or sense of right and wrong, need to be thoroughly explored prior to being hired (Rossouw, 2008).

Enterprises need to keep in mind they are combining strategies, resources and commitments to their objectives while at the same time their managers are progressing on a journey of ethics and personal discovery of just what their moral compass is, and how it is changing. This progressing is marked by their experience and development as managers as well, and can often be seen from a maturation standpoint in the quality and depth of their leadership (Bartol, Tein, Matthews , Sharma & Scott-Ladd, 2010). Managerial ethics is easily explained yet very difficult to put into practice; theories abound yet best practices is very difficult for many managers and leaders to attain given the pressures they have on themselves to excel and make results happen fast (Bartol, Tein, Matthews , Sharma & Scott-Ladd, 2010). The potential for ethical leadership cannot be easily ascertained, and the decision making processes of managers and their ethical foundations can't be easily quantified through testing (Svensson, Wood, 2008). The best measure of ethnicity of a potential managerial candidate is the pattern of decisions they have made and the ethical outcomes of them (Bartol,Tein, Matthews , Sharma & Scott-Ladd, 2010). Being able to evaluate the overall performance on an ethical decision of a manager or leader can be more closely evaluated if the managerial candidate has come out of a publically-held company where the financial statements of the firm can be evaluated. The concept of reference checks and being able to evaluate through 360-degree new hire reviews can also serve to show how a manager or leader