The Impact of Business Ethic on Organisational Performance

14958 WordsSep 9, 201060 Pages
ETHICS AND PERFORMANCE: AN ASSESSMENT OF THE IMPACT OF BUSINESS ETHICS ON ORGANISATIONAL PERFORMANCE WITHIN THE FINANCIAL SERVICES INDUSTRY. HSBC HOLDING PLC AS THE CASE STUDY. CONTENTS List of figures and tables ----------------------------------------------------------------------------------4 Executive summary ----------------------------------------------------------------------------------------5 Acknowledgement ------------------------------------------------------------------------------------------6 PART 1: PROBLEMATISATION CHAPTER 1: THE INTRODUCTION 7 1. Nature of the problem to be investigated…show more content…
.1 Presentation of primary data ------------------------------------------------------------------------------50 5.2.2 Variables likely to cause weak or non-adherence to ethical practices---------------------------------------53 5.3 Practical implications----------------------------------------------------------------------------------65 5.3.1 Barings Bank ---------------------------------------------------------------------------------------------65 5.3.2 HSBC Holding Plc ---------------------------------------------------------------------------------------68 5.4 Recommendations -------------------------------------------------------------------------------------71 5.5 Conclusion ----------------------------------------------------------------------------------------------73 CHAPTER 6: REFELCTIVE SUMMARY 74 6.1 Introduction --------------------------------------------------------------------------------------------74 6.2 New Skills Acquired ----------------------------------------------------------------------------------75 REFERENCES -----------------------------------------------------------------------------------------79 APPENDIX -----------------------------------------------------------------------------------------------81 LIST OF FIGURES AND TABLES FIGURES Fig 1: Obligation of HSBC Senior Financial Officer---------------------------------------------- 9 Fig
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