ETHICS

Integrity refers to adhering steadfastly to moral

principles and being honest in all actions undertaken
during a project lifecycle
Accountability entails taking responsibility for one's
decisions and actions while being transparent about
their implications
Underlying DeGeorge’s views on integrity is a universal
ethics which rejects ethical relativism but is sensitive to
charges of moral imperialism.
DE George speaks of “acting with integrity” rather than
“acting morally” (though he equates the two) because
integrity seems less moralistic or naive, while continuing
to emphasize the autonomy of the agent. In short,
“integrity” may be easier for many to swallow than
“morality.”
DeGeorge argues that ethical pluralism is not the major
stumbling block to acting with integrity internationally.
principles of justice and fairness in order to make progress
in resolving our moral disputes.
 The ethical integrity of the firm is strongly dependent
on the individuals who run it;
 Some moral problems can only be resolved by seeking
a resolution on another level (the technique of ethical
displacement);
 Current background institutions on the international
level (and particularly in less developed countries and
second world nations) are inadequate to control the
behavior of multinationals.
DeGeorge’s moral guidelines are the following:
 “Do no intentional harm”;
 “Produce more good than harm for the host country”;
 “Respect the human rights of one’s employees”;
 “To the extent that local culture does not violate ethical
norms, multinationals should respect the local culture
and work with and not against it”;
 “Multinationals should contribute by their activity to
the host country’s development.”
The second theme of ethical displacement is the view that
various moral problems cannot be solved at the level at
which they occur, but can only be resolved by moving to
another (generally “higher”) level.
Accordingly, the problem a manager of a multinational
faces, when confronted with demands for payoffs or for
bribery, may not be resolvable without moving to the level
of the firm or to the firms in that market and instituting
appropriate structural changes.
DeGeorge’s third theme is that without appropriate
background institutions (e.g. laws, world and local
organizations, moral expectations) to impose constraints
on their behavior, individuals and firms may play fast and
easy with legal and moral standards.
And whereas first world nations, in general at least, have
adequate background institutions, this is not the case in the
rest of the world

In the fast-paced world of project management, where

success is often measured by meeting deadlines and
achieving objectives, it is crucial to address ethical
considerations and dilemmas.
Project Manager‘s are responsible for making critical
decisions that can impact not only the outcome of a project
but also the reputation and integrity of the organisation
they represent.
A broad understanding of a “good” practice has been used.
For example, under this methodology, a public authority in
a project identified a serious conflict of interest and
suspended the project until the relevant individuals were
removed or recused from their position
a conflict of interest should be classified as a bad practice
because such a serious conflict should not have been
missed in the early stages of the project. However, the fact
that the problem was eventually detected and acted upon
before serious damage could be done can be considered a
good practice as the project had the right processes in
place and was able to apply them in a timely fashion. It is
worth mentioning that projects that contained good
practices in certain phases, but manifested corruption in
other phases or in the project as a whole, as well as those
that were cancelled though they had certain practices to
ensure integrity, have not been included. Thus, the
selection process is designed to cover projects which had
gone through comprehensive processes in all phases.
Competing with integrity in international projects is
crucial for building trust and fostering long-term
relationship
key principles to consider:
 Transparency: Be open about your processes, pricing,
and project objectives. Transparency fosters trust and
reduces misunderstandings.
Ethical Standards: Adhere to local and international
laws and ethical standards. This includes avoiding
bribery and corruption, and respecting human rights.
Cultural Sensitivity: Understand and respect the
cultural norms and practices of the countries you’re
working in. This helps in building rapport and ensures
smoother collaboration.
 Fair Competition: Compete on the basis of quality, price, and
innovation rather than unethical tactics. Highlight your
strengths and unique offerings without undermining
competitors.
 Sustainability: Consider the environmental and social impact
of your projects. Engaging in sustainable practices can
enhance your reputation and attract clients who prioritize
corporate social responsibility.
 Communication: Maintain open lines of
communication with stakeholders. Regular updates and
responsiveness to feedback demonstrate commitment
and professionalism.
 Collaboration: Foster partnerships and alliances with
local firms to enhance your understanding of the market
project managers bear the responsibility of upholding
accountability throughout every stage of a project's
lifecycle. It includes being transparent about progress
updates, budgetary allocations, and potential risks
associated with the project. By fostering a culture of
accountability within their teams, project managers can
mitigate risks and enhance trust among stakeholders.
 critical in project management decision-making. Integrity
and accountability must be upheld throughout the
decision-making process to ensure fairness, transparency,
and sustainable outcomes. By addressing ethical
dilemmas, fostering effective communication, promoting
team collaboration, and embracing environmental
sustainability, project managers can navigate the
complexities of their roles while upholding ethical
standards
Another dilemma revolves around resource allocation and
team management. Project managers are responsible for
making decisions about assigning tasks, setting priorities,
and managing conflicts within teams. In this challenging
role, they often face conflicting demands from team
members who may have different skill sets, work
preferences, or personal issues that impact their
performance. Striking a balance between fairness and
efficiency becomes a delicate task for project managers as
they navigate through these complexities.
dilemmas faced by project managers in their day-to-day
roles and proposes ethical solutions to address them
effectively. These dilemmas may include conflicts of
interest, competing demands from different stakeholders,
or pressure to compromise on quality or safety standards.
By exploring real-life examples and best practices, this
section aims to provide insights into resolving these dilemmas
while upholding professional ethics.
Disadvantage of lack of integrity
 Legal sanctions such as fines, impositions of damag
confiscations, and even imprisonment of individuals.
 Commercial consequences such as the termination
business relationships and blacklisting (exclusion fro
future opportunities).
 Damage to brand reputation.
 Lower levels of employee satisfaction and retention.
 Increased unethical employee behaviour that directly
harms the company such as embezzlement, wrong use
of employee time and resources, confidentiality
breaches.
 Absenteeism.
 Lower level of customer retention and customer loyalty.
 Risk of negative reactions from the community in which
it operates.
internal measures that ensure business
integrity and ethics, but they all share similar
characteristics:
 Business leaders and managers are personally
committed, credible, and willing to act on the values
they espouse ("tone from the top").
 The guiding values and commitments make sense and
are clearly communicated, e.g. in a written code of
conduct or code of ethics.
 Internal measures are based on a risk assessment to
spend limited resources as effectively as possible .
 The values are integrated into day-to-day business, and
practical resources and trainings are provided to guide
employees even in difficult situations and grey areas.
 An internal control system is established and there are
channels for reporting, e.g. whistle-blowing.
The business integrity and ethics programme is
understood as a continuous process of learning, and
measures are monitored and reviewed on a regular basis.
Freely available resources can be used for continuous
education