INTEGRITY

DR.HIRA JAHANGIR
LECTURE# 04
INTEGRITY
 “Integrity is doing the right
thing even when no one is
watching.” CS Lewis

 It is a concept of
consistency of actions,
values, methods, principles
and outcomes.
 The word “integrity” derived from a Latin adjective integer
that means “wholeness”.

 Integer means whole or complete.

 It includes honesty, Truthfulness, Character consistency

 Integrity is a foundational moral virtue, and the bedrock upon which good character is
built.

 Acting with integrity means understanding, accepting, and choosing to live in accordance
with one’s principles, which will include honesty, fairness, and decency.

 A person of integrity will consistently demonstrate good character by being free of

corruption and hypocrisy.
 Lose your wealth and you have lost nothing.
 Lose your health and you have lost
something.
 Lose your integrity and you have lost
everything
Rather fail with honour

OR

WHAT IS
IMPORTANT? Succeed with fraud
REAL INTEGRITY

Stays in place Whether the test is Adversity Or Prosperity

IT IS BETTER

To deserve honors and not have them,

THEN
To have them but not deserve them
STAND UP FOR WHAT IS
RIGHT

EVEN IF YOU ARE STANDING

ALONE
CHEATING
CULTURE
 Breaking the rules to get ahead
academically, professionally, or
financially

 It involves breaking or violating laws.

 Most of it is done by people who view

themselves as upstanding members of
society.

 Idea that “everybody does it” makes it

socially acceptable
WHAT LEADS TO MORE
CHEATING??
 Transformation from leading to
more cheating

 New pressures

 Temptation

 Bigger rewards for winning

A CURE FOR CHEATING CULTURE

1 2 3 4 5
Encourage and Combat Equalize rewards Teach future Model, Model,
support entrenched and punishments generations and more Role
community life cheating Modeling
 You will live a life of integrity

 It simply allows you to do what’s right.

 Lacking integrity, on the other hand, suggests a kind of

cowardliness or weakness in one’s life.
 Two features of integrity

INTERNAL INTEGRITY-
Integrity involves a state of wholeness or
completeness
EXTERNAL INTEGRITY-
Integrity includes the importance of
commitment to living in accord with ethical
principles, ethical character, or performing
ethical behaviors
 TWO FEATURES OF INTEGRITY
STANDS OUT

 Integrity involves a state of wholeness or completeness. (Internal integrity)

 This state of wholeness implies that when a person lacks integrity, that person lacks
something that he should (as a self) have.
 This type of integrity involves first having a strong sense of who you ought to be.
 It requires having a vision of your ideal self, and a strong conception of how a good life
should be lived.
 You achieve internal integrity when the person you are right now matches the ideal
sense of who you think you ought to be
 Integrity includes the importance of commitment to living in accord with ethical
principles, ethical character, or performing ethical behaviors. (External integrity)

 External integrity is what you show other people

 There are need of making sure that the principles, character traits, or behaviors that
compose your ideal way of living are the right ones
 True Integrity Integrates Internal and External
Integrity

 A person with true integrity has his or her internal and external integrity integrated as one
solid whole.

 Committing Yourself to the Ethical Life;

 Building your moral framework
 Seeing where you need to go
 Integrity as Management Practice
 COMMITING YOURSELF TO THE
ETHICAL LIFE
 DETERMINE YOUR MINDFULNESS
 A mindful person is always one who’s aware at all times.

 A mindful person pays close attention to what he normally does, to how he feels in response to certain situations,
and to how he feels about certain actions.

 A mindful person is sensitive to his own thought patterns and is acutely aware of the beliefs that form the moral
core of who he is.
 Keep record of your actions.


MAKE A CHECKLIST
  IDENTIFY WHAT YOUR MORAL INTUITIONS (Inclination or tilt /gut feeling)
ARE;
 Identifying your intuitions and beliefs is important because they form your moral core.
They form the basic value-based glue that holds you together
 . Know your Core by asking questions yourself

YES NO
You are being nice to others?
You have strong intuition about human rights?
Is family important to you?
Is it Ok to cause unnecessary pain?
Any time a day you are not considerate to your subordinates?
 You may notice that some of your practices and core intuitions conflict.

Don’t worry.
 It happens. To have internal integrity, you want to resolve those conflicts at some point
 it’s important to figure out where you are now.

you also want to realize that your current moral core

BUILDING could be ill-founded. Some of your moral intuitions
YOUR could be wrong.

MORAL Figuring this out involves thinking more about ethical

FRAMEWORK theories to see

whether any frameworks agree with your own

 Making ethical judgments, you have to go and do things!

Figure out what your moral intuitions call upon you to do.

SEEING They may require you to do things that you don’t currently do.

WHERE YOU They may even make demands on you to reject some of your old
NEED TO GO habits. Don’t complain:

If ethics isn’t difficult, then it’s just not worth doing.

A person with a true commitment to ethics tries to avoid making

excuses for herself / himself when things get tough
 Figure out who you need to be, and then make sure that you follow through, assuring that your life plan
and actions reflect your core intuitions and values.

 There’s no other way to live ethically and to live with integrity.

SO, GET IT
INTEGRITY AS MANAGEMENT
PRACTICE

 Behavioral Integrity is defined as the “alignment between words and actions

BENEFIT ACHIEVED
 As a manager, your Behavioral Integrity can make the difference between average and
exemplary team performance.
 Employees who perceive strong behavioral integrity in their managers show increased
 Trust
 Commitment
 Willingness to go the extra mile

Thus improving

customer satisfaction.
Decreasing employee turnover.
Improving profitability
Ethics & Integrity -EXPLORING INDIVIDUAL
& ORGANIZATIONAL IMPLICATIONS

How many times have you been

late to a meeting?

How many times have you said you

would send someone a document or
forward an email or set up a time to
talk and forgotten about it?
How many times have you
promised to be home from work
at a certain time and not kept
your word?
INDICATORS OF WEAK INTEGRITY

Confused and non-committal about goals

Missed deadlines, complex excuses
Gossip about why things are not working
Apathy, and sense of struggle
 Clear about and committed to goals

Responsible for deadlines

INDICATORS
OF STRONG
INTEGRITY Problems addressed honestly and
effectively

Vitality, excitement
 EXPLORING INDIVIDUAL &
ORGANIZATIONAL IMPLICATIONS

 Evaluating Your Own Integrity

 To evaluate your own plane of behavioral integrity, consider your current word / action alignment.

 Plane One: Recognition- to develop integrity.

 Plane Two: Being in Accordance with Your Agreements.

 Plane Three: Being in Accordance with Your Values.

FRAMEWORK FOR
RESTORING THEM
 Step One: Acknowledge Integrity Breaches &
Consequences
 IDENTIFY THE AREAS.
 RESOLVE THE INTEGRITY BREACH.
 ACCEPT RESPONSIBILTY.
 DRAIN YOUR ENERGY.

 EXMPLES.
 You make excuses to explain why you are always late for meetings.
 You commit to an important action item and fail to deliver.
 You are a part of gossip team
Step Two: Acknowledge Your New
Commitment & Generate A New Agreement

 minimizing word / action breaches .

 new commitment to doing.
 Don’t replace old promises
Step Three: Repeat

 Continue to take action to resolve misalignment .

 Each time, your integrity is strengthened.
 Your performance and the performance of those around you
will rise.
 You may find that practicing integrity has an enriching effect
that spills over onto your life outside of work.
ETHICAL LEADERSHIP

Telling the truth; don’t

Being always ethical and Admitting failure and not
hide or manipulate
honest. trying to cover it up.
information.
good role model by:
Managers must provide a

Communicating shared
ethical values to Rewarding employees
employees through who behave ethically and
symbols, stories, and punish those who do not.
slogans.
FACTORS INFLUENCING ETHICAL
LEADERSHIP IN ORGANIZATION

Organization
Manager as person
Policy External
Religion views
Code of Conduct. Laws and rules of Govt.
Family influences
Behaviors of seniors and Society norms and culture.
Personal needs
peers. Competitive environment
customs
Organization culture

Ethical Manager behaviour

 CATEGORIES OF ETHICAL LEADERSHIP
MORALITY

Managerial ethical and moral principles

AMORAL MANAGER
Business & Ethics should
not be mixed.
Different rules apply to
business & other realm of
MORAL MANAGER IMMORAL MANAGER life.
Steward of ethical behavior. Opposes & ignore ethical Casual for Ethics . Mostly
Own actions. behavior. unaware of ethics
Demonstrate ethical Views legal standard as Ethics is inappropriate for
leadership barriers. business.
Ignore interest of others..
DRIVERS OF UNETHICAL

 The view that “the business is business, not ethics”

 Overzealous pursuit of personal gain,
wealth, and other self-interests
 Heavy pressures on company managers
to meet or beat earnings targets
 A company culture that places profits and good performance ahead of ethical behavior
REASONS FOR UNETHICAL

 What I’m doing is not really illegal.”

 “My behavior is in everyone’s best interests.”
 “Nobody will ever find out what I’ve done.”
 “The organization will protect me.”
EFFECTS OF UNETHICAL CULTURE IN
COMPANY

 Govt. fines and Penalties.

 Lower stock price
 Legal and Investigative cost.
 Cost of ethical training.
 Cost of taking corrective actions.
 Administrative Cost
Customer dissatisfaction.

Loss of reputation

Loss of employee morale.

High recruitment cost.

Difficulty in recruiting right employee

How can high ethical standards be
maintained?

 ETHICS TRAINING.
 ETHICAL ROLE MODELS.
 STAY FOCUSED.
 KEPP YOURSELF AND YOUR ENVIRONMENT CLEAN.
 BUILDING AN ETHICS INFRASTRUCTURE.
SOME RED FLAGS

 “Well, maybe just this once.”

 “No one will ever know.”
 “It doesn’t matter how it gets done as long as it gets done
 “Everyone does it.”
 “Don’t worry, it’s part of the culture.”
 “Shred that document
 We can hide it.”
 “No one will get hurt.”
 “There are already enough competitors in this market.”
 “We didn’t have this conversation.”
 “I don’t want to know
ASSIGNMENT NO 2

 Q1. what do you mean by policy? Why policy is important for any organization?

 Q2. Write down ethical policy of any health care organization?

 Q.3. AS MD and CEO of health care organization, what factors alarming the ethics of
your organization is going downward and How will you enhance your work place
integrity?