Instruction for course work 2- Application of Ethical Leadership
Competency 3: Policy and Program Development – The graduate develops policies, practices, procedures,
and programs that foster organizational ethics and socially responsible behavior.
Competency 4: Information Technology, Privacy and Data Security – The graduate makes ethical
decisions for the use of information technology to maintain the security of data in information technology
systems.
Introduction:
As an organizational leader, one of your primary roles is establishing programs and policies that ensure
the organization operates under ethical considerations and legal mandates. This responsibility includes
informing employees of the organization’s code of ethics; communicating the code of ethics to them;
providing training to them; and ensuring that operational aspects, such as information technology, are
administered in a legal and ethical manner.
In this task, you will assume the role of a leader who must decide what leadership power you will use to
develop a strong organizational ethical climate. In your position as a leader, you will need to satisfy the
concerns of stakeholders, understand the organization’s ethical standing, examine a code of ethics,
develop a training program, and lastly, examine the ethical consequences of certain information
technology practices.
Scenario:
You are a business manager or administrator of Paradigm Toys, a publicly held company. The board of
directors has asked you to conduct an ethics audit of Paradigm Toys and report to them the ethical climate
of the organization, including corporate social responsibility, the need for ethics training, and the ethical
use of the company’s information technology assets.
Requirements:
Prepare a report (length of 4 pages) for the board of directors at Paradigm Toys in which you do the
following:
A. Explain which one of the following powers you feel would be the most effective in establishing
an ethical climate at Paradigm Toys:
? coercive
? reward (I prefer writer will use this power)
? referent
? expert
? legitimate
B. Identify two primary and two secondary stakeholders that influence Paradigm Toys.
1. Analyze two ways that the board of directors at Paradigm Toys will meet their corporate social
responsibility to the primary and secondary stakeholders identified in part B.
C. Reflect on the importance of ethical leadership by doing the following:
1. Explain what an ethics audit is.
a. Discuss the value that an ethics audit could bring to Paradigm Toys.
2. Explain the use of a balanced scorecard when evaluating executive-level performance at Paradigm
Toys.
a. Discuss at least three reasons behind including financial and non-financial performance factors in the
balanced scorecard.
3. Explain the purpose of corporate social responsibility (CSR).
a. Explain how Paradigm Toys would practice corporate social responsibility.
D. Select a well-known, publicly-held company and analyze the company’s code of ethics by doing
the following:
Note: You should be able to find the company’s code of ethics on the company’s website or in the
company’s annual 10k report.
I want writer will find and use code of ethics of either AMAZON company, or, ALIBABA
company, or, EBAY company, or, GOOGLE company, or Bloomberg company.
1. Analyze whether the code of ethics is lacking in the area of corporate social responsibility.
2. Analyze whether the code of ethics is lacking in compliance with legal mandates.
3. Analyze whether the code of ethics is lacking in facilitating the development of an ethical culture.
Note: If the code of ethics is not lacking in these areas, make sure you explain why.
4. Include the code of ethics you analyzed with your response by copying and pasting the code into a
separate document. Please include this as a separate attachment.
E. Create a proposal for implementing an ethics training program at Paradigm Toys by doing the
following:
1. Identify at least three key areas that you would include in your training program.
2. Explain how you would use communication to enhance the training program.
3. Recommend a delivery method that you believe would be most effective for the training program.
F. Evaluate the IT issues listed below by doing the following:
1. Discuss how Paradigm Toys would address the ethical consequences of three of the IT issues listed
below.
? monitoring employees’ internet usage
? monitoring sites visited by employees
? recording keystrokes on employees’ computers
? sharing of client or employee data
? protection of client and employee data
? copyright, trademark, and patent protection
G. When you use sources, include all in-text citations and references in APA format.
Note: For definitions of terms commonly used in the rubric, see the Rubric Terms web link included in
the Evaluation Procedures section.
Note: When using sources to support ideas and elements in an assessment, the submission MUST include
APA formatted in-text citations with a corresponding reference list for any direct quotes or paraphrasing.
It is not necessary to list sources that were consulted if they have not been quoted or paraphrased in the
text of the assessment.
Note: No more than a combined total of 30% of a submission can be directly quoted or closely
paraphrased from outside sources, even if cited correctly. For tips on using APA style, please refer to the
APA Handout web link included in the APA Guidelines section.
Evaluation Method: A rubric is used in this Evaluation.
Final scoring method: Evaluator marks as “Meets Requirement/Does not Meet Requirement”
value: 0.00 value: 1.00 value: 2.00 value: 3.00 value: 4.00 Score/Lev
el
Articulation of
Response
(clarity,
organization,
mechanics)
The candidate
provides
unsatisfactory
articulation of
response.
The candidate
provides weak
articulation of
response.
The candidate
provides limited
articulation of
response.
The candidate
provides
adequate
articulation of
response.
The candidate
provides
substantial
articulation of
response.
A. Effective
Powers
The candidate
does not
provide a
logical
explanation of
1 power that
would be the
most effective
in establishing
The candidate
provides a
logical
explanation,
with no detail, of
1 power that
would be the
most effective in
establishing an
The candidate
provides a
logical
explanation,
with limited
detail, of 1
power that
would be the
most effective in
The candidate
provides a
logical
explanation,
with adequate
detail, of 1
power that
would be the
most effective in
The candidate
provides a
logical
explanation,
with substantial
detail, of 1
power that
would be the
most effective in
value: 0.00 value: 1.00 value: 2.00 value: 3.00 value: 4.00 Score/Lev
el
an ethical
climate at
Paradigm Toys.
ethical climate
at Paradigm
Toys.
establishing an
ethical climate
at Paradigm
Toys.
establishing an
ethical climate
at Paradigm
Toys.
establishing an
ethical climate
at Paradigm
Toys.
B. Primary
and Secondary
Stakeholders
The candidate
does not
identify 2
primary and 2
secondary
stakeholders
that influence
Paradigm Toys.
Not applicable. Not applicable. Not applicable. The candidate
identifies 2
primary and 2
secondary
stakeholders
that influence
Paradigm Toys.
B1. Board of
Directors and
Corporate
Social
Responsibility
The candidate
does not
provide a
plausible
analysis of 2
ways that the
board of
directors at
Paradigm Toys
will meet their
corporate
social
responsibility to
the primary and
secondary
stakeholders
identified in
part B.
The candidate
provides a
plausible
analysis, with
no detail, of 2
ways that the
board of
directors at
Paradigm Toys
will meet their
corporate social
responsibility to
the primary and
secondary
stakeholders
identified in part
B.
The candidate
provides a
plausible
analysis, with
limited detail, of
2 ways that the
board of
directors at
Paradigm Toys
will meet their
corporate social
responsibility to
the primary and
secondary
stakeholders
identified in part
B.
The candidate
provides a
plausible
analysis, with
adequate detail,
of 2 ways that
the board of
directors at
Paradigm Toys
will meet their
corporate social
responsibility to
the primary and
secondary
stakeholders
identified in part
B.
The candidate
provides a
plausible
analysis, with
substantial
detail, of 2 ways
that the board
of directors at
Paradigm Toys
will meet their
corporate social
responsibility to
the primary and
secondary
stakeholders
identified in part
B.
C1.
Explanation of
Ethics Audit
The candidate
does not
provide a
logical
explanation of
what an ethics
audit is.
The candidate
provides a
logical
explanation,
with no detail, of
what an ethics
audit is.
The candidate
provides a
logical
explanation,
with limited
detail, of what
an ethics audit
is.
The candidate
provides a
logical
explanation,
with adequate
detail, of what
an ethics audit
is.
The candidate
provides a
logical
explanation,
with substantial
detail, of what
an ethics audit
is.
C1a. Value of
Ethics Audit
The candidate
does not
provide a
logical
discussion of
the value that
an ethics audit
could bring to
Paradigm Toys.
The candidate
provides a
logical
discussion, with
no detail, of the
value that an
ethics audit
could bring to
Paradigm Toys.
The candidate
provides a
logical
discussion, with
limited detail, of
the value that
an ethics audit
could bring to
Paradigm Toys.
The candidate
provides a
logical
discussion, with
adequate detail,
of the value that
an ethics audit
could bring to
Paradigm Toys.
The candidate
provides a
logical
discussion, with
substantial
detail, of the
value that an
ethics audit
could bring to
Paradigm Toys.
C2. Balanced
Scorecard
The candidate
does not
provide a
logical
explanation of
the use of a
balanced
scorecard
when
evaluating
executive-level
The candidate
provides a
logical
explanation,
with no detail, of
the use of a
balanced
scorecard when
evaluating
executive-level
The candidate
provides a
logical
explanation,
with limited
detail, of the
use of a
balanced
scorecard when
evaluating
executive-level
The candidate
provides a
logical
explanation,
with adequate
detail, of the
use of a
balanced
scorecard when
evaluating
executive-level
The candidate
provides a
logical
explanation,
with substantial
detail, of the
use of a
balanced
scorecard when
evaluating
executive-level
value: 0.00 value: 1.00 value: 2.00 value: 3.00 value: 4.00 Score/Lev
el
performance at
Paradigm Toys.
performance at
Paradigm Toys.
performance at
Paradigm Toys.
performance at
Paradigm Toys.
performance at
Paradigm Toys.
C2a.
Performance
Factors
The candidate
does not
provide a
logical
discussion of at
least 3 reasons
behind
including
financial and
non-financial
performance
factors in the
balanced
scorecard.
The candidate
provides a
logical
discussion, with
no detail, of at
least 3 reasons
behind including
financial and
non-financial
performance
factors in the
balanced
scorecard.
The candidate
provides a
logical
discussion, with
limited detail, of
at least 3
reasons behind
including
financial and
non-financial
performance
factors in the
balanced
scorecard.
The candidate
provides a
logical
discussion, with
adequate detail,
of at least 3
reasons behind
including
financial and
non-financial
performance
factors in the
balanced
scorecard.
The candidate
provides a
logical
discussion, with
substantial
detail, of at
least 3 reasons
behind including
financial and
non-financial
performance
factors in the
balanced
scorecard.
C3. Corporate
Social
Responsibility
The candidate
does not
provide a
logical
explanation of
the purpose of
corporate
social
responsibility.
The candidate
provides a
logical
explanation,
with no detail, of
the purpose of
corporate social
responsibility.
The candidate
provides a
logical
explanation,
with limited
detail, of the
purpose of
corporate social
responsibility.
The candidate
provides a
logical
explanation,
with adequate
detail, of the
purpose of
corporate social
responsibility.
The candidate
provides a
logical
explanation,
with substantial
detail, of the
purpose of
corporate social
responsibility.
C3a. CSR in
Practice
The candidate
does not
provide a
logical
explanation of
how Paradigm
Toys would
practice
corporate
social
responsibility.
The candidate
provides a
logical
explanation,
with no detail, of
how Paradigm
Toys would
practice
corporate social
responsibility.
The candidate
provides a
logical
explanation,
with limited
detail, of how
Paradigm Toys
would practice
corporate social
responsibility.
The candidate
provides a
logical
explanation,
with adequate
detail, of how
Paradigm Toys
would practice
corporate social
responsibility.
The candidate
provides a
logical
explanation,
with substantial
detail, of how
Paradigm Toys
would practice
corporate social
responsibility.
D1. Code of
Ethics: CSR
The candidate
does not
provide a
logical analysis
of whether the
code of ethics
is lacking in the
area of
corporate
social
responsibility.
The candidate
provides a
logical analysis,
with no detail, of
whether the
code of ethics is
lacking in the
area of
corporate social
responsibility.
The candidate
provides a
logical analysis,
with limited
detail, of
whether the
code of ethics is
lacking in the
area of
corporate social
responsibility.
The candidate
provides a
logical analysis,
with adequate
detail, of
whether the
code of ethics is
lacking in the
area of
corporate social
responsibility.
The candidate
provides a
logical analysis,
with substantial
detail, of
whether the
code of ethics is
lacking in the
area of
corporate social
responsibility.
D2. Code of
Ethics:
Compliance
with Legal
Mandates
The candidate
does not
provide a
logical analysis
of whether the
code of ethics
is lacking in
compliance
with legal
mandates.
The candidate
provides a
logical analysis,
with no detail, of
whether the
code of ethics is
lacking in
compliance with
legal mandates.
The candidate
provides a
logical analysis,
with limited
detail, of
whether the
code of ethics is
lacking in
compliance with
legal mandates.
The candidate
provides a
logical analysis,
with adequate
detail, of
whether the
code of ethics is
lacking in
compliance with
legal mandates.
The candidate
provides a
logical analysis,
with substantial
detail, of
whether the
code of ethics is
lacking in
compliance with
legal mandates.
value: 0.00 value: 1.00 value: 2.00 value: 3.00 value: 4.00 Score/Lev
el
D3. Code of
Ethics: Ethical
Culture
The candidate
does not
provide a
logical analysis
of whether the
code of ethics
is lacking in
facilitating the
development of
an ethical
culture.
The candidate
provides a
logical analysis,
with no detail, of
whether the
code of ethics is
lacking in
facilitating the
development of
an ethical
culture.
The candidate
provides a
logical analysis,
with limited
detail, of
whether the
code of ethics is
lacking in
facilitating the
development of
an ethical
culture.
The candidate
provides a
logical analysis,
with adequate
detail, of
whether the
code of ethics is
lacking in
facilitating the
development of
an ethical
culture.
The candidate
provides a
logical analysis,
with substantial
detail, of
whether the
code of ethics is
lacking in
facilitating the
development of
an ethical
culture.
D4. Code of
Ethics
Submission
The candidate
does not
include the
code of ethics
that was
analyzed with
the response.
Not applicable. Not applicable. Not applicable. The candidate
includes the
code of ethics
that was
analyzed with
the response.
E1. Key Areas
of Training
Program
The candidate
does not
identify at least
3 key areas
that would be
included in the
training
program.
Not applicable. Not applicable. Not applicable. The candidate
identifies at
least 3 key
areas that
would be
included in the
training
program.
E2.
Communicatio
n in the
Training
Program
The candidate
does not
provide a
logical
explanation of
how
communication
would be used
to enhance the
training
program.
The candidate
provides a
logical
explanation,
with no detail, of
how
communication
would be used
to enhance the
training
program.
The candidate
provides a
logical
explanation,
with limited
detail, of how
communication
would be used
to enhance the
training
program.
The candidate
provides a
logical
explanation,
with adequate
detail, of how
communication
would be used
to enhance the
training
program.
The candidate
provides a
logical
explanation,
with substantial
detail, of how
communication
would be used
to enhance the
training
program.
E3. Effective
Delivery
Method
The candidate
does not
provide an
appropriate
recommendatio
n of a delivery
method that the
candidate
believes would
be most
effective for the
training
program.
The candidate
provides an
appropriate
recommendatio
n, with no
support, of a
delivery method
that the
candidate
believes would
be most
effective for the
training
program.
The candidate
provides an
appropriate
recommendatio
n, with limited
support, of a
delivery method
that the
candidate
believes would
be most
effective for the
training
program.
The candidate
provides an
appropriate
recommendatio
n, with
adequate
support, of a
delivery method
that the
candidate
believes would
be most
effective for the
training
program.
The candidate
provides an
appropriate
recommendatio
n, with sufficient
support, of a
delivery method
that the
candidate
believes would
be most
effective for the
training
program.
F1. Ethical
Consequences
of IT Issues
The candidate
does not
provide a
logical
discussion of
how Paradigm
The candidate
provides a
logical
discussion, with
insufficient
detail, of how
The candidate
provides a
logical
discussion, with
sufficient detail,
of how
Not applicable. The candidate
provides a
logical
discussion, with
sufficient detail,
of how
value: 0.00 value: 1.00 value: 2.00 value: 3.00 value: 4.00 Score/Lev
el
Toys would
address the
ethical
consequences
of any of the IT
issues
provided.
Paradigm Toys
would address
the ethical
consequences
of 1–2 of the IT
issues provided.
Paradigm Toys
would address
the ethical
consequences
of 1–2 of the IT
issues provided.
Paradigm Toys
would address
the ethical
consequences
of 3 of the IT
issues provided.
G. Sources When the
candidate uses
sources, the
candidate does
not provide intext
citations
and references.
When the
candidate uses
sources, the
candidate
provides only
some in-text
citations and
references.
When the
candidate uses
sources, the
candidate
provides
appropriate intext
citations
and references
with major
deviations from
APA style.
When the
candidate uses
sources, the
candidate
provides
appropriate intext
citations
and references
with minor
deviations from
APA style.
When the
candidate uses
sources, the
candidate
provides
appropriate intext
citations
and references
with no readily
detectable
deviations from
APA style, OR
the
candidate does
not use
sources.