Assignment Prompt & Instructions
– ## Week6work.docx
– ## Interview_with_Andrew_Kilshaw.pdf
– The_Globalisation_of_Nursing.pdf
– Use_of_physical_restraint_eth.pdf
– Global_Brand_Management_-_Nike.pdf
– Effective_bank_regulation_sev.pdf
**## Week6work.docx**
### **Week 6 – Discussion: Ethical Leaders(No more than 300 words)**
## Discussion Prompt:
The sixth principle of finance is that reputation matters. The unethical behavior of corporate leaders has been well-documented and publicized in previous years. On the positive side, there are ethical leaders. In this discussion, describe the actions of an ethical corporate leader. Provide an example of a recent corporate leader who exhibits these qualities. Identify by name. Do not use your own company leader or a family member as an example. Further, identify the goal and functions of financial management. Then, appraise key elements of effective corporate governance and strategies for encouraging ethical behavior.
### **Week 6 – Assignment: Political, Legal and Ethical Issues**
### Instructions
## Prompt:
Legal and regulatory issues relate to differences in laws and regulations for both domestic and multinational companies. These issues connect to Corporate Social Responsibility and Human Resources, illustrating the impact on various aspects of the company. Think about the complex interplay between external issues and internal financial business operations, and how AI can be leveraged to navigate these challenges.
### Assignment Directions:
Apply AI tools to research political, legal, and ethical issues for a specific company – it can be domestic or international. Reference the tool used.
In a 675-700 content word paper, identify the goal and functions of financial management, and appraise the political, legal, and ethical issues and how they can affect the financial and business operations of the company. Identify how each of these issues impact its Corporate Social Responsibility (CSR) activities and the responsibilities of its Human Resources (HR) department? Critique how AI is being leveraged to navigate these challenges.
### Submission Instructions:
1. APA7 and Turnitin are required.
1. Include a minimum of three (3) references. AI tool is not counted as Reference.
Toiviainen, L. (2007). "The Globalisation of Nursing: Ethical, Legal and Political Issues" University of Surrey 10-11 July 2006: A summary of the deliberations of the concurrent working groups.
_Nursing Ethics, 14_(2), 258-63.
[https://doi.org/10.1177/0969733007073708](https://doi.org/10.1177/0969733007073708)
Arch, L. (2020). Effective bank regulation: seven guiding principles.
_Journal of Financial Regulation and Compliance, 28_(2), 301-314. https://doi.org/10.1108/JFRC-06-2019-0075
Hughes, L., & Lane, P. (2016). Use of physical restraint: ethical, legal and political issues.
_Learning Disability Practice (2014+), 19_(4), 23. https://doi.org/10.7748/ldp.19.4.23.s21
DT RESPONSE ( NO MORE THAN 150 WORDS)
Ethical leadership is essential in finance because, as Cornett, Adair, and Nofsinger (2015) emphasize, a firm’s reputation plays a critical role in long-term value and stakeholder trust. Ethical corporate leaders demonstrate transparency, accountability, and a commitment to stakeholder interests rather than short-term personal gain. One contemporary example is Satya Nadella, CEO of Microsoft. Nadella has consistently prioritized ethical data use, cultural transformation, and sustainable innovation, which reflects integrity and responsible stewardship in a global business environment. His leadership aligns with Gaspar et al. (2014), who note that effective global leaders must embed ethical decision-making into organizational culture to navigate complex international environments.
The goal of financial management is to maximize shareholder wealth while responsibly managing risk, allocating resources efficiently, and ensuring the firm remains financially sustainable (Cornett et al., 2015). Core functions include capital budgeting, capital structure decisions, and working capital management, each requiring ethical judgment to balance profitability with fairness and long-term stability.
Effective corporate governance includes establishing clear oversight mechanisms, independent boards, strong internal controls, and transparent reporting systems. According to Gaspar et al. (2014), governance structures promote ethical behavior when companies develop codes of conduct, enforce compliance, and cultivate cultures that reward integrity. Strategies such as ethics training, whistleblower protections, and aligning executive compensation with long-term performance further support ethical conduct. Ultimately, organizations with strong governance and ethical leadership are better positioned to maintain positive reputations and achieve sustainable financial success.
ML RESPONSE ( NO MORE THAN 150 WORDS)
Over the years, we have witnessed numerous instances of unethical behavior by corporate leaders (Harvey Weinstein comes to mind), which have significantly harmed not only their organizations but also public trust in the business community. However, there are many ethical leaders whose actions demonstrate integrity and responsibility.
An ethical corporate leader prioritizes transparency, fairness, and accountability in their decision-making processes. They focus not only on profitability but also on the long-term well-being of employees, customers, and society. I am sure we all googled “Ethical Corporate Leaders”, and I was going to look at Warren Buffett but, Satya Nadella, CEO of Microsoft, piqued my interest. He has been recognized for fostering a culture of empathy, ethical innovation, and inclusion, thereby enhancing Microsoft’s reputation as a socially responsible company.
Financial management’s primary goal is to maximize the value of the firm while managing risks effectively. The key functions include financial planning, organizing, directing, and controlling financial activities to ensure the company’s financial health and sustainability. Effective corporate governance is essential for promoting ethical behavior and accountability. This typically involves establishing a strong, independent board of directors, clear policies, and systems that monitor leadership actions. Encouraging ethical behavior can be achieved through comprehensive training programs, enforcing a code of conduct, and aligning incentives with long-term ethical performance rather than short-term gains.
Ethical leadership, coupled with sound financial management and governance practices, lays a strong foundation for organizational success and sustainability. Reputation remains one of the most valuable assets a company can possess.
Arch, L. (2020). Effective bank regulation: seven guiding principles.
_Journal of Financial Regulation and Compliance, 28_(2), 301-314. https://doi.org/10.1108/JFRC-06-2019-0075
**## Interview_with_Andrew_Kilshaw.pdf**
Leading edge
Interview with Andrew Kilshaw, Chief
Learning Officer at Nike Inc.
Interview by William Strange
A
ndrew Kilshaw is Chief Learning Officer at Nike Inc., responsible for overseeing the
development needs of over 37,000 employees in Nike’s global work-force. His varied
background led from studies at Manchester University and Coventry Business
School, to IMD, Lausanne, where Andrew received an MBA with distinction. Andrew has
since worked with numerous top-tier global companies, and specializes in leadership
development and talent management.
Your professional background has been quite diverse, focusing around areas
such as talent management, leadership development, business strategy and
change management to name a few. What is it that attracted you to this
particular role?
Many factors made this a really attractive opportunity. Obviously there’s the power of the
Nike brand – one of the most iconic in the world, with its mission statement of
bringing inspiration and innovation to every athlete in the world (‘‘If you have a body, you are
an athlete’’ – Bill Bowerman). This was a new global centralized learning function to shape,
which hadn’t been done before – I’m a builder and I thrive on global opportunities.
It’sbeen an intellectual and pragmatic challenge to work out how to align a global function
that serves the professional, functional and leadership/management development needs of
over 37,000 global Nike Inc employees in one of the most highly matrixed structured
companies in the world. We’ve made great progress in the past 18 months, and now have a
very solid foundation on which to delivery great learning experiences to all Nike Inc’s
employees.
How do you align your own L&D strategy to support the Nike business?
At the portfolio level, we mirror and align with the corporate strategic planning process.
During each annual cycle, we look at business strategy from a vertical functional perspective
(for example, global sales, global finance etc) then six months later, from a horizontal market
perspective (cross-functionally within a geography, category, brand). We support the same
process – looking at three year talent development strategies in support of functional
strategies (to build global curricula that drive functional excellence), then looking at creating
geographic assortments from the global curricula to support specific business unit targets.
This minimizes duplication of effort, while allowing for tailored offerings within markets. We
PAGE 32 j DEVELOPMENT AND LEARNING IN ORGANIZATIONS j VOL. 26 NO. 3 2012, pp. 32-34, Q Emerald Group Publishing Limited, ISSN 1477-7282 DOI 10.1108/14777281211225820
Andrew Kilshaw
use this process to focus on those priorities which will drive our businesses forwards – while
we can do anything, we realize we cannot do everything.
As Nike matures as a business, what strategies do you see need to be employed to
maintain the energy and innovation of its early years?
The tension that the matrix structure of Nike provides is a natural promoter of energy and
innovation – being able to navigate and succeed in this ambiguity is definitely a common
trait that is needed in all employees in order to be successful. Due to the matrix, there are
always many fingerprints on any decision that is made, or product or service that is created.
That environment, coupled with a real free market for good ideas (that transcends
hierarchy), means that we leverage the power of the team.
Our culture helps too. We have 11 corporate values which we call our maxims. Many of these
reflect the ‘‘Just Do It’’ mentality – such as ‘‘simplify and go’’ and ‘‘evolve immediately’’. The
values aren’t just words on a page but really describe and guide how we work.
Lastly, Mark Parker (our CEO) describes that the distance between us and our potential is far
greater than that between us and our competition. Our strong sporting heritage drives us to
better ourselves, set personal records and be the best we can.
What trends do you see emerging in the L&D field and where do you see the
profession heading over the next five to ten years?
The biggest trend I see (continuing) is the democratization of learning – social technology is
disaggregating ownership of knowledge. What that means for learning functions is that
rather than being the font of all knowledge (the hub (instructor) and spoke (learners) model),
we need to become brokers and matchmakers – connecting teachers with learners by
providing virtual and real platforms where we maximize the value of interactions between the
two. At Nike, we’re betting on this right now by building peer to peer learning in to several of
our programs – one of our function’s brand truths reflects this – ‘‘we are catalysts for
learning, not just providers of learning’’.
Another significant trend is akin to Moore’s law in computing. The world is moving
exponentially faster (search for ‘‘Did You Know? 3.0’’ on YouTube for a quick lesson!) and is
also currently increasingly volatile. I believe the effect on learning organizations means that
we are more effective if we can increasingly make learning (either knowledge or skill transfer)
accessible at the point and time of need, rather than ‘‘sign up for the course we’re running in
three months time’’ – although there will always be a place for developing long term
capabilities.
What are some of the strategies that employers can adopt to retain and engage
talented staff?
I think the timeless classics still very much apply. Two I adhere to are:
1. Delegate and empower people. Not only is it a great development opportunity, when you
give people power, they generally are respectful of it – to the point they will ask for your
advice anyway.
2. Provide broad direction, but let employees navigate their own route.
Not only does this encourage diversity (and each of us will leverage our differing strengths in
achieving the same outcome), the ownership this provides to the employee helps with
change adoption – people generally don’t fight their own ideas.
VOL. 26 NO. 3 2012 jDEVELOPMENT AND LEARNING IN ORGANIZATIONSj PAGE 33
Have you seen a noticeable difference in the type of career expectations that the
‘‘.net generation’’ have of the workplace, compared with previous generations?
I do not think it is as stark as often described, however in some aspects, yes – one well
documented difference is around what is called ‘‘delay of gratification’’. Millennials are
typically not as willing to wait for what they want – be it a promotion, a pay rise or a new
challenge. What concerns me in the long term is how this expectation combines with what is
referred to as the lost generation – the fact that Gen Y’ers have been badly hit by the job
crisis. Two implications of this will likely be a skills shortage once the economy does
eventually recover, and secondly a significant gap between the haves and have nots in this
generation.
Keywords:
Learning and development,
Talent management,
Mobile learning,
Learning,
Development
PAGE 34 jDEVELOPMENT AND LEARNING IN ORGANIZATIONSj VOL. 26 NO. 3 2012
To purchase reprints of this article please e-mail: reprints@emeraldinsight.com
Or visit our web site for further details: www.emeraldinsight.com/reprints
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
**The_Globalisation_of_Nursing.pdf**
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**Use_of_physical_restraint_eth.pdf**
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**Global_Brand_Management_-_Nike.pdf**
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**Effective_bank_regulation_sev.pdf**
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**Effective_bank_regulation_sev.pdf**
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**## Week6work.docx**
### **Week 6 – Discussion: Ethical Leaders(No more than 300 words)**
## Discussion Prompt:
The sixth principle of finance is that reputation matters. The unethical behavior of corporate leaders has been well-documented and publicized in previous years. On the positive side, there are ethical leaders. In this discussion, describe the actions of an ethical corporate leader. Provide an example of a recent corporate leader who exhibits these qualities. Identify by name. Do not use your own company leader or a family member as an example. Further, identify the goal and functions of financial management. Then, appraise key elements of effective corporate governance and strategies for encouraging ethical behavior.
### **Week 6 – Assignment: Political, Legal and Ethical Issues**
### Instructions
## Prompt:
Legal and regulatory issues relate to differences in laws and regulations for both domestic and multinational companies. These issues connect to Corporate Social Responsibility and Human Resources, illustrating the impact on various aspects of the company. Think about the complex interplay between external issues and internal financial business operations, and how AI can be leveraged to navigate these challenges.
### Assignment Directions:
Apply AI tools to research political, legal, and ethical issues for a specific company – it can be domestic or international. Reference the tool used.
In a 675-700 content word paper, identify the goal and functions of financial management, and appraise the political, legal, and ethical issues and how they can affect the financial and business operations of the company. Identify how each of these issues impact its Corporate Social Responsibility (CSR) activities and the responsibilities of its Human Resources (HR) department? Critique how AI is being leveraged to navigate these challenges.
### Submission Instructions:
1. APA7 and Turnitin are required.
1. Include a minimum of three (3) references. AI tool is not counted as Reference.
Toiviainen, L. (2007). "The Globalisation of Nursing: Ethical, Legal and Political Issues" University of Surrey 10-11 July 2006: A summary of the deliberations of the concurrent working groups.
_Nursing Ethics, 14_(2), 258-63.
[https://doi.org/10.1177/0969733007073708](https://doi.org/10.1177/0969733007073708)
Arch, L. (2020). Effective bank regulation: seven guiding principles.
_Journal of Financial Regulation and Compliance, 28_(2), 301-314. https://doi.org/10.1108/JFRC-06-2019-0075
Hughes, L., & Lane, P. (2016). Use of physical restraint: ethical, legal and political issues.
_Learning Disability Practice (2014+), 19_(4), 23. https://doi.org/10.7748/ldp.19.4.23.s21
DT RESPONSE ( NO MORE THAN 150 WORDS)
Ethical leadership is essential in finance because, as Cornett, Adair, and Nofsinger (2015) emphasize, a firm’s reputation plays a critical role in long-term value and stakeholder trust. Ethical corporate leaders demonstrate transparency, accountability, and a commitment to stakeholder interests rather than short-term personal gain. One contemporary example is Satya Nadella, CEO of Microsoft. Nadella has consistently prioritized ethical data use, cultural transformation, and sustainable innovation, which reflects integrity and responsible stewardship in a global business environment. His leadership aligns with Gaspar et al. (2014), who note that effective global leaders must embed ethical decision-making into organizational culture to navigate complex international environments.
The goal of financial management is to maximize shareholder wealth while responsibly managing risk, allocating resources efficiently, and ensuring the firm remains financially sustainable (Cornett et al., 2015). Core functions include capital budgeting, capital structure decisions, and working capital management, each requiring ethical judgment to balance profitability with fairness and long-term stability.
Effective corporate governance includes establishing clear oversight mechanisms, independent boards, strong internal controls, and transparent reporting systems. According to Gaspar et al. (2014), governance structures promote ethical behavior when companies develop codes of conduct, enforce compliance, and cultivate cultures that reward integrity. Strategies such as ethics training, whistleblower protections, and aligning executive compensation with long-term performance further support ethical conduct. Ultimately, organizations with strong governance and ethical leadership are better positioned to maintain positive reputations and achieve sustainable financial success.
ML RESPONSE ( NO MORE THAN 150 WORDS)
Over the years, we have witnessed numerous instances of unethical behavior by corporate leaders (Harvey Weinstein comes to mind), which have significantly harmed not only their organizations but also public trust in the business community. However, there are many ethical leaders whose actions demonstrate integrity and responsibility.
An ethical corporate leader prioritizes transparency, fairness, and accountability in their decision-making processes. They focus not only on profitability but also on the long-term well-being of employees, customers, and society. I am sure we all googled “Ethical Corporate Leaders”, and I was going to look at Warren Buffett but, Satya Nadella, CEO of Microsoft, piqued my interest. He has been recognized for fostering a culture of empathy, ethical innovation, and inclusion, thereby enhancing Microsoft’s reputation as a socially responsible company.
Financial management’s primary goal is to maximize the value of the firm while managing risks effectively. The key functions include financial planning, organizing, directing, and controlling financial activities to ensure the company’s financial health and sustainability. Effective corporate governance is essential for promoting ethical behavior and accountability. This typically involves establishing a strong, independent board of directors, clear policies, and systems that monitor leadership actions. Encouraging ethical behavior can be achieved through comprehensive training programs, enforcing a code of conduct, and aligning incentives with long-term ethical performance rather than short-term gains.
Ethical leadership, coupled with sound financial management and governance practices, lays a strong foundation for organizational success and sustainability. Reputation remains one of the most valuable assets a company can possess.
Arch, L. (2020). Effective bank regulation: seven guiding principles.
_Journal of Financial Regulation and Compliance, 28_(2), 301-314. https://doi.org/10.1108/JFRC-06-2019-0075
**## Interview_with_Andrew_Kilshaw.pdf**
Leading edge
Interview with Andrew Kilshaw, Chief
Learning Officer at Nike Inc.
Interview by William Strange
A
ndrew Kilshaw is Chief Learning Officer at Nike Inc., responsible for overseeing the
development needs of over 37,000 employees in Nike’s global work-force. His varied
background led from studies at Manchester University and Coventry Business
School, to IMD, Lausanne, where Andrew received an MBA with distinction. Andrew has
since worked with numerous top-tier global companies, and specializes in leadership
development and talent management.
Your professional background has been quite diverse, focusing around areas
such as talent management, leadership development, business strategy and
change management to name a few. What is it that attracted you to this
particular role?
Many factors made this a really attractive opportunity. Obviously there’s the power of the
Nike brand – one of the most iconic in the world, with its mission statement of
bringing inspiration and innovation to every athlete in the world (‘‘If you have a body, you are
an athlete’’ – Bill Bowerman). This was a new global centralized learning function to shape,
which hadn’t been done before – I’m a builder and I thrive on global opportunities.
It’sbeen an intellectual and pragmatic challenge to work out how to align a global function
that serves the professional, functional and leadership/management development needs of
over 37,000 global Nike Inc employees in one of the most highly matrixed structured
companies in the world. We’ve made great progress in the past 18 months, and now have a
very solid foundation on which to delivery great learning experiences to all Nike Inc’s
employees.
How do you align your own L&D strategy to support the Nike business?
At the portfolio level, we mirror and align with the corporate strategic planning process.
During each annual cycle, we look at business strategy from a vertical functional perspective
(for example, global sales, global finance etc) then six months later, from a horizontal market
perspective (cross-functionally within a geography, category, brand). We support the same
process – looking at three year talent development strategies in support of functional
strategies (to build global curricula that drive functional excellence), then looking at creating
geographic assortments from the global curricula to support specific business unit targets.
This minimizes duplication of effort, while allowing for tailored offerings within markets. We
PAGE 32 j DEVELOPMENT AND LEARNING IN ORGANIZATIONS j VOL. 26 NO. 3 2012, pp. 32-34, Q Emerald Group Publishing Limited, ISSN 1477-7282 DOI 10.1108/14777281211225820
Andrew Kilshaw
use this process to focus on those priorities which will drive our businesses forwards – while
we can do anything, we realize we cannot do everything.
As Nike matures as a business, what strategies do you see need to be employed to
maintain the energy and innovation of its early years?
The tension that the matrix structure of Nike provides is a natural promoter of energy and
innovation – being able to navigate and succeed in this ambiguity is definitely a common
trait that is needed in all employees in order to be successful. Due to the matrix, there are
always many fingerprints on any decision that is made, or product or service that is created.
That environment, coupled with a real free market for good ideas (that transcends
hierarchy), means that we leverage the power of the team.
Our culture helps too. We have 11 corporate values which we call our maxims. Many of these
reflect the ‘‘Just Do It’’ mentality – such as ‘‘simplify and go’’ and ‘‘evolve immediately’’. The
values aren’t just words on a page but really describe and guide how we work.
Lastly, Mark Parker (our CEO) describes that the distance between us and our potential is far
greater than that between us and our competition. Our strong sporting heritage drives us to
better ourselves, set personal records and be the best we can.
What trends do you see emerging in the L&D field and where do you see the
profession heading over the next five to ten years?
The biggest trend I see (continuing) is the democratization of learning – social technology is
disaggregating ownership of knowledge. What that means for learning functions is that
rather than being the font of all knowledge (the hub (instructor) and spoke (learners) model),
we need to become brokers and matchmakers – connecting teachers with learners by
providing virtual and real platforms where we maximize the value of interactions between the
two. At Nike, we’re betting on this right now by building peer to peer learning in to several of
our programs – one of our function’s brand truths reflects this – ‘‘we are catalysts for
learning, not just providers of learning’’.
Another significant trend is akin to Moore’s law in computing. The world is moving
exponentially faster (search for ‘‘Did You Know? 3.0’’ on YouTube for a quick lesson!) and is
also currently increasingly volatile. I believe the effect on learning organizations means that
we are more effective if we can increasingly make learning (either knowledge or skill transfer)
accessible at the point and time of need, rather than ‘‘sign up for the course we’re running in
three months time’’ – although there will always be a place for developing long term
capabilities.
What are some of the strategies that employers can adopt to retain and engage
talented staff?
I think the timeless classics still very much apply. Two I adhere to are:
1. Delegate and empower people. Not only is it a great development opportunity, when you
give people power, they generally are respectful of it – to the point they will ask for your
advice anyway.
2. Provide broad direction, but let employees navigate their own route.
Not only does this encourage diversity (and each of us will leverage our differing strengths in
achieving the same outcome), the ownership this provides to the employee helps with
change adoption – people generally don’t fight their own ideas.
VOL. 26 NO. 3 2012 jDEVELOPMENT AND LEARNING IN ORGANIZATIONSj PAGE 33
Have you seen a noticeable difference in the type of career expectations that the
‘‘.net generation’’ have of the workplace, compared with previous generations?
I do not think it is as stark as often described, however in some aspects, yes – one well
documented difference is around what is called ‘‘delay of gratification’’. Millennials are
typically not as willing to wait for what they want – be it a promotion, a pay rise or a new
challenge. What concerns me in the long term is how this expectation combines with what is
referred to as the lost generation – the fact that Gen Y’ers have been badly hit by the job
crisis. Two implications of this will likely be a skills shortage once the economy does
eventually recover, and secondly a significant gap between the haves and have nots in this
generation.
Keywords:
Learning and development,
Talent management,
Mobile learning,
Learning,
Development
PAGE 34 jDEVELOPMENT AND LEARNING IN ORGANIZATIONSj VOL. 26 NO. 3 2012
To purchase reprints of this article please e-mail: reprints@emeraldinsight.com
Or visit our web site for further details: www.emeraldinsight.com/reprints
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
**The_Globalisation_of_Nursing.pdf**
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**Use_of_physical_restraint_eth.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/use-of-physical-restraint-eth-pdf)
**Global_Brand_Management_-_Nike.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/global-brand-management-nike-pdf)
**Effective_bank_regulation_sev.pdf**
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**## Week6work.docx**
### **Week 6 – Discussion: Ethical Leaders(No more than 300 words)**
## Discussion Prompt:
The sixth principle of finance is that reputation matters. The unethical behavior of corporate leaders has been well-documented and publicized in previous years. On the positive side, there are ethical leaders. In this discussion, describe the actions of an ethical corporate leader. Provide an example of a recent corporate leader who exhibits these qualities. Identify by name. Do not use your own company leader or a family member as an example. Further, identify the goal and functions of financial management. Then, appraise key elements of effective corporate governance and strategies for encouraging ethical behavior.
### **Week 6 – Assignment: Political, Legal and Ethical Issues**
### Instructions
## Prompt:
Legal and regulatory issues relate to differences in laws and regulations for both domestic and multinational companies. These issues connect to Corporate Social Responsibility and Human Resources, illustrating the impact on various aspects of the company. Think about the complex interplay between external issues and internal financial business operations, and how AI can be leveraged to navigate these challenges.
### Assignment Directions:
Apply AI tools to research political, legal, and ethical issues for a specific company – it can be domestic or international. Reference the tool used.
In a 675-700 content word paper, identify the goal and functions of financial management, and appraise the political, legal, and ethical issues and how they can affect the financial and business operations of the company. Identify how each of these issues impact its Corporate Social Responsibility (CSR) activities and the responsibilities of its Human Resources (HR) department? Critique how AI is being leveraged to navigate these challenges.
### Submission Instructions:
1. APA7 and Turnitin are required.
1. Include a minimum of three (3) references. AI tool is not counted as Reference.
Toiviainen, L. (2007). "The Globalisation of Nursing: Ethical, Legal and Political Issues" University of Surrey 10-11 July 2006: A summary of the deliberations of the concurrent working groups.
_Nursing Ethics, 14_(2), 258-63.
[https://doi.org/10.1177/0969733007073708](https://doi.org/10.1177/0969733007073708)
Arch, L. (2020). Effective bank regulation: seven guiding principles.
_Journal of Financial Regulation and Compliance, 28_(2), 301-314. https://doi.org/10.1108/JFRC-06-2019-0075
Hughes, L., & Lane, P. (2016). Use of physical restraint: ethical, legal and political issues.
_Learning Disability Practice (2014+), 19_(4), 23. https://doi.org/10.7748/ldp.19.4.23.s21
DT RESPONSE ( NO MORE THAN 150 WORDS)
Ethical leadership is essential in finance because, as Cornett, Adair, and Nofsinger (2015) emphasize, a firm’s reputation plays a critical role in long-term value and stakeholder trust. Ethical corporate leaders demonstrate transparency, accountability, and a commitment to stakeholder interests rather than short-term personal gain. One contemporary example is Satya Nadella, CEO of Microsoft. Nadella has consistently prioritized ethical data use, cultural transformation, and sustainable innovation, which reflects integrity and responsible stewardship in a global business environment. His leadership aligns with Gaspar et al. (2014), who note that effective global leaders must embed ethical decision-making into organizational culture to navigate complex international environments.
The goal of financial management is to maximize shareholder wealth while responsibly managing risk, allocating resources efficiently, and ensuring the firm remains financially sustainable (Cornett et al., 2015). Core functions include capital budgeting, capital structure decisions, and working capital management, each requiring ethical judgment to balance profitability with fairness and long-term stability.
Effective corporate governance includes establishing clear oversight mechanisms, independent boards, strong internal controls, and transparent reporting systems. According to Gaspar et al. (2014), governance structures promote ethical behavior when companies develop codes of conduct, enforce compliance, and cultivate cultures that reward integrity. Strategies such as ethics training, whistleblower protections, and aligning executive compensation with long-term performance further support ethical conduct. Ultimately, organizations with strong governance and ethical leadership are better positioned to maintain positive reputations and achieve sustainable financial success.
ML RESPONSE ( NO MORE THAN 150 WORDS)
Over the years, we have witnessed numerous instances of unethical behavior by corporate leaders (Harvey Weinstein comes to mind), which have significantly harmed not only their organizations but also public trust in the business community. However, there are many ethical leaders whose actions demonstrate integrity and responsibility.
An ethical corporate leader prioritizes transparency, fairness, and accountability in their decision-making processes. They focus not only on profitability but also on the long-term well-being of employees, customers, and society. I am sure we all googled “Ethical Corporate Leaders”, and I was going to look at Warren Buffett but, Satya Nadella, CEO of Microsoft, piqued my interest. He has been recognized for fostering a culture of empathy, ethical innovation, and inclusion, thereby enhancing Microsoft’s reputation as a socially responsible company.
Financial management’s primary goal is to maximize the value of the firm while managing risks effectively. The key functions include financial planning, organizing, directing, and controlling financial activities to ensure the company’s financial health and sustainability. Effective corporate governance is essential for promoting ethical behavior and accountability. This typically involves establishing a strong, independent board of directors, clear policies, and systems that monitor leadership actions. Encouraging ethical behavior can be achieved through comprehensive training programs, enforcing a code of conduct, and aligning incentives with long-term ethical performance rather than short-term gains.
Ethical leadership, coupled with sound financial management and governance practices, lays a strong foundation for organizational success and sustainability. Reputation remains one of the most valuable assets a company can possess.
Arch, L. (2020). Effective bank regulation: seven guiding principles.
_Journal of Financial Regulation and Compliance, 28_(2), 301-314. https://doi.org/10.1108/JFRC-06-2019-0075
**## Interview_with_Andrew_Kilshaw.pdf**
Leading edge
Interview with Andrew Kilshaw, Chief
Learning Officer at Nike Inc.
Interview by William Strange
A
ndrew Kilshaw is Chief Learning Officer at Nike Inc., responsible for overseeing the
development needs of over 37,000 employees in Nike’s global work-force. His varied
background led from studies at Manchester University and Coventry Business
School, to IMD, Lausanne, where Andrew received an MBA with distinction. Andrew has
since worked with numerous top-tier global companies, and specializes in leadership
development and talent management.
Your professional background has been quite diverse, focusing around areas
such as talent management, leadership development, business strategy and
change management to name a few. What is it that attracted you to this
particular role?
Many factors made this a really attractive opportunity. Obviously there’s the power of the
Nike brand – one of the most iconic in the world, with its mission statement of
bringing inspiration and innovation to every athlete in the world (‘‘If you have a body, you are
an athlete’’ – Bill Bowerman). This was a new global centralized learning function to shape,
which hadn’t been done before – I’m a builder and I thrive on global opportunities.
It’sbeen an intellectual and pragmatic challenge to work out how to align a global function
that serves the professional, functional and leadership/management development needs of
over 37,000 global Nike Inc employees in one of the most highly matrixed structured
companies in the world. We’ve made great progress in the past 18 months, and now have a
very solid foundation on which to delivery great learning experiences to all Nike Inc’s
employees.
How do you align your own L&D strategy to support the Nike business?
At the portfolio level, we mirror and align with the corporate strategic planning process.
During each annual cycle, we look at business strategy from a vertical functional perspective
(for example, global sales, global finance etc) then six months later, from a horizontal market
perspective (cross-functionally within a geography, category, brand). We support the same
process – looking at three year talent development strategies in support of functional
strategies (to build global curricula that drive functional excellence), then looking at creating
geographic assortments from the global curricula to support specific business unit targets.
This minimizes duplication of effort, while allowing for tailored offerings within markets. We
PAGE 32 j DEVELOPMENT AND LEARNING IN ORGANIZATIONS j VOL. 26 NO. 3 2012, pp. 32-34, Q Emerald Group Publishing Limited, ISSN 1477-7282 DOI 10.1108/14777281211225820
Andrew Kilshaw
use this process to focus on those priorities which will drive our businesses forwards – while
we can do anything, we realize we cannot do everything.
As Nike matures as a business, what strategies do you see need to be employed to
maintain the energy and innovation of its early years?
The tension that the matrix structure of Nike provides is a natural promoter of energy and
innovation – being able to navigate and succeed in this ambiguity is definitely a common
trait that is needed in all employees in order to be successful. Due to the matrix, there are
always many fingerprints on any decision that is made, or product or service that is created.
That environment, coupled with a real free market for good ideas (that transcends
hierarchy), means that we leverage the power of the team.
Our culture helps too. We have 11 corporate values which we call our maxims. Many of these
reflect the ‘‘Just Do It’’ mentality – such as ‘‘simplify and go’’ and ‘‘evolve immediately’’. The
values aren’t just words on a page but really describe and guide how we work.
Lastly, Mark Parker (our CEO) describes that the distance between us and our potential is far
greater than that between us and our competition. Our strong sporting heritage drives us to
better ourselves, set personal records and be the best we can.
What trends do you see emerging in the L&D field and where do you see the
profession heading over the next five to ten years?
The biggest trend I see (continuing) is the democratization of learning – social technology is
disaggregating ownership of knowledge. What that means for learning functions is that
rather than being the font of all knowledge (the hub (instructor) and spoke (learners) model),
we need to become brokers and matchmakers – connecting teachers with learners by
providing virtual and real platforms where we maximize the value of interactions between the
two. At Nike, we’re betting on this right now by building peer to peer learning in to several of
our programs – one of our function’s brand truths reflects this – ‘‘we are catalysts for
learning, not just providers of learning’’.
Another significant trend is akin to Moore’s law in computing. The world is moving
exponentially faster (search for ‘‘Did You Know? 3.0’’ on YouTube for a quick lesson!) and is
also currently increasingly volatile. I believe the effect on learning organizations means that
we are more effective if we can increasingly make learning (either knowledge or skill transfer)
accessible at the point and time of need, rather than ‘‘sign up for the course we’re running in
three months time’’ – although there will always be a place for developing long term
capabilities.
What are some of the strategies that employers can adopt to retain and engage
talented staff?
I think the timeless classics still very much apply. Two I adhere to are:
1. Delegate and empower people. Not only is it a great development opportunity, when you
give people power, they generally are respectful of it – to the point they will ask for your
advice anyway.
2. Provide broad direction, but let employees navigate their own route.
Not only does this encourage diversity (and each of us will leverage our differing strengths in
achieving the same outcome), the ownership this provides to the employee helps with
change adoption – people generally don’t fight their own ideas.
VOL. 26 NO. 3 2012 jDEVELOPMENT AND LEARNING IN ORGANIZATIONSj PAGE 33
Have you seen a noticeable difference in the type of career expectations that the
‘‘.net generation’’ have of the workplace, compared with previous generations?
I do not think it is as stark as often described, however in some aspects, yes – one well
documented difference is around what is called ‘‘delay of gratification’’. Millennials are
typically not as willing to wait for what they want – be it a promotion, a pay rise or a new
challenge. What concerns me in the long term is how this expectation combines with what is
referred to as the lost generation – the fact that Gen Y’ers have been badly hit by the job
crisis. Two implications of this will likely be a skills shortage once the economy does
eventually recover, and secondly a significant gap between the haves and have nots in this
generation.
Keywords:
Learning and development,
Talent management,
Mobile learning,
Learning,
Development
PAGE 34 jDEVELOPMENT AND LEARNING IN ORGANIZATIONSj VOL. 26 NO. 3 2012
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