Beruflich Dokumente
Kultur Dokumente
Organizations
Ethical Problem
1950s
Time
Early 2000s
3
Conventional Approach to
Business Ethics
Conventional approach to business ethics
involves a comparison of a decision or
practice to prevailing societal norms
Pitfall: ethical relativism
Decision or Practice
Prevailing Norms
Fellow Workers
Family
Regions of
Country
Profession
The Individual
Conscience
Friends
The Law
Employer
Religious
Beliefs
Society at Large
Ethics
Law
7
compared with
Prevailing norms
of acceptability
Value judgments
and perceptions of
the observer
6-14
Organizational
Level
Societal and
Global Levels
Local-to-global situations
confronted indirectly as a
management team
Principles approach
Utilitarianism
Rights
Justice
Caring
Virtue ethics
Servant
Leadership
Golden Rule
Principle of Utilitarianism
Utilitarianism focuses on acts that produce the
greatest ratio of good to evil for everyone
Strengths
Weaknesses
Example of Utilitarianism
Daniel Dennett uses the
example of Three Mile
Island to explore the limits
of utilitarianism for guiding
decisions.
Is nuclear power that
occurred at this nuclear
power plant a good or a
bad thing (according to
utilitarianism)?
He points out that its longterm effects on nuclear
policy would be considered
beneficial by many and
might outweigh the
negative consequences.
Principle of Rights
Principle of Rights focuses on examining and
possibly protecting individual moral or legal rights
Principle of Rights
Principle of Justice
Principle of justice involves considering what alternative
promotes fair treatment of people
Types of justice
Distributive
Compensatory
Procedural
Rawlsian
Principle of Caring
Principle of caring focuses on a person as a relational
(cooperative) and not as an individual
Based upon Feminist Theory uses terms such as empathy and trust
The Virtues
Defined / understood in terms of
spheres of human experience
Fear of important
damages
Courage
Moderation
Justice
Mildness of Temper
The Virtues
Intellectual Virtues
Wisdom, Understanding, Prudence
Taught through instruction
Moral Virtues
Prudence, Justice, Fortitude, Temperance
The result of habit
Not natural or inborn but acquired through
practice
Habit or disposition of the soul (our fundamental
character) which involves both feeling and
action
Those strengths of character that enable us to
flourish (Hinman)
Cardinal Virtues
Prudence
Courage
Prudence can
be equated to
good judgment
and right
reasoning
Courage is
the ability to
face and to
overcome
difficult
situations
SelfControl
It is the ability
to control the
self and
acquire self
mastery
Justice
Justice could
be described as
the conscious
realization of a
person about
the others
rights and
giving them
what they
deserve
Servant Leadership
Servant leadership focuses on serving others
first, such as employees, customers, and community
Servant Leadership
Characteristics of Servant Leaders
Listening
Empathy
Healing
Persuasion
Awareness
Foresight
Conceptualization
Commitment to the
growth of people
Stewardship
Building community
Business Ethics
Bridges
and
Leadership
1.
2.
3.
4.
a compass
Policies
Peers
3 Models of Management
Ethics
1. Immoral ManagementA style devoid of
ethical principles and active opposition to
what is ethical.
2. Moral ManagementConforms to high
standards of ethical behavior.
3. Amoral Management
Intentional - does not consider ethical factors
Unintentional - casual or careless about ethical
considerations in business
53
6-18
6-20
Morality
Recogni
ze
moral
issue
Make
moral
Judgem
ent
Establis
h moral
intent
Engage
in moral
behavio
ur
Effective
Communication
Top
Management
Leadership
Moral
Management
Discipline of
Violators
Ethics Audits
Board of Directors
Oversight
Ethics Training
Corporate
Transparency
Whistle-Blowing
Mechanisms
Traits
Role
Modeling
Behaviors
Ethics
Communication
Decision
Making
Effective Rewards
and Discipline
Moral Manager
Moral Person
Ethical Leadership
Ethical Decision-Making
Process
The
Ethics
Screen
Principles Approach
Ethical Principles
-Justice
-Rights
-Utilitarianism
-Golden Rule
Engage in course of
action
Ethical Decision-Making
Codes of Conduct
Frequently Addressed Topics
Conflicts of interest
Protecting
proprietary
information
Receiving gifts
Giving gifts
Discrimination
Sexual harassment
Kickbacks
General conduct
Employee theft
Proper use of
assets
Board of Director
Leadership and Oversight
The 2002 Sarbanes-Oxley Act
From Moral
Decisions to
Moral
Organizations
Moral Decisions
Moral Managers
Moral Organizations
Overlap Model
Actions are ethical, moral, and legal
Ethics
Morals
Law
Overlap Model
Ethics
Morals
Law
Overlap Model
Ethics
Morals
Law
Overlap Model
Action is moral and ethical, but not legal.
Ethics
Morals
Law
Overlap Model
Actions are ethical, but not moral or legal.
(e.g. Gambling (Football pools ))
Ethics
Morals
Law
Overlap Model
Actions are moral, but not ethical or legal.
(e.g. modern-day polygamy among the FLDS )
Ethics
Morals
Law
Overlap Model
Ethics
Morals
Law