Ethics, Law, & Justice

ELJ-1:  Facing the Ethical and Legal Issues of Management Activities

Occasionally the ethics of a situation surpasses the constraints of legal governance.  We examine the issue of ethics and ethical codes by investigating core ethical conflicts and legal issues and ethical versus legal Decision-Making. This Module also examine the value of promoting ethical principles and consider how best to respond to alleged unethical complaints.

ELJ-2:  Navigating the Pitfalls and Tarpits of a Global Business Code of Conduct

Although fundamentally a commercial program, globalization impacts the internal security and viability of the United States. We examine the impact of globalization on the internal security and viability of companies and explore how it confronts many different business codes of conduct.  This Module also examine how the divergent social values impact the governing codes of conduct of competing companies and explore how globalization impacts the strategies and plans for international expansion.

ELJ-3:  Overcoming the Group-Think Tragedy through Social Justice

While on one hand the valuable contribution of individuals can be lost in hesitation, on the other a strong manager may lead an entire management as team astray.  This Module explores potent ways to move from conflict to productivity and leverage the results to facilitate manager development.  We identify potent ways to guide collective behavior while reducing the emergence of crowd behavior and separating decision making from conclusion building.

ELJ-4:  Achieving Consistency in Thought and Action to Build Manager Success

Technology is paradoxical.  While improving the mastery of time by empowering managers in action, technology also fragments cooperation, reduces focus on objectives, and otherwise adds layers of administrative complexity.  Returning to the basics of manager success by examining the issues of technology in the organization, this Module examines the myths of superior management by (a) aligning manager beliefs with social reality, (b) shattering traditional comfort zones to leap-frog failure and (c) living values to achieve consistency in thought and action in spite of technology.

ELJ-5: Fulfilling Fiduciary Responsibilities of a Manager as a Team Member in the Management Ranks

A fiduciary relationship is best characterized by mutual trust and justice.  Examining the issue of manager worthiness and the prerequisites of new managers, this Module reviews the essentials of constructive communications, relationships with audit committees, problems of compensation, steps to manager worthiness, risks, ethics and morals, evaluations of CEOs, and related topics.

ELJ-6:  Managing Information Resources, Technologies, and Plans

2013 is not 1980!  Informed and innovative managers understand how to employ a host of Information Technologies to enable leading business practices and gain competitive leverage in a fierce market economy.  Exploring the reality of Information Technology as a strategic resource, we examine the gap between I/T in organizations and management teams. We examine the risks of enterprise solutions, the problems of security and safety, and the minefield of Outsourcing, or Off-Shoring, and its significance to our corporate vision and bottom-line.  This Module also examines the future of I/T, the measurement of benefits, and problems of power and responsibility in I/T strategic planning.

ELJ-7:  Assessing the Manager’s Potential to Remain Relevant

Occasionally managers use inappropriate techniques.  Using advanced techniques of systems management, we expand the opportunity for manager relevance.  This Module leverages key advantages, identify constraints, and evaluate the potential to remain relevant by building an environment for success.