Business ethics and social responsibility

Question 1

THE MEANING OF ETHICS - ETHICS & DECISION-MAKING

Why do we need to consider the real meaning of ethics and how and why it impacts on our making of decisions?

What are 2 dictionary definitions of ethics?

What is the dictionary definition of moral?

What is the strategic problem?

Answer 1

= a fundamental requirement of strategy and change, within ourselves and within our organisations

Ethics = (2) a code of behaviour considered correct, (3) the moral fitness of a decision, course of action, etc.

Moral = concerned with or relating to human behaviour = distinction between good and bad or right and wrong behaviour

While shaping vision, need to consider the ethical drivers of the people involved in the organisation THEN the wider context of the ethical expectation of the internal and external stakeholders

Question 2

THE MEANING OF ETHICS - ETHICS & DECISION-MAKING

How does the 2nd definition of ethics relate to the role of the company secretary?

What is an Ethics Code?

What is the purpose?

The ethics of governance is based around what?

Answer 2

(Ethics = (2) a code of behaviour considered correct,)

Cosec often become involved in setting or helping to establish expected standards of corporate behaviour = sometimes have to write or be expected to judge others against an Ethics Code

ethics code = a set of norms that are expected to apply to all people within a particular organisation or grouping

Purpose of intended organisational norms = to act as a benchmark to allow us and others to measure the behaviour of ourselves, and others, against the perceived ‘moral fitness’

the alignment of the ethics of individuals = CA2006 makes no reference to a collective board and each individual duty starts ‘A director…’

Question 3

THE MEANING OF ETHICS - VIRTUE, EXPECTATIONS, & RULES

What distinction does Steare (2006) draw between 3 different moral philosophies?

What is an alternative approach? (2)

Answer 3

1. Principled conscience = effectively a moral DNA, which interrelates with our:
2. Social conscience = what is right and wrong with regard to the way individuals behave towards each other within society
   Both of these consciences then need to exist within the context of:
3. Rule compliance as dictated by those in authority within any particular societal grouping, e.g. country, religion, company, profession, club, etc.

To draw a distinction between principle ethics and situational ethics:

(1) Principle ethics = suggests we are left little room for choice = defines the way that we behave as an individual based around our personal beliefs and principles = personal moral DNA

(2) Situational ethics = our response will be based upon the particular circumstances of the decision with which we are faced

(No single correct answer = any consideration of ethics and ethical thought processes will suggest options, opposing views and a greater or lesser acceptance of individualism)

Question 4

THE MEANING OF ETHICS - INTEGRITY & REPUTATION

What is the dictionary definition of integrity?

Why is it it so important?

Ethical behaviour is based upon the diversity of different inputs and forces that derive from inherited traits, as moulded and matured through life.
What is the requirement and expectation from a qualified, chartered professional?

In the consideration of personal ethical behaviour, integrity should be linked to what?

Answer 4

Integrity = the quality of being honest and having strong moral principles

Integrity sits at the heart of the ethical requirement of any human being, and how we are expected to behave as professionals (core trait or cosec expected by law and society)

= to have a proactive intent to do the right thing in the right way, and not be knowingly involved in anything that might challenge or bring into question personal integrity or the integrity of the organisation or profession (which could have a negative impact on reputation)

objectivity = not being influenced by personal feelings or opinions in considering and representing facts

Question 5

THE MEANING OF ETHICS - INTEGRITY & REPUTATION

Reputation has been defined as the beliefs or opinions that are generally held about someone or something.

What does this mean?

As individuals, at any ‘today’ point in time, we have our own cognitive biases. What do these dictate?

Reputation could therefore be seen as what?

What do we need to recognise?

How can this impact the development of strategy?

Answer 5

Our reputation and that of our organisations is only ever based upon the ethical opinions and beliefs that are held and developed by others, each with their own diverse ethical opinions and beliefs.

dictate the way that we behave, practically and ethically, and the way in which
we view other people and their behaviour and beliefs.

Reputation = the accumulation of the bias of others.

Recognise our biases can change rapidly through the influence of experience, events and other people = internet and media means people’s views can be swayed very quickly

what it might seem reasonable to expect from others today, might change
very rapidly

Question 6

BUSINESS ETHICS IN THE DEVELOPMENT OF STRATEGY

How does the Institute of Business Ethics describe business ethics? (3)

Ethics goes beyond the legal requirements for a company and is, therefore, about what?

THE SCOPE OF BUSINESS ETHICS

At any time within any organisation, the organisational business ethics, and therefore the reputation, can be seen to be a combination of what 5 things?

Answer 6

Business ethics = (1) is the application of ethical values to business behaviour. (2) It is relevant to the conduct of individuals and organisations as a whole. (3) It applies to any and all aspects of business conduct.

discretionary decisions and behaviour guided by values

1. individual and combined values of all of the people involved
2. the prevailing tone of the corporate culture
3. codes of conduct that might apply across differing aspects of personal and organisational behaviour
4. societal and internal and external stakeholder expectations
5. local, national and international law

Question 7

BUSINESS ETHICS IN THE DEVELOPMENT OF STRATEGY - THE SCOPE OF BUSINESS ETHICS

Stanwick and Stanwick (2014) discuss how the ethical cycle within a business enables employees to understand what?

What does this cycle involve?

What does this align with?

Stanwick and Stanwick further suggest that there are 3 core questions that need to be answered to enable what?

What are the 3 questions?

Answer 7

who they are and their strategic responsibilities from an ethical perspective.

involves decisions being made with an ethical dimension, the results of such decisions being understood and then influencing the next time such a decision needs to be made

aligns with the thinking of Argyris (1990) and the ‘ladder of inference’

to enable an organisation to make and deliver effective ethical decisions within the wider business context:
1. the individual needs to ask, ‘Who am I?’
2. the team or group needs to ask, ‘Who are we?’
3. the organisation needs to ask, ‘Who is the company?’

Question 8

BUSINESS ETHICS IN THE DEVELOPMENT OF STRATEGY - THE SCOPE OF BUSINESS ETHICS

Foss (1997) suggested that within the decision-making context, the decision-maker needs to integrate what into the process?

Why is this important?

Constance Bagley (2003) devised a straightforward ‘decision tree’, to encapsulate the core ethical questions at the heart of strategic decision-making.

What is the importance of this tree?

By following the decision tree, when are the only 2 situations when an action should be taken?

Answer 8

need to integrate ethical issues into the process

by being able to demonstrate its ethical virtues to its various stakeholders, firms
incorporate ethical planning as part of the strategic planning process, and are then able to generate a positive reputation to the stakeholders

importance = it illustrates that the ethical nature is not always straightforward = sometimes the ethical decision may not always be in the best interests of the organisation (identified by Bagley as maximising shareholder value).

Should only ‘do it’ if:
(1) the proposed action is legal, it maximises shareholder value, and it is ethical; OR
(2) the proposed action is legal, it doesn’t maximise shareholder value but it would not be ethical to not take the action

Question 9

BUSINESS ETHICS IN THE DEVELOPMENT OF STRATEGY - DIMENSIONS OF ETHICS

Chryssides and Kaler (1996) suggest that the same 2 core dimensions of ethical behaviour that affect each individual – principles and situation – will also strongly influence the evolution of ethical norms within a business.

What are the 5 different views of business ethics they suggest?

Name an example for each.

Answer 9

1. Business is business = the aims of an organisation are purely commercial
   (e.g., selling goods with a known fault might be perceived as acceptable under this view)
2. Act consistently within the law = it is accepted that the law is there to protect the greater good of all concerned and therefore should underpin ethical decision-making
   (e.g., faulty goods would not be perceived as acceptable under this view, but such goods may not be for the greater benefit of the individual or for society)
3. Good ethics mean good business = the coincidence theory = organisational sustainability is closely aligned with the perception by stakeholders of good business ethics
   (e.g., it might be acceptable to manufacture and sell a particular product, but if deemed to be damaging to organisation’s reputation, it would likely be withdrawn)
4. Conventional morality = the business will operate in line with the moral codes of the society within which it is based
   (problems = such codes will evolve with the passage of time and codes will differ significantly within different geographic locations (e.g. bribery is accepted in some parts of the world and illegal in others))
5. Universal morality = people in the business world should maintain the same standards of ethical behaviour in business as they would in their private lives = seen as setting a high ethical standard.
   (e.g., strategic thinking is often aligned with the tactics developed to win a war)

Question 10

BUSINESS ETHICS IN THE DEVELOPMENT OF STRATEGY - THE PURPOSE OF A CODE OF ETHICS

The code of ethics document will inevitably include 2 complementary but necessarily different aspects of a code. What are they?

In a code, we are trying to anticipate what might or might not happen in the future, based on our understanding of today.
What are the 3 key areas that are required to deliver an appropriate mix for a code, similar to the core drivers of strategic thinking?

What are the pressures (2) and what will they affect (3)?

Answer 10

1. principles, standards and expected modes of conduct (behaviours)
2. practical guidelines = a decision-tree type approach (‘if this happens, what do I do’) or set of quite specific instructions

(1) The structural requirements will ensure compliance with the underlying professional levels of conduct
(2) The practical input will be a wide view of how people adhering to the code are expected to behave.
(3) The personal section may include specific examples illustrating how people are expected to behave, how they will be judged, and the potential consequences of non-compliance.

The pressures = combination of societal values and legal requirements, will affect style, impact, and effectiveness of the code

Question 11

BUSINESS ETHICS IN THE DEVELOPMENT OF STRATEGY - THE PURPOSE OF A CODE OF ETHICS

The Chartered Governance Institute UK & Ireland members are expected to adhere to what?

This comprises of what 4 core principles?

Answer 11

The CGIUKI Code of Professional Ethics and Conduct

1. Integrity = the quality of being honest and having strong moral principles = requires that members are impartial, independent and informed
2. High standard of service/professional competence = should be delivered throughout one’s working life = involves an understanding of relevant technical, professional and business developments
3. Transparency = members should be clear and open in their business and professional conduct
4. Professional behaviour = members should act in a way and pay regard to all regulations which may have a bearing on their actions

Question 12

CORPORATE SOCIAL RESPONSIBILITY AS PART OF STRATEGY

What is the recognition of CSR by an organisation, in its fundamental form?

In practice what does this mean?

Answer 12

= a commitment to contribute to economic development from within an ethical framework, while seeking to improve the quality of life for its employees and their families, the local community and society at large

In practice = the ability of an organisation to link its DM to a set of ethical values, while complying with legal requirements and maintaining a respect for how the organisation will/may affect the people within its wider stakeholder environment.

Question 13

CORPORATE SOCIAL RESPONSIBILITY AS PART OF STRATEGY

CSR has seen a gradual growth of consideration across the world to the point where it has become an expected benchmark within organisational structure and reporting.

CSR could be perceived as what?

To achieve this, an organisation needs to have what?

What advantage can CSR bring?

Answer 13

the obligation that any organisation has to develop and implement its strategy with a positive awareness of how that strategy is likely to affect society

a wide and conscious awareness of the social issues and norms that are affecting society at any point in time

= competitive advantage may be gained from a perception by stakeholders that the organisation is operating in an ethical manner = the organisation will be seen as a good corporate citizen choosing to do ‘the right thing’

Question 14

CORPORATE SOCIAL RESPONSIBILITY AS PART OF STRATEGY - CARROLL’S PYRAMID OF CSR

Carroll (1991), places the concept of CSR into a pyramid framework to help businesses what?

What are the 4 levels?

Carroll suggests that the following core attributes need to be associated with each responsibility

ETHICAL RESPONSIBILITIES

Carroll suggests that what 3 core attributes need to be associated with the ethical responsibilities?

Answer 14

challenge and consider 4 distinct levels of responsibility, which are required to ensure that CSR is part of the wider business objectives

(1) economic responsibility = be profitable. required by society
(2) legal responsibilities = obey laws and regulations. required by society
(3) ethical responsibilities = do what is just and fair; avoid harm. expected by society
(4) philanthropic responsibilities = be a good corporate citizen. desired by society

Ethical responsibilities
(1) An organisation needs to develop its own ethics code (the way it expects employees to behave)
(2) There needs to be some concept within an organisation of the moral and ethical norms that are acceptable to society (both generic and specific)
(3) An organisation needs to encourage its employees to be ‘good corporate citizens’.

Question 15

CORPORATE SOCIAL RESPONSIBILITY AS PART OF STRATEGY - CARROLL’S PYRAMID OF CSR

ECONOMIC RESPONSIBILITIES

Carroll suggests that what 4 core attributes need to be associated with the economic responsibilities?

LEGAL RESPONSIBILITIES

Carroll suggests that what 3 core attributes need to be associated with the legal responsibilities?

Answer 15

Economic responsibilities:
(1) If an organisation is enabled or allowed to exist within a society, then it has a responsibility to that society in return.
(2) Society needs organisations that are profitable (within a democracy this allows for the levying of taxation to generate funds for the public good)
(3) Profits enable the direct reward of owners, but also allow reinvestment in the organisation to drive forward both the organisation and the stakeholder society that it is serving.
(4) Organisations that are not successful within their projected field of operation will eventually fail = will have a knock-on cost to society.

Legal responsibilities:
(1) Any organisation needs to operate within the legal framework of the society where it exists.
(2) The laws are there for the greater good and protection of society as a whole.
(3) It is important for an organisation to produce products/services that meet at least the minimum legal standards required for the protection of consumers.

Question 16

CORPORATE SOCIAL RESPONSIBILITY AS PART OF STRATEGY - CARROLL’S PYRAMID OF CSR - PHILANTHROPIC RESPONSIBILITIES

Carroll suggests that what 5 core attributes need to be associated with the philanthropic responsibilities?

Answer 16

(1) This takes an organisation above the economic, legal and ethical and into a discretionary area where organisations may want to, or may want to be seen to be ‘giving back’.
(2) There is a fine line between altruism (an unselfish concern for the welfare of others) and philanthropy (the performing of charitable actions).
(3) There is a risk that the desire within an organisation, or within its leaders, to be seen to be going above and beyond for the greater good of others can both enhance and damage organisational reputation dependent on the views of others.
(4) Carroll uses the pyramidal structure to illustrate the gradual building of CSR within an organisation.
(5) The starting point is financial stability (going-concern, viability) and the requirement is to operate within the law.
This can then enable the evolution of ethical and philanthropic practices in the belief that they will enhance the economic good (either tangibly or intangibly) and thus complete the circle.

Question 17

CORPORATE SOCIAL RESPONSIBILITY AS PART OF STRATEGY - TAKING AN ETHICAL STANCE

Every organisation will naturally take a slightly different stance on its approach to CSR. What will this be based upon? (3)

Johnson et al. (2017) produced a matrix identifying a range of different CSR approaches with the dynamics that were driving them. What are the 4 modes?

Are they defensive, reactive, proactive or defining?

Answer 17

Based upon its current and historic culture, the views of the current employees and the stakeholder expectations

(1) Laissez-faire = the organisation gets on with ‘life-as normal’ = focused on driving profitability and shareholder value
* Its CSR approach = to achieve the minimum required to comply with regulation and expectation.
DEFENSIVE = the organisation will find reasons to avoid additional expenditure on CSR activities

(2) Enlightened self-interest = the organisation recognises the commercial benefit of taking a positive CSR stance and in building greater sustainability into the supply chain.
REACTIVE = the organisation will be perceived as responding to CSR opportunities.

(3) Stakeholder interaction = the organisation recognises the benefit of working closely with its wider stakeholder community and has developed the ability to account for its operation and output from a triple-bottom-line perspective, or its equivalent
PROACTIVE = the organisation will be perceived as leading and
opening CSR opportunities.

(4) Shaper of society = the organisation and/or its key leadership team are seen as visionaries who have the ability to influence social change.
DEFINING = the organisation will establish benchmarks and best practice for others.

Question 18

CORPORATE SOCIAL RESPONSIBILITY AS PART OF STRATEGY - THE AUDITING OF CSR

What is important for directors and others to be able to justify?

What is a social audit?

Increasingly there is a move towards what?

What does this link to?

What does this attempt to do?

Answer 18

it is important for directors and others to be able to justify the approach taken to CSR with its inevitable use of stakeholder resources

If treated as a separate process then referred to as a social audit

a more holistic approach = should be scrutinised as part of the formal cyclical external and internal audit processes

triple-bottom line approach = to align the concept of a social audit with that of a financial audit

attempts to capture the essence of sustainability by measuring the impact of an organisation’s activities on the world (this approach predates that of integrated reporting)

Question 19

CORPORATE SOCIAL RESPONSIBILITY AS PART OF STRATEGY - THE AUDITING OF CSR

How do Savitz and Weber (2006) suggest the differentiation between the 3 different aspects of the triple bottom line?

Johnson et al. (2017) suggest that the areas within CSR that need to be reviewed and audited are differentiated into what 2 aspects?

Although this split is slightly arbitrary, it can be seen that what?

Answer 19

ECONOMIC = (1) sales, profitability, return on investment, (2) taxes paid, (3) monetary flows, (4) jobs created

ENVIRONMENTAL = (1) air quality, (2) water quality, (3) energy usage, (4) waste produced

SOCIAL = (1) labour practices, (2) community impact, (3) human rights, (4) product responsibility

1. Internal = employee welfare, working conditions, job design, intellectual property.
2. external = environmental, products, markets and marketing, suppliers, employment, community activity, human rights

CSR concepts cover a broad range of stakeholder interests.

Question 20

CORPORATE SOCIAL RESPONSIBILITY AS PART OF STRATEGY - THE AUDITING OF CSR

In many instances there is an increasingly detailed legal expectation with regard to anticipated organisational action in areas previously referred to as CSR issues. What does this reflect?

Name 2 examples.

For companies with shares listed and publicly traded on LSE and AIM, there is what?

How have companies responded to this?

The style adopted will be driven by what?

Answer 20

reflects societal change and an increasing expectation that many areas of organisational behaviour have moved from a social expectation to a legal requirement.

(1) the variety of differing laws covering treatment of, and rights of, employees
(2) the introduction into UK legislation of the Bribery Act 2010 and the Modern Slavery Act 2015

an ever-increasing expectation of transparency in their narrative reporting, as a fundamental part of their ARA = aspects of CSR such as modern slavery, employee diversity, carbon and other emissions, are required to be reported on a regular and comparative basis so that the company’s approach to CSR is visible to all

= in a wide variety of ways = from a minimalist approach of boilerplate text to a graphic illustration of how the organisation is behaving as a ‘good corporate citizen’.

either internally (the beliefs of the key players) or externally (the expectations of activist shareholders or stakeholders)

Question 21

SUSTAINABILITY AS PART OF STRATEGY

The first additional requirement under S.172(1) CA2006 is for directors to consider the long-term consequences of their decision-making, their strategy.

How has this approach been strengthened in recent years?

how are sustainability and viability intrinsically linked?

Answer 21

expectation that the traditional concept of going-concern (the ability of an organisation to meet its liabilities within the next 12 months) needs to be aligned more closely with an understanding and explanation by directors of the longer-term viability organisation (now a reporting requirement for all except small and medium-sized)

A core principle of a CSR approach is the impact that an organisation is having upon the wider environment, so the stakeholder interest must be focused on the sustainability of such an approach. As with finance, a short-term, instant-win action might have an impact but will not be sustainable in the longer term

Question 22

SUSTAINABILITY AS PART OF STRATEGY

Adrian Henriques (2004) suggested that if sustainability is viewed as as an intrinsic part of organisational strategic thinking, then what?

What are these 3 perspectives?

How are CSR and sustainability differentiated between?

Answer 22

there needs to be 3 different perspectives being held together at any one point in time, and transparency to stakeholders:
(1) Economic sustainability: do the figures add up?
(2) Social sustainability: who is impacted by our operational activities?
(3) Environmental sustainability: are we adding to or reducing the overall long-term viability of the environment within which our organisation operates?

Responsibility = our accountability to and impact upon others.
Sustainability = our accountability to and impact upon ourselves and others.

Question 23

SUSTAINABILITY AS PART OF STRATEGY

The incorporation of sustainability within the overall strategic thinking will bring a number of what?

Name 4.

Answer 23

direct benefits, both tangible in terms of outcomes, and intangible in terms of the need for a developed strategic thinking and consideration.

(1) Business protection = through the reduction of risk of harm to the organisation and its direct and indirect stakeholders.
(2) Business operation = through a wider awareness of direct and indirect costs across a longer strategic time period.
(3) Business growth = widening of the breadth of strategic consideration will undoubtedly lead to the consideration of a greater range of opportunities.
(4) Business reputation = being known for a sustainable CSR approach.

Question 24

SOCIAL BUSINESS AND CREATING SHARED VALUE

Alongside commercial business organisations, there has always been a strand of organisations that have been formed with the strategic drive and objectives of a more social based ethos.

In the UK and other European countries, this has often resulted in what?

What is the strategic objective of those?

Such social businesses are often referred to as what?

Answer 24

in a formal co-operative structure e.g., co-op

the strategic objective being to create an equally shared value among the members of the organisation = ‘one person: one share: one vote’ structures to delineate ethos of their membership

AKA non-profit organisations BUT no organisation will have a strategic objective to make losses = utilisation of financial gains is generally treated in a more equitable manner, based upon the originating constitution of the organisation = drive is for a different concept of ‘profit’ other than financial

Question 25

SOCIAL BUSINESS AND CREATING SHARED VALUE

Since the financial crisis of 2007/08 there has been a growth of businesses defining themselves as either ‘social businesses’ or ‘social enterprises’.

As with a co-operative structure, the genuine ‘social’ nature of such a business will be based around what?

Such businesses can have a variety of social impacts. Name 4.

From the perspective of a company secretary or governance professional, it is important to understand what?

Answer 25

based around the principles included within its constitution, and as exhibited by its leadership and its employees

(1) use of all profits to fund their desired causes, (2) allowing employees time to participate in charitable activities, (3) deliberate employment of disadvantaged people, (4) provision of urgent and immediate help to others

both the social nature and the legal constitution of such an organisation to ensure that appropriate governance standards and techniques are being adhered to.

Question 26

SOCIAL BUSINESS AND CREATING SHARED VALUE

How does Professor Muhammad Yunus define a social business? (4)

The organisation ClearlySo has a diagram that differentiates between 4 types of organisation. What are the 4 types?

Answer 26

(1) social business = a non-dividend company that is created to address and solve a social problem
(2) no personal gain is desired by investors
(3) purpose of the investment is purely to achieve one or more social objectives through the operation of the company
(4) once the original investment has been recouped by the investors, profit stays within the company to expand its outreach and increase the social impact

(1) charity = non-profit generating no revenues or profits
(2) social enterprise = combines commercial and social goals, but with emphasis on latter = profits reinvested in community or company
(3) social business = combines commercial and social goals. Investment would lead to equivalent increase in social impact
(4) for profit company = profit maximising company = CSR and social impact considered an add-on to the core business agenda

Question 27

SOCIAL BUSINESS AND CREATING SHARED VALUE

In 2005 the UK government introduced the concept and legal structure of a community interest company (CIC). How are these differentiated?

What does Hatherly (2013) suggests regarding organisational accountability and reporting at the macroeconomic and microeconomic levels?

He proposes that corporate reporting should be developed beyond what?

Answer 27

differentiated by having to have a social mission as their core ethos, a clause in the constitution ensuring that the assets can only be used for a declared social mission, and a requirement that any net assets upon closure are transferred to a registered charitable organisation, nominated on the formation of the CIC

organisational accountability and reporting at the macroeconomic level needs to illustrate the relationship between production and consumption, while at the microeconomic level illustrate how an organisation is adding value through its strategy to its stakeholders

the simplicity of a triple-bottom-line concept to include a wider accountability to a breadth of stakeholders, including society and the environment

Question 28

THE ROLE OF INDIVIDUALS AND MANAGERS

Ethics and ethical decision-making is ultimately down to individuals, and therefore the direct impact of CSR will likewise be driven by individuals.

When individuals are placed in any position of responsibility, such as becoming a manager or director, they may face a personal dilemma if what?

A person in such a position has a defined number of alternative actions. What are they? (5)

Answer 28

their personal ethics are not in agreement with the actions and decisions that are expected of them within the organisation

1. make the decision in line with the organisational expectations and live with the personal dilemma
2. try to change the organisational expectations
3. ensure that the differing views or opinions are documented as appropriate
4. leave the business because of the clash of ethics
5. if the organisation is perceived as going against legal or social norms, it might be necessary to consider whether to inform stakeholders and others through a whistleblowing approach

Question 29

THE ROLE OF INDIVIDUALS AND MANAGERS

Hamel (2012) has written about using a ‘values-based’ approach to organisational leadership, which he illustrated in a pyramid structure.

What did he recognise?

What can this affect?

What are the 6 levels in his pyramid and what 2 categories are they split into?

Answer 29

that we only ever have a certain level of control and influence over the employees of an organisation, and that ultimately the values in the organisation will be based upon how people both respond and are seen to respond

can significantly affect organisational ethics and therefore reputation

Aspects of behaviour that can be expected, controlled and commanded:
(1) Obedience = I turn up for work and do the intended job, if reluctantly
(2) Diligence = I focus on the work and apply myself during working hours, but I’m happy to go home and forget about it.
(3) Expertise = I take personal responsibility for my own skills and abilities and feel satisfaction at being able to use them within a role.

Aspects of behaviour that can be aspired to but not commanded:
(4) Initiative = I take ownership for problem and try to find solutions.
(5) Creativity = I take time to think of better ways of doing something, using my brain to think outside of the immediate.
(6) Passion = I find real purpose in the work activities and environment, feeling fulfilled in the role that I have