Latest Module Specifications
Current Academic Year 2025 - 2026
No Banner module data is available
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Description This module provides a self-reflective and systematic approach to the design and implementation of an effective ethics corporate culture, underpinned by appropriate codes, procedures, training and review. Participants will analyse their own specific contribution, as business leaders, and will consider the building of an ethics culture where there may be integral tensions among the leadership team, leading to a range of outcomes from cognitive dissonance to successful implementation. Specific cases will be reviewed. Stakeholder Theory, Shareholder Concept and Agency Theory will be examined and the role of the business professions will also inform the discourse. | |||||||||||||||||||||||||||||||||||||||||
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Learning Outcomes 1. Demonstrate a systematic understanding of the principles that sustain the establishment of an effective corporate ethics culture, underpinned by tailored policies and procedures. 2. Assess core issues for consideration when selecting a compliance versus integrity approach to culture. 3. Apply the knowledge and competencies acquired in previous and co-terminous modules in developing an understanding of the tension between moral agency and externally generated codes and regulations. 4. Critially assess core components in organisations which impact on culture. 5. Apply reflective learning to an understanding of the learner’s own contribution to the design and implementation of good corporate ethical culture. | |||||||||||||||||||||||||||||||||||||||||
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All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml |
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Indicative Content and Learning Activities
Introduction to the Module Introduction to organisation culture; consideration of the learner's personal ethical framework Understanding of the learner’s own framework Philosophical background, reflecting on personal values; significant influencers, influence of corporate culture, empathy, dissonance. Stakeholder v. Shareholder The primacy of shareholder v stakeholder; moral agency; stakeholder theory. Understanding ethical culture – fundamental foundations Classifications of organisation culture; culture in practice - indicators of organisation culture; organisation culture and ethics. Components of organisation culture Identifying, assessing and developing strategies: including for trust, bias, diversity and inclusion. Constructing and transforming organisation culture Cultural change; cultural audit; ethical sinkholes. Regulation v. Behaviour – ethics integrative to Corporate Governance Compliance v integrity approaches to ethics; development of organisation ethics; codes of ethics v codes of conduct. Professionals in business – a different ethic? Codes within professions; characteristics of effective codes; assessing effectiveness of codes. Whistleblowing Motivations and impacts of whistleblowing activity; global perspectives; key considerations when facing a decision to blow the whistle. Corporate Psychopathy Psychopathic behaviour; how psychiatry informs corporate ethics; psychopathy in the workplace. Future of work Impact of technology on organisation culture; impact of shift from intangible to intangible drivers of corporate value. | |||||||||||||||||||||||||||||||||||||||||
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Indicative Reading List Books:
Articles: None | |||||||||||||||||||||||||||||||||||||||||
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Other Resources None | |||||||||||||||||||||||||||||||||||||||||