nager who accepts an expensive gift from a supplier is subject to reprimand and possible dismissal. A code of ethics can promote good ethical behavior, but it is only part of the basis for good ethical judgment. Companies can promote ethical behavior among their staff, but communicating a code of ethics is a start, but may be too little. Some companies that have had problems have turned to experts to help them enforce their codes. For example, you can have a committee of board members to review the firm's ethics polices, a steering group to oversee policy execution, training for employees, and a corporate ethics director. These actions along with a solid code seem to be the best way of changing the conduct of an organization. If the corporation sees these actions as moral because it promotes its own best interest the corporation is practicing egoism consequential ethics.
             One way of strengthening a code of ethics is to make it clear that the company will punish violators and reward ethical acts. A company that fires a manager for giving kickbacks will find that others who are guilty of this behavior will stop, and those who are merely thinking about it will not proceed any further. For example, one corporation warns that failing to report a violation by others could bring discharge. When employees receive attention or even an award for ethical behavior, the message quickly gets out that acting ethically is the way to get ahead. The consequential activity leads staff to the right conclusion, which happens to be in their best interest.
             Another way of encouraging ethical behavior is to reward those who see illegal or unethical practices, and call them to the attention of the company or public bodies. These so called whistle-blowers can be particularly helpful in stopping the production or sale of defective products, and in helping management maintain high standards of ethical behavior throughout the company. Unfortunat...