The boundaries that fence them in are the non-discretionary functions of the business, those areas where the lines must not be crossed. The non-discretionary areas have very firm guidelines, rules, and even laws and regulations that guide what can and cannot be done. It is when we violate those guidelines, that we cross ethical and/or moral standards whether or not we actually violate the law. There is no compromise in the non-discretionary areas. Business ethics can be a very personal function rather than organizational (Cagle, Glasgo, & Holmes, 2008).

As an example, safety is non-discretionary. Safety procedures must be enforced and employees have to follow them. There is no negotiation or flexibility. If the company does not establish proper safety standards but no one gets hurt, is it a violation of business ethics? Of course. If the employee fails to follow the rules established, but doesn't get hurt, is it a violation of business ethics? Yes, it is. Ethics gets personal.

You may have heard some of the following comments in your work: "it's not my job," "who's gonna know?" "nobody will care," "I've seen the boss do it," and the granddaddy of them all, "everyone else does it." All of those phrases indicate an attitude of knowing you are doing something wrong but doing it anyway. They lead directly to a violation of your personal business ethics, and, eventually, to acts that could bring trouble for your employer and yourself.

And, therein lies the major problem. Ethics can be like marijuana! Just take a small puff, and you're hooked. Stealing a dollar from the petty cash to buy a soda was easy, and "it's no big deal." And when it all slides downhill and that same employee is discovered embezzling thousands of dollars, that single "puff" has become a fire. So, I hiked the price of gas at my service station two cents higher than I should -- "so sue me." Business ethics begin and end with every employee, every decision, and every action (Snyder, 2009).

Bernie Madoff's $50 Billion, 20-year Ponzi scheme began with one investor. Are those minor violations...

The thing that is lacking today, it seems, is experiential learning -- the practical application of business ethics in "real" situations. To teach it effectively is necessary, both on an institutional and personal level.
On the other end, proper enforcement of ethics violations and appropriate judicial application of reasonable and practicable laws and sentencing guidelines is essential.

Bibliography

Cagle, J., Glasgo, P., & Holmes, V. (2008). Using ethics vignettes in introductory finance classes: Impact on ethical perceptions of undergraduate business students. Journal of education for business (peer-reviewed) (AN35201100), 76-83, Vol. 84, Issue 2.

Crane, A., & Matten, D. (2007). Business ethics: managing corporate citizenship and sustainability in the age of globalization - (peer-reviewed). Oxford, England: Oxford University Press.

DeGeorge, R.T. (2005, February). A history of business ethics. Retrieved June 15, 2009, from Santa Clara University: http://www.scu.edu/ethics/practicing/focusareas/business/conference/presentations/business-ethics-history.html

Harvard Law Review. (2009). Go directly to jail: White collar sentencing after the Sarbanes-Oxley act. Harvard Law Review (peer-reviewed), 1728 (21) (GALE Doc. #A198185467).

Messick, D. (2009). What can psychology tell us about business ethics? Journal of Business Ethics (peer-reviewed), 73-80.

Snyder, J. (2009). What's the matter with price gouging? Business Ethics Quarterly (peer-reviewed) (AN37353308), 275-293, Volume 19, Issue 2.

Woodrow Wilson International Center for Scholars. (2006, Winter). Business the beneficient (AN19462470). Wilson Quarterly (peer-reviewed), pp. 70-72, Vol. 30, Issue 1.