This document discusses ethical decision-making and provides a model for making ethical decisions. It begins by outlining a process for ethical decision-making that involves determining the facts, identifying ethical issues and stakeholders, considering alternatives, weighing consequences, and monitoring outcomes. It then discusses why good people sometimes make bad decisions, citing cognitive biases, limitations in considering alternatives, and issues of motivation and willpower. Finally, it addresses how managerial roles can impact ethical decision-making and responsibilities within organizations.
Lisa received a large donation to fund a free clinic from an executive who was later arrested for fraud. She must now decide whether to keep the money despite its questionable source. While the clinic would help the community, accepting ill-gotten funds could enable criminal behavior and damage Lisa's integrity. Lisa should consider returning the money to avoid ethical issues, as the ends do not always justify the means.
This document discusses ethical decision-making and presents a 7-step model for making ethical decisions. It begins with an opening scenario about finding an iPhone and asks the reader to consider what they would do in that situation. It then presents the 7-step model: 1) Determine the facts, 2) Identify the ethical issues, 3) Identify stakeholders, 4) Consider alternatives, 5) Compare alternatives, 6) Make a decision, 7) Monitor outcomes. It discusses each step in detail and provides examples. It also discusses why good people sometimes make bad decisions, citing cognitive biases, ignorance, and lack of willpower as potential factors.
This chapter discusses ethical decision-making and provides a process for making ethical decisions. It begins with opening scenarios to illustrate ethical dilemmas. It then outlines a 6 step process for ethical decision-making: 1) determine facts, 2) identify ethical issues, 3) identify stakeholders, 4) consider alternatives, 5) compare alternatives, 6) make a decision. It discusses how cognitive biases and roles/responsibilities can influence decisions. Managerial roles are discussed as shaping the context for employee decisions. The chapter aims to help readers make responsible decisions by considering consequences for all stakeholders.
This document summarizes Prof. Sherlock's lecture on making ethical decisions. [1] It outlines a 7-step process for making ethical decisions: stop and think, determine facts, clarify goals, consider consequences, develop options, reconsider consequences, and choose. [2] It also discusses how values can conflict and lists rationalizations that can cloud ethical judgment, such as saying "it's necessary" or "everyone's doing it". [3] The overall message is that applying a systematic process for evaluating choices from multiple perspectives can help people make more ethical decisions.
Weeks 5 & 6 – YOU as a stakeholderI Morals & Ethical Pri.docxphilipnelson29183
Weeks 5 & 6 – YOU as a stakeholder
I Morals & Ethical Principles
II Ethical Decision Making in Business
(Why good people do bad things)
Greg Smith
Choice of
Ethical
Perspective
Morality:
The social rules that govern & limit our conduct, especially the ultimate rules concerning right and wrong.
The basic guidelines for cooperative social existence.
Serves to restrain the purely self-interested desires in each of us in order to make it possible for all of us to live together.
When we make a decision or take an action we can be:
Moral - in compliance with moral standards
key operating questions of management is "is this action or decision fair to us and all stakeholders involved?"
Immoral - in opposition to moral standards
key operating question of management is "can we make money with this action or decision regardless of what it takes?"
Amoral - without consideration of moral standards
key operating question of management is "can we make money with this action or decision?"
Nonmoral - outside the sphere of moral concern
Moral standards get confused with:
Law Etiquette
Conscience
Corporate/Professional Codes
Religion
Moral Relativism:
The belief that morality is just a function of what a particular society happens to believe, that what is right is determined by what a society says is right.
abortion is condemned as immoral in Catholic Spain, but is practiced as a morally neutral form of birth control in Japan
Moral relativists believe that there is no absolute moral standard independent of culture, no universal definition of right or wrong.
polygamy, stealing, slavery have all been tolerated by the moral system of one society or another
Moral Universalism is the belief that variations in moral standards reflect different factual circumstances rather than fundamental differences in values.
Which is right?
It is good to emphasize that in viewing other cultures we should keep
an open mind and not simply dismiss their social practices.
Compromise position is Moral Perspectivalism,
the consideration of multiple perspectives while at the same time asserting universal truths.
Kohlberg’s Levels of Moral Development
*
1. Preconventional Level:
- how we behave as infants & children
- emphasis in decisions is on ourselves
Stage 1 - Reaction to punishment - pain avoidance
Stage 2 - Seeking of rewards - praise, candy, trip to a movie
2. Conventional Level:
- child learns the importance of conforming to norms of society
Stage 3 - Good boy/nice girl morality - rewards such as feelings of warmth, loyalty acceptance from family & peers
Stage 4 - Law and order morality - certain norms are expected in society - individual sees himself as part of a larger social system
3. Postconventional Level:
- a more advanced notion of right or wrong than that which is conventionally articulated
- moral principles are internalized, seen as "right"
- focus is on humanity as a whole
- f.
Academy of Management Execulive, 2004. Vol. 18, No. 2Manag.docxnettletondevon
Academy of Management Execulive, 2004. Vol. 18, No. 2
Managing to be ethical:
Debunking five business
ethics myths
Linda Klebe Tievino and Michael E. Blown
Executive Summary
In the aftermath of recent corporate scandals, managers and researchers have turned
their attention to questions of ethics management. We identify five common myths about
business ethics and provide responses that are grounded in theory, research, and
business examples. Although the scientific study of business ethics is relatively new,
theory and research exist that can guide executives who are trying to better manage
their employees' and their own ethical behavior. We recommend that ethical conduct be
managed proactively via explicit ethical leadership and conscious management of the
organization's ethical culture.
The twenty-first century has brought corporate eth-
ics scandals that have harmed millions of employ-
ees and investors, and sent shock waves through-
out the business world. The scandals have
produced "perp walks" and regulatory backlash,
and business ethics is once again a hot topic. Ac-
ademics and managers are asking: What caused
the recent rash of corporate wrongdoing, and what
can we do, if anything, to prevent similar trans-
gressions in the future? Perhaps because everyone
has opinions about ethics and personal reactions
to the scandals, a number of pat answers have
circulated that perpetuate a mythology of business
ethics management. In this article, we identify sev-
eral of these myths and respond to them based upon
knowledge grounded in research and practice.
Myth 1: It's Easy to Be Ethical
A 2002 newspaper article was entitled, "Corporate
ethics is simple: If something stinks, don't do it."
The article went on to suggest "the smell test" or "If
you don't want to tell your mom what you're really
doing . . . or read about it in the press, don't do it.''̂
The obvious suggestion is that being ethical in
business is easy if one wants to be ethical. A fur-
ther implication is that if it's easy, it doesn't need
to be managed. But that suggestion disregards the
complexity surrounding ethical decision-making,
especially in the context of business organizations.
Ethical Decisions Are Complex
First, ethical decisions aren't simple. They're com-
plex by definition. As they have for centuries, phi-
losophers argue about the best approaches to mak-
ing the right ethical decision. Students of business
ethics are taught to apply multiple normative
frameworks to tough dilemmas where values con-
flict. These include consequentialist frameworks
that consider the benefits and harms to society of a
potential decision or action, deontological frame-
works that emphasize the application of ethical
principles such as justice and rights, and virtue
ethics with its emphasis on the integrity of the
moral actor, among other approaches.^ But, in
the most challenging ethical dilemma situations,
the solutions provided by these approaches con-
flict with each other, an.
The document discusses key aspects of ethical decision making including emotions, reason, and decision making processes. It notes that emotions play a major role in ethical decisions and inner emotions like guilt can motivate ethical behavior. It also discusses cognitive biases that can influence decisions and disrupt objective judgments. Reason is described as applying logic and adapting beliefs based on new information. Effective decision making requires examining alternatives and potential consequences while being aware of biases. Impartiality and giving equal consideration to all stakeholders is also emphasized.
Lisa received a large donation to fund a free clinic from an executive who was later arrested for fraud. She must now decide whether to keep the money despite its questionable source. While the clinic would help the community, accepting ill-gotten funds could enable criminal behavior and damage Lisa's integrity. Lisa should consider returning the money to avoid ethical issues, as the ends do not always justify the means.
This document discusses ethical decision-making and presents a 7-step model for making ethical decisions. It begins with an opening scenario about finding an iPhone and asks the reader to consider what they would do in that situation. It then presents the 7-step model: 1) Determine the facts, 2) Identify the ethical issues, 3) Identify stakeholders, 4) Consider alternatives, 5) Compare alternatives, 6) Make a decision, 7) Monitor outcomes. It discusses each step in detail and provides examples. It also discusses why good people sometimes make bad decisions, citing cognitive biases, ignorance, and lack of willpower as potential factors.
This chapter discusses ethical decision-making and provides a process for making ethical decisions. It begins with opening scenarios to illustrate ethical dilemmas. It then outlines a 6 step process for ethical decision-making: 1) determine facts, 2) identify ethical issues, 3) identify stakeholders, 4) consider alternatives, 5) compare alternatives, 6) make a decision. It discusses how cognitive biases and roles/responsibilities can influence decisions. Managerial roles are discussed as shaping the context for employee decisions. The chapter aims to help readers make responsible decisions by considering consequences for all stakeholders.
This document summarizes Prof. Sherlock's lecture on making ethical decisions. [1] It outlines a 7-step process for making ethical decisions: stop and think, determine facts, clarify goals, consider consequences, develop options, reconsider consequences, and choose. [2] It also discusses how values can conflict and lists rationalizations that can cloud ethical judgment, such as saying "it's necessary" or "everyone's doing it". [3] The overall message is that applying a systematic process for evaluating choices from multiple perspectives can help people make more ethical decisions.
Weeks 5 & 6 – YOU as a stakeholderI Morals & Ethical Pri.docxphilipnelson29183
Weeks 5 & 6 – YOU as a stakeholder
I Morals & Ethical Principles
II Ethical Decision Making in Business
(Why good people do bad things)
Greg Smith
Choice of
Ethical
Perspective
Morality:
The social rules that govern & limit our conduct, especially the ultimate rules concerning right and wrong.
The basic guidelines for cooperative social existence.
Serves to restrain the purely self-interested desires in each of us in order to make it possible for all of us to live together.
When we make a decision or take an action we can be:
Moral - in compliance with moral standards
key operating questions of management is "is this action or decision fair to us and all stakeholders involved?"
Immoral - in opposition to moral standards
key operating question of management is "can we make money with this action or decision regardless of what it takes?"
Amoral - without consideration of moral standards
key operating question of management is "can we make money with this action or decision?"
Nonmoral - outside the sphere of moral concern
Moral standards get confused with:
Law Etiquette
Conscience
Corporate/Professional Codes
Religion
Moral Relativism:
The belief that morality is just a function of what a particular society happens to believe, that what is right is determined by what a society says is right.
abortion is condemned as immoral in Catholic Spain, but is practiced as a morally neutral form of birth control in Japan
Moral relativists believe that there is no absolute moral standard independent of culture, no universal definition of right or wrong.
polygamy, stealing, slavery have all been tolerated by the moral system of one society or another
Moral Universalism is the belief that variations in moral standards reflect different factual circumstances rather than fundamental differences in values.
Which is right?
It is good to emphasize that in viewing other cultures we should keep
an open mind and not simply dismiss their social practices.
Compromise position is Moral Perspectivalism,
the consideration of multiple perspectives while at the same time asserting universal truths.
Kohlberg’s Levels of Moral Development
*
1. Preconventional Level:
- how we behave as infants & children
- emphasis in decisions is on ourselves
Stage 1 - Reaction to punishment - pain avoidance
Stage 2 - Seeking of rewards - praise, candy, trip to a movie
2. Conventional Level:
- child learns the importance of conforming to norms of society
Stage 3 - Good boy/nice girl morality - rewards such as feelings of warmth, loyalty acceptance from family & peers
Stage 4 - Law and order morality - certain norms are expected in society - individual sees himself as part of a larger social system
3. Postconventional Level:
- a more advanced notion of right or wrong than that which is conventionally articulated
- moral principles are internalized, seen as "right"
- focus is on humanity as a whole
- f.
Academy of Management Execulive, 2004. Vol. 18, No. 2Manag.docxnettletondevon
Academy of Management Execulive, 2004. Vol. 18, No. 2
Managing to be ethical:
Debunking five business
ethics myths
Linda Klebe Tievino and Michael E. Blown
Executive Summary
In the aftermath of recent corporate scandals, managers and researchers have turned
their attention to questions of ethics management. We identify five common myths about
business ethics and provide responses that are grounded in theory, research, and
business examples. Although the scientific study of business ethics is relatively new,
theory and research exist that can guide executives who are trying to better manage
their employees' and their own ethical behavior. We recommend that ethical conduct be
managed proactively via explicit ethical leadership and conscious management of the
organization's ethical culture.
The twenty-first century has brought corporate eth-
ics scandals that have harmed millions of employ-
ees and investors, and sent shock waves through-
out the business world. The scandals have
produced "perp walks" and regulatory backlash,
and business ethics is once again a hot topic. Ac-
ademics and managers are asking: What caused
the recent rash of corporate wrongdoing, and what
can we do, if anything, to prevent similar trans-
gressions in the future? Perhaps because everyone
has opinions about ethics and personal reactions
to the scandals, a number of pat answers have
circulated that perpetuate a mythology of business
ethics management. In this article, we identify sev-
eral of these myths and respond to them based upon
knowledge grounded in research and practice.
Myth 1: It's Easy to Be Ethical
A 2002 newspaper article was entitled, "Corporate
ethics is simple: If something stinks, don't do it."
The article went on to suggest "the smell test" or "If
you don't want to tell your mom what you're really
doing . . . or read about it in the press, don't do it.''̂
The obvious suggestion is that being ethical in
business is easy if one wants to be ethical. A fur-
ther implication is that if it's easy, it doesn't need
to be managed. But that suggestion disregards the
complexity surrounding ethical decision-making,
especially in the context of business organizations.
Ethical Decisions Are Complex
First, ethical decisions aren't simple. They're com-
plex by definition. As they have for centuries, phi-
losophers argue about the best approaches to mak-
ing the right ethical decision. Students of business
ethics are taught to apply multiple normative
frameworks to tough dilemmas where values con-
flict. These include consequentialist frameworks
that consider the benefits and harms to society of a
potential decision or action, deontological frame-
works that emphasize the application of ethical
principles such as justice and rights, and virtue
ethics with its emphasis on the integrity of the
moral actor, among other approaches.^ But, in
the most challenging ethical dilemma situations,
the solutions provided by these approaches con-
flict with each other, an.
The document discusses key aspects of ethical decision making including emotions, reason, and decision making processes. It notes that emotions play a major role in ethical decisions and inner emotions like guilt can motivate ethical behavior. It also discusses cognitive biases that can influence decisions and disrupt objective judgments. Reason is described as applying logic and adapting beliefs based on new information. Effective decision making requires examining alternatives and potential consequences while being aware of biases. Impartiality and giving equal consideration to all stakeholders is also emphasized.
C H A P T E R2DECIDING WHAT’S RIGHTA PRESCRIPTIVE APPTawnaDelatorrejs
C H A P T E R2
DECIDING WHAT’S RIGHT:
A PRESCRIPTIVE APPROACH
INTRODUCTION
This chapter begins the part of the book that focuses on ethical decision making as
something that individuals do. Many, if not most ethical decisions in business organi-
zations are made by individuals like you. In later chapters, we will address how the
organizational context and the broader business environment also affect individual
ethical decision making.
There are two ways to think about individual ethical decision making—the pre-
scriptive approach and the descriptive approach. This chapter covers the prescriptive
approach. It is derived from ethical theories in philosophy and offers decision-
making tools (ways of thinking about ethical choices) that help you decide what deci-
sion you should make as a ‘‘conscientious moral agent’’ who thinks carefully about
ethical choices
1
and who wants to make the ethically ‘‘right’’ decision. Our assump-
tion is that your intentions are good and that your goal is to do the right thing. So in
this chapter we introduce ethical decision-making tools that can help you do just that,
and we’ll explain how you can integrate them and use them in a practical way.
We know, however, that people don’t always make the best decision. Prescrip-
tions aren’t always followed. So it’s helpful to understand how people’s minds
work— how people really make decisions. The descriptive approach, discussed in
Chapter 3, relies on psychological research to describe how people actually make
ethical decisions (rather than how they should make them). It focuses in particular on
individual characteristics that influence how individuals think and on cognitive limi-
tations that often keep people from making the best possible ethical decisions. Hope-
fully, if we understand both approaches, we can improve our ethical decision making.
Now let’s learn about the prescriptive approach.
ETHICAL DILEMMAS
Many ethical choices are clear-cut enough that we can decide what to do rather easily
because they pit ‘‘right’’ against ‘‘wrong.’’ Is deciding whether to embezzle corporate
funds a tough ethical dilemma? Not really, because embezzling is stealing and it’s
38
wrong, period. There’s not much of a ‘‘dilemma’’ there. But things can get pretty
murky in situations where two or more important values, rights, or responsibilities
conflict and we have to choose between equally unpleasant alternatives. We define
an ethical dilemma as a situation where two or more ‘‘right’’ values are in conflict.
Consider the following ethical dilemma.
THE LAYOFF
Pat is the plant manager in one of ABC Company’s five plants. She’s worked
for the company for 15 years, working her way up from the factory floor after
the company sent her to college. Her boss just told her in complete confi-
dence that the company will have to lay off 200 workers. Luckily, her job
won’t be affected. But a rumor is now circulating in the plant, and one of her
work ...
- 1 - Modified Trevino & Nelson Model for Ethical Deci.docxhoney725342
- 1 -
Modified Trevino & Nelson
Model for Ethical Decision Making
This is the ethical decision–making model from your main text, LINDA K. TREVINO &
KATHERINE A. NELSON, MANAGING BUSINESS ETHICS (2014) [TREVINO & NELSON], modified
slightly by your instructor.
1. Get the Facts
This is certainly one of the most important steps in any kind of decision making. The worst
thing you can do is jump to conclusions without having all pertinent facts. Without the pertinent
facts, you run the risk of overreacting or being ethically overzealous, which can be very off-putting
to your friends and colleagues (nobody likes a “Goody Two Shoes”), indicate overall poor
judgment and cause you to use up your “political” capital within your organization or group.
Be aware of emotion or other types of personal bias (we all have some) in gathering and
analyzing the facts. Try to be as neutral and objective as you can be before you make too many
judgments about what happened to present the ethical dilemma or is likely to happen if you take
certain actions in response to the dilemma. As you go through the other steps in this model, be
alert to facts you may have misinterpreted or to missing facts. In other words, do not be reluctant
to revise and update both the material facts and any inferences you have drawn from them (a
grounding in basic logic comes in handy here). Ask yourself (1) what important facts do I not
have (knowing the importance of what you don’t know can be key), (2) what can I do to develop
the facts; and (3) do I know enough to act?
Going through this factual development process (as well as the other steps in this model)
can sometimes lead you to a creative response you would not otherwise have discovered. It may
also cause you to decide rationally to delay action until more facts are presented (assuming a delay
is not prejudicial to important stakeholders).
2. Identify & Define the Ethical Issues
This step could easily be the first, although sometimes the ethical dilemma does not fully
present itself until you have all the facts (chicken or the egg?). A sensitivity to ethical issues (which
can be learned) is a must. Many people fail to act ethically (even by their own standards) because
they fail to see an ethical issue when it is presented (e.g., because of schema or “scripts” we all use
everyday).
Answer this question: Why I am I so conflicted in this situation? Is there something wrong
personally or within my family, circle of friends, organization or society generally? Could the
conflict, the situation, or the decision be damaging to people or to the community? Does the issue
go beyond legal or institutional concerns? What does it do to people, who have dignity, rights,
- 2 -
and hopes for a better life together? What is your gut telling you about this situation? Listen to
your intuition and feelings; these are important data. Are “right” and “wrong” in play? If so, your
...
This document provides an overview of several philosophical foundations of business ethics, including consequentialism, utilitarianism, ethical egoism, and deontological ethics. It discusses concepts like utilitarian decision-making, maximizing overall happiness, and ethical theories proposed by philosophers like John Stuart Mill, Jeremy Bentham, and Immanuel Kant. The document also examines ideas around rights, duties, consequences, social contracts, and treating people with dignity. It aims to help readers understand different approaches to ethical decision-making and analyzing business decisions through a philosophical lens.
The document discusses different types of moral dilemmas and levels of moral reasoning. It defines a moral dilemma as a situation where an agent is forced to choose between two or more equally unsatisfactory options, with each choice having moral and ethical consequences. The document outlines different types of dilemmas, including those at the personal, organizational and societal levels. It also discusses the role of reason in moral philosophy and defines moral reasoning as a process of identifying morally relevant aspects of a situation and weighing them from an impartial perspective to make an ethically justified decision.
This document discusses moral dilemmas and different levels of moral dilemmas. It defines a moral dilemma as a situation where an agent is forced to choose between two or more equally unsatisfactory options, with each choice having consequences. The document outlines different types of moral dilemmas and levels at which they can occur, from the personal to the systematic level. It also provides definitions of morality and discusses the role of reason in moral philosophy.
1. Grisham argues that even good people can engage in unethical behavior unintentionally due to cognitive biases and limitations. Factors like only considering limited alternatives, using simplified decision rules, and prioritizing ease over thorough evaluation can undermine ethical decision-making.
2. Making ethical decisions requires identifying stakeholders, weighing consequences, and monitoring outcomes - a process many bypass unintentionally. Clear personal values and principles can help recognize ethical issues and guide choices.
3. While lapses may occur, consciously reflecting on important values like integrity helps "draw clearer lines" and make fulfilling duties to stakeholders a priority over satisficing or
420729834-Ethics-blabla.reason and impartiality pdframfreecs13
The document discusses the concepts of reason and impartiality as requirements for morality. It provides definitions and perspectives from philosophers like Kant and Rachels. Kant believed reason alone is the basis for morality, while acting impartially involves basing decisions on how all affected persons will be impacted, not just favoring some. The document also presents a 7-step model for moral reasoning and decision-making that involves gathering facts, identifying stakeholders, articulating dilemmas, considering alternatives, comparing to principles, weighing consequences, and making a decision. Acting with both reason and impartiality requires logical choice-making and giving equal importance to all.
The document discusses the importance of ethics and making ethical decisions. It provides an overview of key concepts like ethics, values, morals, foundational ethics and situational ethics. It also outlines various frameworks that can be used in ethical decision making, such as utilitarianism, deontology, and virtue ethics. The presentation emphasizes developing strong personal convictions, integrity, and using frameworks to thoughtfully evaluate ethical issues and choices.
This document discusses ethical dilemmas and decision making. It defines ethical dilemmas as situations where no ethically right alternative is available. Two models for ethical decision making are described: the Utility, Rights, Justice and Caring Model and the Janus Headed Model. Steps for making good ethical decisions are also outlined, including identifying the problem, checking facts, developing options, and testing options. Quick ethical decisions can be made by considering conscience, law, policies and publicity. White collar crimes are discussed as ethical lapses that can occur in business contexts.
This document outlines the key concepts and terms from a lecture on business ethics. It discusses ethics as concerning how individuals and organizations should act, distinguishing normative ethics from descriptive ethics. It defines values and stakeholders, introducing stakeholder theory about responsibilities to broader stakeholders beyond shareholders. It also distinguishes legal responsibilities from ethical responsibilities and practical reasoning for ethical decision-making over other types of decisions.
1
SCH-MGMT 192T: TRANSITIONS: Big Ideas in Business
Frameworks for Ethical Decision-making
Making good ethical decisions requires a trained sensitivity to ethical issues. It also requires a practiced
method for exploring the ethical aspects of a decision and weighing the considerations that should
impact our choice of a course of action. Having a method for ethical decision making is essential. When
practiced regularly, the method becomes so familiar that we work through it automatically without
consulting the specific steps. This is one reason why we can sometimes say that we have a “moral
intuition” about a certain situation, even when we have not consciously thought through the issue.
We can be practiced at making ethical judgments, just as we can be practiced at playing the piano, in
which case we can sit and play well “without thinking.” However, it's not always advisable to follow our
immediate intuitions, especially in complicated or unfamiliar situations. Here our method for ethical
decision-making should help us recognize these new and unfamiliar situations and act accordingly.
The more novel and difficult the ethical choice we face, the more we must rely on discussion and
dialogue with others about the dilemma. Only by careful exploration of the problem, aided by the
insights and different perspectives of others, can we make good ethical choices in such situations.
Three Frameworks
Below we discuss three broad frameworks to guide ethical decision-making: the Consequentialist
Framework; the Duty Framework; and the Virtue Framework. While each of these frameworks is useful
for making ethical decisions, none is perfect. Knowing the advantages and disadvantages of the
frameworks will be helpful in deciding which is most useful in approach the particular situation with
which we are presented.
1. The Consequentialist Framework
In the Consequentialist Framework, we focus on the future effects of the possible courses of action,
considering the people who will be directly or indirectly affected. We ask about what outcomes are
desirable in a given situation and consider ethical conduct to be whatever will achieve the best
consequences. The person using the Consequentialist Framework desires to produce the most good.
Among the advantages of this ethical framework is that focusing on the results of an action is a
pragmatic approach. It helps in situations involving many people, some of whom may benefit from the
action, while others may not. Of course, it's not always possible to predict the consequences of an
action, so some actions that are expected to produce good consequences might actually end up harming
people. Additionally, people sometimes react negatively to the use of compromise—an inherent part of
this approach—and recoil from the implication that the end justifies the means. The Consequentialist
Framework also does not include a pronouncement that certain things are alway ...
1 SCH-MGMT 192T TRANSITIONS Big Ideas in Business AbbyWhyte974
1
SCH-MGMT 192T: TRANSITIONS: Big Ideas in Business
Frameworks for Ethical Decision-making
Making good ethical decisions requires a trained sensitivity to ethical issues. It also requires a practiced
method for exploring the ethical aspects of a decision and weighing the considerations that should
impact our choice of a course of action. Having a method for ethical decision making is essential. When
practiced regularly, the method becomes so familiar that we work through it automatically without
consulting the specific steps. This is one reason why we can sometimes say that we have a “moral
intuition” about a certain situation, even when we have not consciously thought through the issue.
We can be practiced at making ethical judgments, just as we can be practiced at playing the piano, in
which case we can sit and play well “without thinking.” However, it's not always advisable to follow our
immediate intuitions, especially in complicated or unfamiliar situations. Here our method for ethical
decision-making should help us recognize these new and unfamiliar situations and act accordingly.
The more novel and difficult the ethical choice we face, the more we must rely on discussion and
dialogue with others about the dilemma. Only by careful exploration of the problem, aided by the
insights and different perspectives of others, can we make good ethical choices in such situations.
Three Frameworks
Below we discuss three broad frameworks to guide ethical decision-making: the Consequentialist
Framework; the Duty Framework; and the Virtue Framework. While each of these frameworks is useful
for making ethical decisions, none is perfect. Knowing the advantages and disadvantages of the
frameworks will be helpful in deciding which is most useful in approach the particular situation with
which we are presented.
1. The Consequentialist Framework
In the Consequentialist Framework, we focus on the future effects of the possible courses of action,
considering the people who will be directly or indirectly affected. We ask about what outcomes are
desirable in a given situation and consider ethical conduct to be whatever will achieve the best
consequences. The person using the Consequentialist Framework desires to produce the most good.
Among the advantages of this ethical framework is that focusing on the results of an action is a
pragmatic approach. It helps in situations involving many people, some of whom may benefit from the
action, while others may not. Of course, it's not always possible to predict the consequences of an
action, so some actions that are expected to produce good consequences might actually end up harming
people. Additionally, people sometimes react negatively to the use of compromise—an inherent part of
this approach—and recoil from the implication that the end justifies the means. The Consequentialist
Framework also does not include a pronouncement that certain things are alway ...
Essay on Emotions And Decision Making
The Process of Decision Making Essay
Decision Making
Decision-Making Model Analysis Essay example
Decision-Making Essay
Decision Making Models Essay example
Rational Decision Making Model Essay
Critical Thinking and Decision Making Essay
Essay on Business Decision Making
The Seven Step Model Of A Decision Making Model
Decision Making : An Evaluation
Essay on Decision Making
Biases in Decision Making
Problem-Solving and Decision-Making Essay
Essay on Decision Making
Clinical Decision Making Essay
Ethical Decision Making Essay
Reflective Essay On Decision Making
Nursing Decision-Making Essay
Evidence Based Decision Making Essay
The document provides an overview of key concepts in ethical decision-making and business ethics. It discusses [1] Kohlberg's theory of moral development and its six stages across three levels, [2] three main approaches to ethical theory - utilitarianism, deontology, and virtue ethics, and [3] two specific ethical theories - ethical egoism and utilitarianism. The document aims to introduce students to important foundations for analyzing ethical dilemmas in business.
This document provides an overview of a chapter that discusses different ethical theories and decision-making frameworks. It introduces utilitarianism, which argues that actions should be judged based on their consequences and promoting the greatest happiness for the greatest number. It also discusses deontological ethics, which focuses on following ethical principles and duties even if the consequences are not optimal. The document provides examples of how these theories apply to business decisions and discusses some of their limitations. It also introduces concepts like moral rights, duties, and the social contract as the basis for ethical principles.
The document discusses the ethical role of managers in business. It argues that management decisions inherently involve ethical considerations as they impact stakeholders. Managers need to be able to reason through ethical decisions using frameworks that consider rights, utility, justice, and care. Ethical leadership requires being both a moral person and moral manager by acting with integrity, fairness, and concern for others. Codes of conduct can guide decisions but managers also require strong ethical culture and communication within their organizations.
soft skills and leadership management and managerOMDINA1
This document appears to be notes from a semester 2 course. It includes topics covered like research, creativity, critical thinking, data analysis, perseverance, open-mindedness, and independence. Problem solving methods are outlined with steps like identifying the problem, defining it, generating alternatives, analysis, selection, implementation, and evaluation. Questions are posed about why people face challenges and if they can find opportunities in challenges or how to do so. The document concludes by thanking the reader for their attention.
Collecting customer information through service memberships could become an invasion of privacy when it allows excessive monitoring of customer behaviors and activities. Some management problems that can arise from allowing service employees discretion in meeting customer needs include lack of consistency in customer experiences and difficulty enforcing quality standards. Services that are well-suited for internet delivery include those that can be digitized, scaled globally, offer interactivity, provide real-time updates, and prioritize security and privacy.
This document discusses various cost classifications and cost behavior concepts. It defines variable costs as costs that change with changes in activity level, while fixed costs remain unchanged with activity changes. It also discusses direct costs that can be traced to a specific cost object and indirect costs that cannot. Differential costs are those that differ among alternatives and are relevant for decision making, while sunk costs that cannot be changed should be ignored. The document provides examples to illustrate these concepts for both manufacturing and merchandising companies.
This document discusses key concepts relating to human migration patterns. It explains that geographers study where and why people migrate. The main reasons for migration include economic, cultural, and environmental factors. Major types of migration include internal migration within a country, international migration between countries, and undocumented migration without proper documentation. The document also outlines historical patterns of migration to the United States in three main eras: colonial immigration, 19th century European immigration, and recent immigration from less developed countries.
This document provides an introduction to the topic of demography. It defines demography as the scientific study of human populations, including their size, composition, distribution, and changes over time from factors like fertility, mortality, and migration. The document outlines key concepts in demography like population size, structure, and processes. It also discusses why demography is an important field, with implications for issues like politics, social planning, business, and the environment. By the end of the chapter, readers should understand basic demography concepts and how this information can be applied.
The document provides an outline and guidance for writing a business plan. It explains that a business plan is a written document that describes all relevant internal and external elements of starting a new venture, including functional plans for marketing, finance, manufacturing, sales, and human resources. The outline includes sections for an executive summary, industry and market analysis, description of the venture and products/services, operational, marketing, organizational, financial, and risk plans. It stresses that the business plan should guide operations for the first year and be updated as conditions change to keep the venture on track for success.
C H A P T E R2DECIDING WHAT’S RIGHTA PRESCRIPTIVE APPTawnaDelatorrejs
C H A P T E R2
DECIDING WHAT’S RIGHT:
A PRESCRIPTIVE APPROACH
INTRODUCTION
This chapter begins the part of the book that focuses on ethical decision making as
something that individuals do. Many, if not most ethical decisions in business organi-
zations are made by individuals like you. In later chapters, we will address how the
organizational context and the broader business environment also affect individual
ethical decision making.
There are two ways to think about individual ethical decision making—the pre-
scriptive approach and the descriptive approach. This chapter covers the prescriptive
approach. It is derived from ethical theories in philosophy and offers decision-
making tools (ways of thinking about ethical choices) that help you decide what deci-
sion you should make as a ‘‘conscientious moral agent’’ who thinks carefully about
ethical choices
1
and who wants to make the ethically ‘‘right’’ decision. Our assump-
tion is that your intentions are good and that your goal is to do the right thing. So in
this chapter we introduce ethical decision-making tools that can help you do just that,
and we’ll explain how you can integrate them and use them in a practical way.
We know, however, that people don’t always make the best decision. Prescrip-
tions aren’t always followed. So it’s helpful to understand how people’s minds
work— how people really make decisions. The descriptive approach, discussed in
Chapter 3, relies on psychological research to describe how people actually make
ethical decisions (rather than how they should make them). It focuses in particular on
individual characteristics that influence how individuals think and on cognitive limi-
tations that often keep people from making the best possible ethical decisions. Hope-
fully, if we understand both approaches, we can improve our ethical decision making.
Now let’s learn about the prescriptive approach.
ETHICAL DILEMMAS
Many ethical choices are clear-cut enough that we can decide what to do rather easily
because they pit ‘‘right’’ against ‘‘wrong.’’ Is deciding whether to embezzle corporate
funds a tough ethical dilemma? Not really, because embezzling is stealing and it’s
38
wrong, period. There’s not much of a ‘‘dilemma’’ there. But things can get pretty
murky in situations where two or more important values, rights, or responsibilities
conflict and we have to choose between equally unpleasant alternatives. We define
an ethical dilemma as a situation where two or more ‘‘right’’ values are in conflict.
Consider the following ethical dilemma.
THE LAYOFF
Pat is the plant manager in one of ABC Company’s five plants. She’s worked
for the company for 15 years, working her way up from the factory floor after
the company sent her to college. Her boss just told her in complete confi-
dence that the company will have to lay off 200 workers. Luckily, her job
won’t be affected. But a rumor is now circulating in the plant, and one of her
work ...
- 1 - Modified Trevino & Nelson Model for Ethical Deci.docxhoney725342
- 1 -
Modified Trevino & Nelson
Model for Ethical Decision Making
This is the ethical decision–making model from your main text, LINDA K. TREVINO &
KATHERINE A. NELSON, MANAGING BUSINESS ETHICS (2014) [TREVINO & NELSON], modified
slightly by your instructor.
1. Get the Facts
This is certainly one of the most important steps in any kind of decision making. The worst
thing you can do is jump to conclusions without having all pertinent facts. Without the pertinent
facts, you run the risk of overreacting or being ethically overzealous, which can be very off-putting
to your friends and colleagues (nobody likes a “Goody Two Shoes”), indicate overall poor
judgment and cause you to use up your “political” capital within your organization or group.
Be aware of emotion or other types of personal bias (we all have some) in gathering and
analyzing the facts. Try to be as neutral and objective as you can be before you make too many
judgments about what happened to present the ethical dilemma or is likely to happen if you take
certain actions in response to the dilemma. As you go through the other steps in this model, be
alert to facts you may have misinterpreted or to missing facts. In other words, do not be reluctant
to revise and update both the material facts and any inferences you have drawn from them (a
grounding in basic logic comes in handy here). Ask yourself (1) what important facts do I not
have (knowing the importance of what you don’t know can be key), (2) what can I do to develop
the facts; and (3) do I know enough to act?
Going through this factual development process (as well as the other steps in this model)
can sometimes lead you to a creative response you would not otherwise have discovered. It may
also cause you to decide rationally to delay action until more facts are presented (assuming a delay
is not prejudicial to important stakeholders).
2. Identify & Define the Ethical Issues
This step could easily be the first, although sometimes the ethical dilemma does not fully
present itself until you have all the facts (chicken or the egg?). A sensitivity to ethical issues (which
can be learned) is a must. Many people fail to act ethically (even by their own standards) because
they fail to see an ethical issue when it is presented (e.g., because of schema or “scripts” we all use
everyday).
Answer this question: Why I am I so conflicted in this situation? Is there something wrong
personally or within my family, circle of friends, organization or society generally? Could the
conflict, the situation, or the decision be damaging to people or to the community? Does the issue
go beyond legal or institutional concerns? What does it do to people, who have dignity, rights,
- 2 -
and hopes for a better life together? What is your gut telling you about this situation? Listen to
your intuition and feelings; these are important data. Are “right” and “wrong” in play? If so, your
...
This document provides an overview of several philosophical foundations of business ethics, including consequentialism, utilitarianism, ethical egoism, and deontological ethics. It discusses concepts like utilitarian decision-making, maximizing overall happiness, and ethical theories proposed by philosophers like John Stuart Mill, Jeremy Bentham, and Immanuel Kant. The document also examines ideas around rights, duties, consequences, social contracts, and treating people with dignity. It aims to help readers understand different approaches to ethical decision-making and analyzing business decisions through a philosophical lens.
The document discusses different types of moral dilemmas and levels of moral reasoning. It defines a moral dilemma as a situation where an agent is forced to choose between two or more equally unsatisfactory options, with each choice having moral and ethical consequences. The document outlines different types of dilemmas, including those at the personal, organizational and societal levels. It also discusses the role of reason in moral philosophy and defines moral reasoning as a process of identifying morally relevant aspects of a situation and weighing them from an impartial perspective to make an ethically justified decision.
This document discusses moral dilemmas and different levels of moral dilemmas. It defines a moral dilemma as a situation where an agent is forced to choose between two or more equally unsatisfactory options, with each choice having consequences. The document outlines different types of moral dilemmas and levels at which they can occur, from the personal to the systematic level. It also provides definitions of morality and discusses the role of reason in moral philosophy.
1. Grisham argues that even good people can engage in unethical behavior unintentionally due to cognitive biases and limitations. Factors like only considering limited alternatives, using simplified decision rules, and prioritizing ease over thorough evaluation can undermine ethical decision-making.
2. Making ethical decisions requires identifying stakeholders, weighing consequences, and monitoring outcomes - a process many bypass unintentionally. Clear personal values and principles can help recognize ethical issues and guide choices.
3. While lapses may occur, consciously reflecting on important values like integrity helps "draw clearer lines" and make fulfilling duties to stakeholders a priority over satisficing or
420729834-Ethics-blabla.reason and impartiality pdframfreecs13
The document discusses the concepts of reason and impartiality as requirements for morality. It provides definitions and perspectives from philosophers like Kant and Rachels. Kant believed reason alone is the basis for morality, while acting impartially involves basing decisions on how all affected persons will be impacted, not just favoring some. The document also presents a 7-step model for moral reasoning and decision-making that involves gathering facts, identifying stakeholders, articulating dilemmas, considering alternatives, comparing to principles, weighing consequences, and making a decision. Acting with both reason and impartiality requires logical choice-making and giving equal importance to all.
The document discusses the importance of ethics and making ethical decisions. It provides an overview of key concepts like ethics, values, morals, foundational ethics and situational ethics. It also outlines various frameworks that can be used in ethical decision making, such as utilitarianism, deontology, and virtue ethics. The presentation emphasizes developing strong personal convictions, integrity, and using frameworks to thoughtfully evaluate ethical issues and choices.
This document discusses ethical dilemmas and decision making. It defines ethical dilemmas as situations where no ethically right alternative is available. Two models for ethical decision making are described: the Utility, Rights, Justice and Caring Model and the Janus Headed Model. Steps for making good ethical decisions are also outlined, including identifying the problem, checking facts, developing options, and testing options. Quick ethical decisions can be made by considering conscience, law, policies and publicity. White collar crimes are discussed as ethical lapses that can occur in business contexts.
This document outlines the key concepts and terms from a lecture on business ethics. It discusses ethics as concerning how individuals and organizations should act, distinguishing normative ethics from descriptive ethics. It defines values and stakeholders, introducing stakeholder theory about responsibilities to broader stakeholders beyond shareholders. It also distinguishes legal responsibilities from ethical responsibilities and practical reasoning for ethical decision-making over other types of decisions.
1
SCH-MGMT 192T: TRANSITIONS: Big Ideas in Business
Frameworks for Ethical Decision-making
Making good ethical decisions requires a trained sensitivity to ethical issues. It also requires a practiced
method for exploring the ethical aspects of a decision and weighing the considerations that should
impact our choice of a course of action. Having a method for ethical decision making is essential. When
practiced regularly, the method becomes so familiar that we work through it automatically without
consulting the specific steps. This is one reason why we can sometimes say that we have a “moral
intuition” about a certain situation, even when we have not consciously thought through the issue.
We can be practiced at making ethical judgments, just as we can be practiced at playing the piano, in
which case we can sit and play well “without thinking.” However, it's not always advisable to follow our
immediate intuitions, especially in complicated or unfamiliar situations. Here our method for ethical
decision-making should help us recognize these new and unfamiliar situations and act accordingly.
The more novel and difficult the ethical choice we face, the more we must rely on discussion and
dialogue with others about the dilemma. Only by careful exploration of the problem, aided by the
insights and different perspectives of others, can we make good ethical choices in such situations.
Three Frameworks
Below we discuss three broad frameworks to guide ethical decision-making: the Consequentialist
Framework; the Duty Framework; and the Virtue Framework. While each of these frameworks is useful
for making ethical decisions, none is perfect. Knowing the advantages and disadvantages of the
frameworks will be helpful in deciding which is most useful in approach the particular situation with
which we are presented.
1. The Consequentialist Framework
In the Consequentialist Framework, we focus on the future effects of the possible courses of action,
considering the people who will be directly or indirectly affected. We ask about what outcomes are
desirable in a given situation and consider ethical conduct to be whatever will achieve the best
consequences. The person using the Consequentialist Framework desires to produce the most good.
Among the advantages of this ethical framework is that focusing on the results of an action is a
pragmatic approach. It helps in situations involving many people, some of whom may benefit from the
action, while others may not. Of course, it's not always possible to predict the consequences of an
action, so some actions that are expected to produce good consequences might actually end up harming
people. Additionally, people sometimes react negatively to the use of compromise—an inherent part of
this approach—and recoil from the implication that the end justifies the means. The Consequentialist
Framework also does not include a pronouncement that certain things are alway ...
1 SCH-MGMT 192T TRANSITIONS Big Ideas in Business AbbyWhyte974
1
SCH-MGMT 192T: TRANSITIONS: Big Ideas in Business
Frameworks for Ethical Decision-making
Making good ethical decisions requires a trained sensitivity to ethical issues. It also requires a practiced
method for exploring the ethical aspects of a decision and weighing the considerations that should
impact our choice of a course of action. Having a method for ethical decision making is essential. When
practiced regularly, the method becomes so familiar that we work through it automatically without
consulting the specific steps. This is one reason why we can sometimes say that we have a “moral
intuition” about a certain situation, even when we have not consciously thought through the issue.
We can be practiced at making ethical judgments, just as we can be practiced at playing the piano, in
which case we can sit and play well “without thinking.” However, it's not always advisable to follow our
immediate intuitions, especially in complicated or unfamiliar situations. Here our method for ethical
decision-making should help us recognize these new and unfamiliar situations and act accordingly.
The more novel and difficult the ethical choice we face, the more we must rely on discussion and
dialogue with others about the dilemma. Only by careful exploration of the problem, aided by the
insights and different perspectives of others, can we make good ethical choices in such situations.
Three Frameworks
Below we discuss three broad frameworks to guide ethical decision-making: the Consequentialist
Framework; the Duty Framework; and the Virtue Framework. While each of these frameworks is useful
for making ethical decisions, none is perfect. Knowing the advantages and disadvantages of the
frameworks will be helpful in deciding which is most useful in approach the particular situation with
which we are presented.
1. The Consequentialist Framework
In the Consequentialist Framework, we focus on the future effects of the possible courses of action,
considering the people who will be directly or indirectly affected. We ask about what outcomes are
desirable in a given situation and consider ethical conduct to be whatever will achieve the best
consequences. The person using the Consequentialist Framework desires to produce the most good.
Among the advantages of this ethical framework is that focusing on the results of an action is a
pragmatic approach. It helps in situations involving many people, some of whom may benefit from the
action, while others may not. Of course, it's not always possible to predict the consequences of an
action, so some actions that are expected to produce good consequences might actually end up harming
people. Additionally, people sometimes react negatively to the use of compromise—an inherent part of
this approach—and recoil from the implication that the end justifies the means. The Consequentialist
Framework also does not include a pronouncement that certain things are alway ...
Essay on Emotions And Decision Making
The Process of Decision Making Essay
Decision Making
Decision-Making Model Analysis Essay example
Decision-Making Essay
Decision Making Models Essay example
Rational Decision Making Model Essay
Critical Thinking and Decision Making Essay
Essay on Business Decision Making
The Seven Step Model Of A Decision Making Model
Decision Making : An Evaluation
Essay on Decision Making
Biases in Decision Making
Problem-Solving and Decision-Making Essay
Essay on Decision Making
Clinical Decision Making Essay
Ethical Decision Making Essay
Reflective Essay On Decision Making
Nursing Decision-Making Essay
Evidence Based Decision Making Essay
The document provides an overview of key concepts in ethical decision-making and business ethics. It discusses [1] Kohlberg's theory of moral development and its six stages across three levels, [2] three main approaches to ethical theory - utilitarianism, deontology, and virtue ethics, and [3] two specific ethical theories - ethical egoism and utilitarianism. The document aims to introduce students to important foundations for analyzing ethical dilemmas in business.
This document provides an overview of a chapter that discusses different ethical theories and decision-making frameworks. It introduces utilitarianism, which argues that actions should be judged based on their consequences and promoting the greatest happiness for the greatest number. It also discusses deontological ethics, which focuses on following ethical principles and duties even if the consequences are not optimal. The document provides examples of how these theories apply to business decisions and discusses some of their limitations. It also introduces concepts like moral rights, duties, and the social contract as the basis for ethical principles.
The document discusses the ethical role of managers in business. It argues that management decisions inherently involve ethical considerations as they impact stakeholders. Managers need to be able to reason through ethical decisions using frameworks that consider rights, utility, justice, and care. Ethical leadership requires being both a moral person and moral manager by acting with integrity, fairness, and concern for others. Codes of conduct can guide decisions but managers also require strong ethical culture and communication within their organizations.
soft skills and leadership management and managerOMDINA1
This document appears to be notes from a semester 2 course. It includes topics covered like research, creativity, critical thinking, data analysis, perseverance, open-mindedness, and independence. Problem solving methods are outlined with steps like identifying the problem, defining it, generating alternatives, analysis, selection, implementation, and evaluation. Questions are posed about why people face challenges and if they can find opportunities in challenges or how to do so. The document concludes by thanking the reader for their attention.
Collecting customer information through service memberships could become an invasion of privacy when it allows excessive monitoring of customer behaviors and activities. Some management problems that can arise from allowing service employees discretion in meeting customer needs include lack of consistency in customer experiences and difficulty enforcing quality standards. Services that are well-suited for internet delivery include those that can be digitized, scaled globally, offer interactivity, provide real-time updates, and prioritize security and privacy.
This document discusses various cost classifications and cost behavior concepts. It defines variable costs as costs that change with changes in activity level, while fixed costs remain unchanged with activity changes. It also discusses direct costs that can be traced to a specific cost object and indirect costs that cannot. Differential costs are those that differ among alternatives and are relevant for decision making, while sunk costs that cannot be changed should be ignored. The document provides examples to illustrate these concepts for both manufacturing and merchandising companies.
This document discusses key concepts relating to human migration patterns. It explains that geographers study where and why people migrate. The main reasons for migration include economic, cultural, and environmental factors. Major types of migration include internal migration within a country, international migration between countries, and undocumented migration without proper documentation. The document also outlines historical patterns of migration to the United States in three main eras: colonial immigration, 19th century European immigration, and recent immigration from less developed countries.
This document provides an introduction to the topic of demography. It defines demography as the scientific study of human populations, including their size, composition, distribution, and changes over time from factors like fertility, mortality, and migration. The document outlines key concepts in demography like population size, structure, and processes. It also discusses why demography is an important field, with implications for issues like politics, social planning, business, and the environment. By the end of the chapter, readers should understand basic demography concepts and how this information can be applied.
The document provides an outline and guidance for writing a business plan. It explains that a business plan is a written document that describes all relevant internal and external elements of starting a new venture, including functional plans for marketing, finance, manufacturing, sales, and human resources. The outline includes sections for an executive summary, industry and market analysis, description of the venture and products/services, operational, marketing, organizational, financial, and risk plans. It stresses that the business plan should guide operations for the first year and be updated as conditions change to keep the venture on track for success.
Transactional leadership uses rewards and punishments to motivate team members. This type of leader believes clear instructions and close monitoring will lead to better performance. However, transactional leadership has some drawbacks. It can stifle creativity and not support emotional needs. Additionally, it may not have long-term success because the focus is only on short-term goals.
Dr. Professor Prak Polla will present on situational leadership at the Debate Conference panel on leadership and business ethics. The presentation will discuss situational leadership theory, which recognizes that different leadership styles may be effective depending on the situation and maturity of the team members. It will cover the advantages of situational leadership, such as flexibility and developing employee awareness, and the disadvantages, like difficulty defining maturity levels. The lecturer, Mr. Peng Marendy, has extensive education and experience in business management.
This document discusses entrepreneurial leadership style. It defines entrepreneurship and introduces entrepreneurial leadership as focusing on turning problems into economic and social opportunities by navigating uncertainty. It is appropriate when markets are declining, exploring new products/services, or requiring risk-taking and imaginative followers. Consequences include potential failure but also innovative products and job creation. Effective entrepreneurial leaders are passionate visionaries willing to take risks, as exemplified by Steve Jobs, Bill Gates, and Walt Disney.
This document discusses developing pricing strategies and pricing goods and services. It begins with definitions of developing, pricing goods and services. There are several common types of pricing strategies discussed, including value-based pricing, competitive pricing, price skimming, cost-plus pricing, penetration pricing, and dynamic pricing. The document then provides guidance on how to develop prices for goods and services, such as studying the market, assessing costs, deciding the sales method, targeting customer segments, and monitoring prices over time. Examples are also discussed.
This document provides an overview of internal influences on consumer behavior such as motivation, personality, and emotion. It defines motivation and discusses Maslow's hierarchy of needs and McGuire's psychological motives frameworks. It also defines personality and discusses trait theories and the five-factor model. Additionally, it defines emotions and the major emotional dimensions of pleasure, arousal, and dominance. It discusses how an understanding of motivation, personality, and emotions can be applied to developing effective marketing strategies through targeting specific consumer needs, communicating brand personality, and arousing or reducing emotions.
This chapter discusses ethical issues related to the workplace, including employer responsibilities and employee rights. It covers two perspectives on workplace relationships: treating employees well to increase productivity, or out of a duty of rights. The concept of due process in the workplace is explained, acknowledging an employer's authority but arguing it should be used justly. Employment at will and reasons to limit it are defined. Health and safety risks and determining acceptable risk are also discussed. Diversity, affirmative action, guidelines and opposition to such programs are summarized.
This chapter discusses ethical issues in marketing. It introduces the topic and outlines 11 chapter objectives, including understanding responsibility for product safety, evaluating advertising influence, and responsible supply chain management. The chapter then covers key frameworks for analyzing marketing ethics, including the four P's of marketing (product, price, promotion, placement) and three concerns: respecting consumer autonomy, ensuring actual benefits, and considering social values. It also discusses interpretations of responsibility in the context of product safety and liability.
The document is a chapter from an organizational ethics textbook. It discusses key topics around organizational culture and ethics, including:
1) Defining organizational culture and the factors that shape a company's culture, such as shared values like team orientation and attention to detail.
2) Explaining the concepts of ethics and how people try to live according to standards of right and wrong through both thoughts and actions.
3) Describing ethical theories like utilitarianism and how people approach resolving complex ethical dilemmas in different situations.
This document discusses steps that organizations can take to promote and maintain ethical behavior. It recommends establishing a clear code of ethics, providing training on the code, hiring an ethics officer, celebrating ethical employees, promoting the commitment to ethics publicly, and continuously monitoring behavior as the organization grows. The goal is for organizations to develop proactive rather than reactive ethics policies and become fully transparent.
This document discusses ethical decision-making and provides a model for making ethical decisions. It begins with an opening decision point about finding an iPod and identifying the key considerations in making a decision about what to do. It then outlines a process for ethical decision-making that involves determining facts, identifying ethical issues and stakeholders, considering alternatives and their consequences, and making and monitoring a decision. It also discusses why good people sometimes make bad decisions, including cognitive biases and motivational factors. Finally, it addresses how managerial roles can impact ethical decision-making in an organizational context.
This chapter discusses whistleblowing and the laws protecting whistleblowers. It defines whistleblowing and internal and external whistleblowing. It explains when whistleblowing is considered ethical based on 5 conditions. Key pieces of US legislation aimed at preventing corporate misconduct are identified, including the Whistleblower Protection Act of 1989 and provisions to protect whistleblowers. Employers have a duty to respond to whistleblowers and cannot engage in retaliation.
This document provides an overview of key US legislation designed to regulate corporate conduct and financial markets. It discusses the Foreign Corrupt Practices Act (FCPA) of 1977, the US Federal Sentencing Guidelines for Organizations of 1991, revisions to the guidelines in 2004, the Sarbanes-Oxley Act of 2002, and the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010. The summary identifies the core focus and impact of each piece of legislation in discouraging illegal and unethical corporate behavior.
This document provides an overview of corporate governance. It defines corporate governance as the system by which business corporations are directed and controlled, with managers being accountable to owners and stakeholders.
It then describes what corporate governance looks like, including owners, the board of directors, audit committees, and compensation committees. It discusses two governance methodologies: "comply or explain" and "comply or else."
It emphasizes that effective corporate governance relies on properly constituted boards, separation of the chairman and CEO roles, vigilant shareholders, and financial reporting/auditing systems to provide transparency and accountability.
The document provides an overview of corporate social responsibility (CSR). It defines CSR as actions by a company to achieve social benefits beyond maximizing profits. It discusses two approaches to CSR - the instrumental approach which sees CSR as contributing to company goals, and the social contract approach which sees CSR as agreed social and moral obligations. The document also outlines the key drivers for CSR including transparency, knowledge, sustainability and globalization. It explains the triple bottom line for measuring corporate performance across financial, social and environmental impacts. Finally, it discusses strategic, altruistic and ethical types of CSR activities.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
3. 1-3
2-3
"This above all: to thine own self be true, and it must follow, as the night the day,
Thou canst not then be false to any man." – Shakespeare
"To be nothing but yourself, in a world which is doing its best to make you
everybody else, means to fight the hardest battle which any human being can
fight, and never stop fighting."
-- e.e. cummings
"From here that looks like a bucket of water, but from an ant's point of view, it's a
vast ocean; from an elephant's point of view, it's just a cool drink; and to a fish,
of course, it's home."
-- The Phantom Toll Booth, by Norton Juster
“I am not afraid of storms, for I am learning to build my ship.”
-- Louisa May Alcott
Ethics is tougher than
you think . . .
4. 1-4
2-4
Chapter Objectives
After exploring this chapter, you will be able to:
1. Describe a process for ethically responsible decision-making
2. Apply this model to ethical decision points.
3. Explain the reasons why “good” people might engage in
unethical behavior
4. Explore the impact of managerial roles on the nature of our
decision-making.
5. 1-5
2-5
Opening Decision Point:
What would you do?
You find the I-Pod . . . .
What would you think about as you sat there trying to decide
what to do?
What are the key facts that you should consider before making
a decision, as either the person who discovered the I-Pod, the
friend, or the judicial board member?
Is this an ethical issue? What exactly are the ethical aspects
involved in your decision ?
Who else is involved, or should be involved, in this decision?
Who has a stake in the outcome?
(continued)
6. 1-6
2-6
Opening Decision Point:
What would you do?
What alternatives are available to you? What are the
consequences of each alternative?
How would each of your alternatives affect the other
people you have identified as having a stake in the
outcome?
Where might you look for additional guidance to assist
you in resolving this particular dilemma?
7. 1-7
2-7
An Ethical Decision-Making
Process: Click to explore each element (insert obj. 1)
Determine the facts
Identify the ethical issues involved
Identify stakeholders and consider the situation from their point of view
Consider the available alternatives – also called “moral imagination”
Consider how a decision affects stakeholders, comparing and weighing
the alternatives, based on:
Consequences
Duties, rights, principles
Implications for personal integrity and character
Make a decision
Monitor outcomes
8. 1-8
2-8
Determine the Facts
Making an honest effort to understand the situation, to
distinguish facts from mere opinion, is essential.
Knowing the facts and carefully reviewing the circumstances
can go a long way to resolving disagreements at an early
stage.
The sciences, and perhaps especially the social sciences, can
help us determine the facts surrounding our decisions.
How would this apply to the Opening Decision Point (the I-
Pod)?
9. 1-9
2-9
Identify the ethical issues
involved
A second step in responsible ethical decision making requires
the ability to recognize a decision or issue as an ethical
decisions or ethical issue.
It is easy to be led astray by a failure to recognize that there is
an ethical component to some decision.
In many business situations, what appears to be an ethical
issue for one person will be judged as a simple financial
decision by others.
How does one determine that an issue raises an ethical issue at all?
When does a business decision become an ethical decision?
10. 1-10
2-10
Identifying Ethical Issues
We need to recognize that “business” or “economic”
decisions and ethical decisions are not mutually exclusive.
Just because a decisions is made on economic grounds does
not mean that it does not involve ethical considerations as
well.
Being sensitive to ethical issues is an important characteristic
that needs to be cultivated in ethically responsible people.
We also need to ask how our decisions will impact the well-
being of the people involved.
To the degree that a decision affects the well-being—the
happiness, health, dignity, integrity, freedom, respect—of the
people involved, it is a decision with ethical implications.
11. 1-11
2-11
“Normative Myopia”
In business contexts, it can be easy to become so involved in
the financial aspects of decisions that one loses sight of the
ethical aspects.
Some writers have called this inability to recognize ethical
issues normative myopia, or shortsightedness about values.
Normative myopia does not occur in business alone.
12. 1-12
2-12
Identifying Stakeholders
"Stakeholders" in this general sense includes all of the
groups and/or individuals affected by a decision, policy or
operation of a firm or individual.
Considering issues from a variety of perspectives other than
one’s own, and other than what local conventions suggest,
helps make one’s decisions more reasonable and
responsible.
To the contrary, thinking and reasoning from a narrow and
personal point of view virtually guarantees that we will not
have understood the situation fully.
13. 1-13
2-13
Application: Identifying
Stakeholders
Try shifting your role:
Rather than being in the position of the person who
discovers the I-Pod, what would you think of this
case if you were the person who lost it?
How does that impact your thinking?
What would your judgment be if you were the friend
who was asked for advice?
14. 1-14
2-14
Application: Identifying
Stakeholders
Let’s try it again:
Consider Aaron Feuerstein’s decisions on the night of his
factory fire from Chapter One.
In his position, some people might think first of how the fire
would affect their own personal well-being: The financial
status of the owner and his family was serious threatened by
the fire, but a decision that considered only the owners’ point
of view, would not be a responsible decision.
Who or what else should you consider?
15. 1-15
2-15
Consider the Available
Alternatives
Creativity in identifying options – also called “moral imagination”
– is one element that distinguishes good people who make ethically
responsible decisions from good people who do not.
It is important not to consider only the obvious options with regard
to a particular dilemma, but also the much more subtle ones that
might not be evident at first blush.
16. 1-16
2-16
Application: Exploring
Alternatives
Consider the case of discovering a lost I-Pod.
One person might decide to keep it because she judges that
the chances of discovering the true owner are slim and that is
she doesn’t keep it, the next person to discover it will.
Another person is able to think of some alternatives. For
example, one could return early for the next class to see who
is sitting at the desk, or one could check to learn who the
previous class teacher was and ask that teacher for help in
identifying the owner.
17. 1-17
2-17
Compare and Weigh The
Alternatives
Create a mental spreadsheet that evaluates the impact of each
alternative you have devised on each stakeholder you identified.
Perhaps the most helpful way to accomplish this task is to try to
place oneself in the other person’s position.
Understanding a situation from another’s point of view, making an
effort to “walk a mile in their shoes,” contributes significantly to
responsible ethical decision-making.
18. 1-18
2-18
Compare and Weigh the
Alternatives
Weighing the alternatives will involve predicting the
likely, the foreseeable, and the possible consequences
to all of the relevant stakeholders.
A critical element of this evaluation will be the
consideration of ways to mitigate, minimize, or
compensate for any possible harmful consequences or
to increase and promote beneficial consequences.
19. 1-19
2-19
Compare and Weigh the
Alternatives: Some options
Ethicists sometimes ask the decision-maker to consider
whether she or he would feel proud or ashamed if The Wall
Street Journal (or whatever is your relevant daily newspaper)
printed this decision as a front page article, or whether it
could be explained to a ten year old child so that the child
thinks it is the right decision, or whether it will stand the test
of time through generations in the firm.
20. 1-20
2-20
Making the Decision
It is time to make the decision.
An accountable decision requires the ability to offer a
justification or reason to support the decision.
In making ethically responsible decisions, one must be
prepared to offer reasons to support the decision.
Perhaps there are some questions that might offer some
guidance . . . (next slide)
21. 1-21
2-21
Is it consistent with your personal
or corporate code?
Is it in your or your
organization’s long-term interest?
What would the most ethical
person you know do?
How’d I get here in this dilemma
in the first place?
Is my action legal? Where’s the
legal line?
Am I being fair and honest (is it
“just”)?
Am I acting in line with my
personal integrity?
Am I being only self-serving or
am I considering others?
Will it stand the test of time?
Is this a model of “right” behavior?
How would those closest to you
advise you to act or perceive your
action?
How will I feel afterwards? (am I
proud?)
Would advice from someone else
help?
Will someone get the wrong idea?
Is my loyalty in the “right” place?
Is this something a leader should
do?
Action - How to choose?
22. 1-22
2-22
Monitoring the Outcomes
To be accountable in our decision-making, we have a
responsibility to evaluate the implications of our decisions, to
monitor and then learn from the outcomes, and to modify
our actions accordingly when faced with similar challenges in
the future.
23. 1-23
2-23
Why do “Good” People engage
in “Bad” Acts? (insert obj. 3)
People simply do not always do what’s right, but why not?
There are many ways in which responsible decision making
can go wrong.
Sometimes, of course, people can simply choose to do
something unethical.
We should not underestimate the real possibility of immoral
choices and unethical behavior.
24. 1-24
2-24
Why do “Good” People engage
in “Bad” Acts?
Sometimes, well-intentioned people fail to choose ethically.
What factors determine which companies or individuals
engage in ethical behavior and which do not? Why do people
we consider to be “good” do “bad” things?
This does not mean that these unethical decisions or acts are
excusable but that the individuals who engage in the unethical
behavior may have done so for a variety of reasons.
As it turns out, there are many stumbling blocks to
responsible decision-making and behavior. . . .
25. 1-25
2-25
Explaining “Bad” Acts?
Cognitive or intellectual stumbling blocks: As suggested by
the model of ethical decision-making outlined above, a
certain type of ignorance can account for bad ethical choices.
Sometimes that ignorance can be almost willful and intentional.
After you discover a lost I-Pod, you might rationalize to yourself
that no one will ever know, that no one is really going to be hurt,
that if the owner was so careless, they deserve to lose their I-Pod.
You might try to justify the decision by telling yourself that you
are only doing what anyone else would do in this circumstance.
You might even choose not to think about it and try to put any
guilty feelings out of your mind.
26. 1-26
2-26
Explaining “Bad” Acts?
Limitations: We sometimes only consider limited alternatives.
When faced with a situation that suggests two clear alternative
resolutions, we often consider only those two clear paths, missing
the fact that other alternatives might be possible.
Responsible decision making would require that we discipline
ourselves to explore additional methods of resolution.
Simplified decision rules are most comfortable to us: Having
a simple rule to follow can be reassuring to many decisions-
makers.
Using a simple decision rule might appear to relieve us of
accountability for the decision, even if it may not be the best
possible decision.
27. 1-27
2-27
Explaining “Bad” Acts?
“Satisficing” - We also often select the alternative that
satisfies minimum decision criteria.
We select the option that suffices, the one that people can live
with, even if it might not be the best.
Issues of motivation and willpower:
As author John Grisham explained in his book, Rainmaker, “Every
(lawyer), at least once in every case, feels himself crossing a line
he doesn’t really mean to cross. It just happens.”
Sometimes it is simply easier to do the wrong thing.
28. 1-28
2-28
This way of responding to
challenges hasn’t gotten us very far
“The telephone has too many shortcomings to be seriously
considered as a means of communication.”
– Western Union Internal Memo, 1876
“Everything that can be invented has been.”
- Commissioner, U.S. Patent Office, 1899
“I think there is a world market for maybe five computers.”
- Thomas Watson, Chairman of IBM, 1943
29. 1-29
2-29
Decision Point:
If Grisham is right . . . .
If Grisham is correct, and we are destined to unintentionally cross lines,
perhaps it is critical to begin to make our lines more clearly drawn.
Try this exercise – in your head, consider your response to the following
questions:
What values are most important to you? What are you willing to sacrifice
to maintain your own values? What is important? What are your
priorities?
What do you stand for, personally and professionally?
Are there any values that would you quit a job over?
What would you be willing to die for?
Is it not important to consider the answers to these questions before you
are actually faced with a decision?
30. 1-30
2-30
Ethical Decision-Making in
Managerial Roles (insert obj. 4)
Social circumstances can make it easier or more difficult to
act in accordance with one’s own judgment.
Within business, an organization’s context sometimes make it
difficult for even the best-intentioned person to act ethically,
or it can make it difficult for a dishonest person to act
unethically.
Responsibility for the circumstances that can encourage
ethical behavior and discourage unethical behavior falls to the
business management and executive team.
31. 1-31
2-31
Managerial Roles
The decision-making model introduced in this chapter develops from the
point of view of an individual who finds herself in a particular situation.
Personal integrity lies at the heart of such individual decision-making:
what kind of person am I? What are my values? What do I stand for?
But every individual also fills a variety of social roles and these roles
carry with them a range of expectations, responsibilities, and duties.
Some of our roles are social: friend, sondaughter, spouse, citizen,
neighbor.
Some are institutional: manager, teacher, student body president.
Among the major role-responsibilities that we will examine in this text
are those associated with specific professions: attorneys, accountants,
auditors, financial analysts, etc.
33. 1-33
2-33
Roles & Responsibilities:
Application
Consider how different roles might impact your judgment
about the discovery of the I-Pod.
Your judgment about the I-Pod might differ greatly if you
knew that your friend had lost it, or if you were a teacher in
the class, or if you were a member of the campus judicial
board.
Our judgment about Richard Grasso might change when we
learn that his professional responsibility included oversight of
a regulatory body that governed the very companies that were
paying his salary.
34. 1-34
2-34
Roles & Responsibilities in
Business
In a business context, individuals fill roles of employees,
managers, senior executives, board members.
Managers, executives, board members have the ability to
create and shape the organizational context in which all
employees make decisions.
They therefore have a responsibility to promote
organizational arrangement that encourage ethical behavior
and discourage unethical behavior.
35. 1-35
2-35
Chapter Two Vocabulary Terms
After examining this Chapter, you should have a clear
understanding of the following Key Terms and you will
find them defined in the Glossary:
Accountability
Ethical decision-making process
Perceptual differences
Personal and professional decision-making