From this broader perspective and in their planning and operations they have changed the term 'stockholder' to 'stakeholder' to cover employees, customers, suppliers and the community at large. With the growing complexity and dynamism brought about in business, organizations understood they required more guidance to guarantee that their dealings aligned with the overall good and did not pose any harm to others and with this was born business ethics. (McNamara, 2007) Currently, ethics in the workplace is managed through the application of code of ethics, codes of conduct, contribution of ethicists and ethics committee, polices and procedures, procedures to solve ethical dilemmas, besides training in ethics. There are several benefits of managing ethics as a program. Ethics program help in (i) establishing organizational roles to manage ethics (ii) scheduling the current assessment of ethics needs (iii) set up needed operating values and behavior (iv) streamlining organizational behaviors with operating values (v) promoting awareness and sensitivity to ethical issues (vi) integrating ethical instructions into the decision making process (vii) streamlining the mechanism in order to resolve ethical dilemmas (viii) helping in the current evaluation and updates to the program (ix) building a trust within employees that attention to ethics is not just a knee-jerk reaction performed free oneself from trouble or improve public image of the organization. (McNamara, 2007)

Guidelines for managing organizational ethics: (i) Identifying that managing ethics is a continuous process: Ethics programs might appear to be more process oriented compared to majority of the management practices. Although ethics programs produce deliverables for instance code of conduct, procedures and policies, budget items, authorization forms newsletter etc., the most vital characteristic of an ethics program is the process of reflection and dialogue which generates these deliverables. (ii) the most perfect among the ethical values and aim does not carry any value unless they produce fair and just behaviors in the organization. This is the reason why practices which generate lists of ethical values or codes of conduct, should also generate policies, procedures and training which convert those values to suitable behaviors. (iii) Developing code of ethics and conduct are very important as this is the best manner to tackle ethical dilemmas and prevent their happening in the first place. (iv) Making ethical decisions collectively and making decisions public normally produces better quality designs by including diverse interests and perspectives, and raises the believability of the decision process and results by lowering suspicion of unfair bias. (McNamara, 2007) v) Integrating ethics management with other management practices for example show on what ethical values one would like to be the most prominent in the organizational culture and subsequently design policies to generate these behaviors (vi) Using cross functional teams while developing and implementing the ethics management program inculcates a sense of a belongingness and ownership within the program when they stick to its ethical value. Hence, it is important to include employees in developing and managing the program. (vii) it is important to note that attempting to operate ethically and making a few mistakes is considered better than not attempting at all. It is seen that some organizations have been popular as they operate in an extremely ethical manner for instance, Johnson and Johnson, Aveda, Ben and Jerrys, HP. (McNamara, 2007)

Need for a Compliance Officer to ensure organizational ethics:

It is advocated that one of the best methods to ensure organizational ethics is to have a Compliance Officer vested with sufficient authority and staff to undertake compliance program's functions. The program must cover an Ethics Code, an internal hotline that the employees are able to use to report compliance concerns, and education and training for everybody. Besides, the program must be audited on a regular basis to guarantee its feasibility. The Compliance Officer is pivotal to a properly managed program. He must be a part of the senior management and report to the BOD of the organization. The Officer's identity must be publicized across the organization and all the employees must be urged to take any matters related to fraud, waste, and abuse straightaway to the Compliance Officer. (Lovitky; Ahern, 1999)

However in case of bigger organizations, a compliance office staff might be needed. The initiation in case of any properly managed compliance program is an extensive ethics code in written form. This document must communicate very distinctly as well as precisely the ethical values to be adhered to by all employees. Moreover, the code should be practical to foster ethical behavior in the workplace on a regular basis. The Code of Ethics must highlight the importance...

The Code of Ethics must also specify that any employee who infringes the same will be penalized. Each and every employee must be needed to sign a statement mentioning the fact that they have evaluated and understood the provisions of the written ethics code. And also a signed statement must be kept in the personal file of the employee concerned. (Lovitky; Ahern, 1999)
Principles for Managing Ethics in public service:

i) Clarity for ethical standards for public service: It is important that employees in public service are aware of the fundamental principles and standards which they are supposed to their work and where the limits of acceptable behavior lie. A brief, properly publicized statement containing the core ethical standards and principles which guide public service for instance in the form of code of conduct can execute this by building a shared appreciation across government and inside the broader community. (ii) Ethical standards must be present in the legal framework: As the legal framework constitutes the basis of conveying the minimum needed standards and behavior principles for every public employee, laws and regulations could mention the basis values for public service and must give the perspective for guidance, investigation, disciplinary action and prosecution. ("Principles of Managing Ethics in Workplaces," n. d.) iii) Availability of ethical guidance to public servants: It is important that professional socialization plays a part in the development of the needed judgment and skills facilitating public servants to make use of ethical principles in fixed situations. Besides, training facilities in awareness of ethics can develop the much needed proficiency for ethical analysis and moral reasoning. Rendering impartial advice is able to create an atmosphere in which public servants are eager to challenge and resolve ethical tensions and problems. Besides, guidance and internal consultation systems should be available to assist public servants apply basic ethical standards in the workplace. (iv) Public servants must be aware of their rights and responsibilities when reporting regarding wrongdoing: These must cover distinct rules and procedures for officials to adhere and a valid sequence of responsibility. Besides they also are required to be aware as regards what protection will be presented to them in situations of exposing wrongdoing. ("Principles of Managing Ethics in Workplaces," n. d.) v) Transparency in decision making process: This is important as the public has every right to be aware regarding the manner in which public institutions wield power and resources that is given to them. Besides, transparency must be further enhanced by procedures like disclosure norms and understanding the responsibility and independent media. (vi) Managers must prove and promote ethical conduct. An organizational environment in which a high standard of conduct are urged by giving rightful incentives for ethical behavior like adequate working conditions and efficient performance evaluation, has a direct impact in the routine practice of public service values and ethical standards. In this sphere, managers are expected to play an important part through delivery of consistent leadership acting as role models as regards ethics and conduct in their professional relationship with that of political leaders and other public servants and citizens. ("Principles of Managing Ethics in Workplaces," n. d.) vii) Management policies, procedures and practices must foster ethical conduct. It must help demonstrate the commitment of an organization to ethical standards. It is not enough for governments to have structures which are based only on rules or compliance. Compliance systems in isolation can unintentionally urge some of the public servants to operate on the brink of misconduct, debating that in case they are not violating the law they are acting in an ethical manner. (viii) Public service conditions and human resources management must promote ethical conduct. Public service employment conditions like career prospects, career advancement, sufficient remuneration and human resource management policies must create an environment that is conducive to ethical behavior. Application of basic principles like merit, regularly in the routine process of recruitment and promotion assist in operationalizing integrity in the public service. ("Principles of Managing Ethics in Workplaces," n. d.)

Benefits of managing ethics in the workplace:

i) Ethics Program assist in the maintenance of moral course in times of problems: Business ethics remains a critical issue during period of fundamental change. During periods of change, there is often an absence of a moral guideline to show light to leaders to tide over difficult situations regarding what is right or wrong. Continual attention to ethics in the workplace prepares leaders and staff regarding the manner in…