Business Ethics - A Successful way of conducting business Definition of Business Ethics Business Ethics refers to carrying business as per

self-acknowledged moral standards. It is actually a structure of moral principles and code of conduct applicable to a business. Business ethics are applicable not only to the manner the business relates to a customer but also to the society at large. It is the worth of right and wrong things from business point of view. Business ethics not only talk about the code of conduct at workplace but also with the clients and associates. Companies which present factual information respect everyone and thoroughly adhere to the rules and regulations are renowned for high ethical standards. Business ethics implies conducting business in a manner beneficial to the societal as well as business interests. Every strategic decision has a moral consequence. The main aim of business ethics is to provide people with the means for dealing with the moral complications. Ethical decisions in a business have implications such as satisfied work force, high sales, low regulation cost, more customers and high goodwill. Some of ethical issues for business are relation of employees and employers, interaction between organization and customers, interaction between organization and shareholders, work environment, environmental issues, bribes, employees rights protection, product safety etc. Below is a list of some significant ethical principles to be followed for a successful business1. Protect the basic rights of the employees/workers. 2. Follow health, safety and environmental standards. 3. Continuously improvise the products, operations and production facilities to optimize the resource consumption 4. Do not replicate the packaging style so as to mislead the consumers. 5. Indulge in truthful and reliable advertising. 6. Strictly adhere to the product safety standards. 7. Accept new ideas. Encourage feedback from both employees as well as customers. 8. Present factual information. Maintain accurate and true business records. 9. Treat everyone (employees, partners and customers) with respect and integrity. 10. The mission and vision of the company should be very clear to it.

11. Do not get engaged in business relationships that lead to conflicts of interest. Discourage black marketing, corruption and hoarding. 12. Meet all the commitments and obligations timely. 13. Encourage free and open competition. Do not ruin competitors image by fraudulent practices. 14. The policies and procedures of the Company should be updated regularly. 15. Maintain confidentiality of personal data and proprietary records held by the company. 16. Do not accept child labour, forced labour or any other human right abuses.

Social Responsibilities of Managers Social responsibility is defined as the obligation and commitment of managers to take steps for protecting and improving societys welfare along with protecting their own interest. The managers must have social responsibility because of the following reasons: 1. Organizational Resources - An organization has a diverse pool of resources in form of men, money, competencies and functional expertise. When an organization has these resources in hand, it is in better position to work for societal goals. 2. Precautionary measure - if an organization lingers on dealing with the social issues now, it would land up putting out social fires so that no time is left for realizing its goal of producing goods and services. Practically, it is more cost-efficient to deal with the social issues before they turn into disaster consuming a large part if managements time. 3. Moral Obligation - The acceptance of managers social responsibility has been identified as a morally appropriate position. It is the moral responsibility of the organization to assist solving or removing the social problems 4. Efficient and Effective Employees - Recruiting employees becomes easier for socially responsible organization. Employees are attracted to contribute for more socially responsible organizations. For instance - Tobacco companies have difficulty recruiting employees with best skills and competencies. 5. Better Organizational Environment - The organization that is most responsive to the betterment of social quality of life will consequently have a better society in which it can perform its business operations. Employee hiring would be easier and employee would of a superior quality. There would be low rate of employee turnover and absenteeism. Because of all the social improvements, there will be low crime rate consequently less

money would be spent in form of taxes and for protection of land. Thus, an improved society will create a better business environment. But, managers social responsibility is not free from some criticisms, such as 1. High Social Overhead Cost - The cost on social responsibility is a social cost which will not instantly benefit the organization. The cost of social responsibility can lower the organizational efficiency and effect to compete in the corporate world. 2. Cost to Society - The costs of social responsibility are transferred on to the society and the society must bear with them. 3. Lack of Social Skills and Competencies - The managers are best at managing business matters but they may not have required skills for solving social issues. 4. Profit Maximization - The main objective of many organizations is profit maximization. In such a scenario the managers decisions are controlled by their desire to maximize profits for the organizations shareholders while reasonably following the law and social custom. Social responsibility can promote the development of groups and expand supporting industries.

Core Competencies - An essential for Organizational Success What is Core Competency? Core competency is a unique skill or technology that creates distinct customer value. For instance, core competency of Federal express (Fed Ex) is logistics management. The organizational unique capabilities are mainly personified in the collective knowledge of people as well as the organizational system that influences the way the employees interact. As an organization grows, develops and adjusts to the new environment, so do its core competencies also adjust and change. Thus, core competencies are flexible and developing with time. They do not remain rigid and fixed. The organization can make maximum utilization of the given resources and relate them to new opportunities thrown by the environment. Resources and capabilities are the building blocks upon which an organization create and execute value-adding strategy so that an organization can earn reasonable returns and achieve strategic competitiveness.

Figure: Core Competence Decision Resources are inputs to a firm in the production process. These can be human, financial, technological, physical or organizational. The more unique, valuable and firm specialized the resources are, the more possibly the firm will have core competency. Resources should be used to build on the strengths and remove the firms weaknesses. Capabilities refer to organizational skills at integrating its team of resources so that they can be used more efficiently and effectively. Organizational capabilities are generally a result of organizational system, processes and control mechanisms. These are intangible in nature. It might be that a firm has unique and valuable resources, but if it lacks the capability to utilize those resources productively and effectively, then the firm cannot create core competency. The organizational strategies may develop new resources and capabilities or it might make stronger the existing resources and capabilities, hence building the core competencies of the organization. Core competencies help an organization to distinguish its products from its rivals as well as to reduce its costs than its competitors and thereby attain a competitive advantage. It helps in creating customer value. Also, core competencies help in creating and developing new goods and services. Core competencies decide the future of the organization. These decide the features and structure of global competitive organization. Core competencies give way to innovations. Using core competencies, new technologies can be developed. They ensure delivery of quality products and services to the clients.