Week 5 — Readings & Resources

Your primary reading is Chapter 5 (in this module). Everything below is the optional, go-deeper layer — pick what helps, skip the rest.

How to use this page

This page has 10 items (4 readings and 6 videos). Allow 50–60 minutes for everything. Each group links back to the matching chapter section and class-session segment, so use the full menu when you want more, or take the quick path below.

Every video here has captions: turn them on with the CC button in the player. The chapter covers the same ideas in text.

Pick-one quick path (20–24 min total)

• Recommended Practices for Anti-Retaliation Programs — Occupational Safety and Health Administration
• What is the difference between Ethics, Morality and the Law? — The Ethics Centre
• Business Ethics: The Impact of Ethics on Business — Two Teachers

① Legal versus right, and how to think it through

Chapter 5, Section “Separate legal from right: the law is the floor” · Session 1, Segment 1, “Allowed is not the same as right” · Remember: the law sets the floor, and ethics asks what is right above it.

• What is the difference between Ethics, Morality and the Law? — The Ethics Centre — an ethics nonprofit's short explainer on how three ideas people often blur, ethics, morality, and the law, differ from one another; as you watch, match what it says about the law to the chapter's floor picture. (video, 5 min) (captions: creator)
• Ethical Decision Making — The Ethics Centre — the same nonprofit asks what really drives a big choice; afterward, run the chapter's three ethical-reasoning questions on a decision of your own and compare. (video, 4 min) (captions: creator)

② How a workplace shapes conduct

Chapter 5, Section “Shape conduct at work: four tools, not one poster” · Session 1, Segment 2, “Four tools, not one poster” · Remember: a code works only when people are trained on it, leaders follow it, and reporting is safe.

• Business Ethics: The Impact of Ethics on Business — Two Teachers — a classroom-style explainer on the decisions a business can take to act more ethically; listen for which of the chapter's four tools each decision resembles. It praises and faults named real companies; treat those as the video's own examples, not facts this course has checked. (video, 7 min) (captions: creator)
• Template: Code of conduct — Creative Workplaces — a national government workplace site's guide to what a code of conduct sets out: the behaviors expected, the behaviors not tolerated, and what happens if the code is not followed; it is written for Australian arts workplaces, so read it for the parts of a code rather than the local rules, and skip the template download. (reading, 4–6 min)
• Recommended Practices for Anti-Retaliation Programs — Occupational Safety and Health Administration — the federal workplace-safety agency's advisory guide for employers on building a workplace where people can raise concerns without fear of retaliation; read the opening pages on why preventing retaliation is good for workers and good for business, as general education rather than advice on any real situation. Use it with the first goal in the Week-5 module overview, telling an ethical question from a legal one. (reading, 8–12 min)
• Whistleblowing: A Practical Guide — Protect — a whistleblowing charity talks through what to consider before raising a concern at work; it speaks from British law, so watch it for the practical ideas, not the legal rules. (video, 7 min) (captions: creator)

③ What a business owes society: three lines

Chapter 5, Section “Weigh three bottom lines: profit, people, planet” · Session 2, Segment 4, “Three lines, one decision” · Remember: the triple bottom line puts people and the planet next to profit before a choice is made.

• Triple bottom line (3 pillars): sustainability in business — Sustainability Illustrated — an illustrated explainer on weighing people, planet, and profit together; as you watch, ask whether it presents the model as a way of thinking or as a required report, and recall that the chapter teaches it as the first. (video, 4 min) (captions: creator)
• Learn About Sustainability — U.S. Environmental Protection Agency — the federal environmental agency's short page on what sustainability means, people and nature existing in productive harmony for present and future generations; connect it to the planet and people lines of the family-farm example. Stop here before operations and quality; next week takes that up. (reading, 3–5 min)

④ Two positions on what a corporation is for

Chapter 5, Section “Argue what a corporation is for: two positions, no verdict” · Session 2, Segment 5, “Two positions, no verdict” · Remember: each position has strong reasons, and this course leaves the verdict to you.

• The Stakeholder Shareholder Debate — Publius No.86 — a short explainer that traces the shareholder-versus-stakeholder debate from its roots and closes with one commentator's worry about the stakeholder side, that a manager answerable to many groups may be answerable to none; treat that ending as one analysis, not a verdict. This builds on Week 4's work with what a corporation and its stockholders are. Write down the strongest reason it gives for each side, then add the stakeholder position's reply from the chapter. (video, 4 min) (captions: creator)

Optional one-stop reference (free online reference)

• Manage your business: stay legally compliant — U.S. Small Business Administration — the federal small-business agency's guide, which this course returns to; read the stay-legally-compliant part as a picture of the legal floor every business stands on, as general education rather than advice for your own business, and skip the other management topics. (reading, 4–6 min)

Heads-up (links rot): these point to outside sites that occasionally move or rename pages. If a link ever fails, tell your instructor and use the reference above in the meantime.

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