How does an organization create and maintain an ethical culture?

A colleague, leadership professional and fellow blogger, Cyril Rayan, is collecting ideas, observations and responses based on the following prompt. If you have something to add, how 'bout leaving a comment here/below? (Or, go over to his site and e-mail him directly.) Anything you have "top-of-mind" will be welcome!

How does an organization create and maintain an ethical culture overcoming the communication obstacles that exist?   

How must we engage middle management, especially in large companies?  How are they empowered and held responsible for "tone at the middle" consistent with "tone at the top", given they believe (and usually are) divorced from both the real decision-making and hierarchical power, and the action and results where the "rubber meets the road"? 

These middle managers have the bulk of the direct reports in corporate organizations and professional partnerships.  Therefore, they are a major influence on their reportee's understanding of and belief in ethical conduct.

Comments

[Christopher Scott]

My response might be a little simple, but here it goes.

I have always believed that solid ethics comes when you have people that are wanting to serve others up/down the ladder of a company with 'ethics.' When I say 'ethics,' I mean wanting to support and help the 'big wigs' and those where the 'rubber meets the road.'

Maybe that's too simple, but if you serve from the heart, good things will follow.

[fitline]

for the success of the enterprise it is necessary to have harmonious relationship with subordinate, and to follow ethical values in an organisation.