In Episode 5, John continues to outline relevant factors related to ethical decision-making. The psychologist's fiduciary responsibility is emphasized. Additionally, John outlines one ethical decision-making model as well as cognitive biases and emotional factors involved with ethical decision-making. John will make suggestions on how to improve ethical decision-making.
It contains factors that a professional should include while making decision when he/she is in moral dilemma. It also gives insights on moral, ethics and engineers code of conduct.
In Episode 5, John continues to outline relevant factors related to ethical decision-making. The psychologist's fiduciary responsibility is emphasized. Additionally, John outlines one ethical decision-making model as well as cognitive biases and emotional factors involved with ethical decision-making. John will make suggestions on how to improve ethical decision-making.
It contains factors that a professional should include while making decision when he/she is in moral dilemma. It also gives insights on moral, ethics and engineers code of conduct.
This is a companion Powerpoint to Ethics & Psychology Podcast on ethical decision-making.
The importance of this podcast and Episode 5 is to set up vignette analysis in future podcasts. Everyone needs to be on the same page in order to apply ethical decision-making in instructional or real life situations.
Ethical Dilemma At Work.
What It Entails.
Practical tips and solutions how to resolve and avoid ethical dilemma at work.
Have you ever been in a situation faced with an ethical dilemma at work?
Legality is only a first step
Questions to ask: When faced with a potentially unethical action.
Management’s role
Compliance/Integrity based codes
Corporate social responsibility
A definition and stakeholders
Life is about choices. We deal with choices in our personal lives everyday. Most of us are guided by such questions as, “Is this the correct thing to do? Is this the right decision to make?” We are guided by our own sense of morality, i.e. the difference between right and wrong.
Ethics, ethical behaviour, and the culture of ethics starts with the leadership of an organization. Associates in an organization emulate the behaviour of the leaders of the organization. So, if the leaders behave unethically, then, it stands to reason that subordinates will, also.
This is a companion Powerpoint to Ethics & Psychology Podcast on ethical decision-making.
The importance of this podcast and Episode 5 is to set up vignette analysis in future podcasts. Everyone needs to be on the same page in order to apply ethical decision-making in instructional or real life situations.
Ethical Dilemma At Work.
What It Entails.
Practical tips and solutions how to resolve and avoid ethical dilemma at work.
Have you ever been in a situation faced with an ethical dilemma at work?
Legality is only a first step
Questions to ask: When faced with a potentially unethical action.
Management’s role
Compliance/Integrity based codes
Corporate social responsibility
A definition and stakeholders
Life is about choices. We deal with choices in our personal lives everyday. Most of us are guided by such questions as, “Is this the correct thing to do? Is this the right decision to make?” We are guided by our own sense of morality, i.e. the difference between right and wrong.
Ethics, ethical behaviour, and the culture of ethics starts with the leadership of an organization. Associates in an organization emulate the behaviour of the leaders of the organization. So, if the leaders behave unethically, then, it stands to reason that subordinates will, also.
Ronald Rotunda: The world engagement instituteRonald Rotunda
A non-governmental organization, the World Engagement Institute dedicates itself to reducing poverty and aiding developing nations. Based in the United States, this group maintains relationships with numerous international organizations to produce a better world.
Seven Steps to Ethical Decision Making– Step 1 Define the p.docxedgar6wallace88877
Seven Steps to Ethical Decision Making
– Step 1: Define the problem (consult PLUS filters)
– Step 2: Seek out relevant assistance, guidance and support
– Step 3: Identify alternatives
– Step 4: Evaluate the alternatives (consult PLUS filters)
– Step 5: Make the decision
– Step 6: Implement the decision
– Step 7: Evaluate the decision (consult PLUS filters)
Introduction
Organizations struggle to develop a simple set of guidelines that makes it easier for
individual employees, regardless of position or level, to be confident that his/her
decisions meet all of the competing standards for effective and ethical decision-making
used by the organization. Such a model must take into account two realities:
Every employee is called upon to make decisions in the normal course of doing
his/her job. Organizations cannot function effectively if employees are not
empowered to make decisions consistent with their positions and responsibilities.
For the decision maker to be confident in the decision’s soundness, every
decision should be tested against the organization’s policies and values,
applicable laws and regulations as well as the individual employee’s definition of
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what is right, fair, good and acceptable.
The decision making process described below has been carefully constructed to be:
Fundamentally sound based on current theories and understandings of both
decision-making processes and ethics.
Simple and straightforward enough to be easily integrated into every employee’s
thought processes.
Descriptive (detailing how ethical decision are made naturally) rather than
prescriptive (defining unnatural ways of making choices).
Why do organizations need ethical decision making?
See our special edition case study, #RespectAtWork,
to find out.
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Email
First Name
Last Name
SEE THE CASE STUDY.
Step 1: Define the problem
The most significant step in any decision-making process is to determine why a
decision is called for and identify the desired outcome(s). How you define a problem
shapes your understanding of its causes and where you will search for solutions.
First, explore the difference between what you expect and/or desire and the current
reality. By defining the problem in terms of outcomes, you can clearly state the
problem.
Consider this example: Tenants at an older office building are complaining that their
employees are getting angry and frustrated because there is always a long delay
getting an elevator to the lobby at rush hour. Many possible solutions exist, and all are
predicated on a particular understanding the problem:
11/10/19, 10:28 PM
Page 3 of 9
Flexible hours – so all the tenants’ employees are not at the elevators at the
same time.
Faster elevators – so each elevator can carry more peopl.
Ethical Decision Making Essay
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- 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
...
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Reflection On Decision Making Process
Decision-Making Model Analysis Essay example
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Essay on Critical Thinking and Decision Making
Module 2 Methods of Ethical AnalysisApplication of Ethical Theo.docxraju957290
Module 2: Methods of Ethical Analysis
Application of Ethical Theories
In module 1, we acquired a foundation in classical ethical theories. In this module, we will learn how to apply this knowledge to ethical challenges in today's business world and, more specifically, to the area of information technology.
As we learned in module 1, the main traditional ethical theories tend to be either rule-based (deontological) or consequentialist (teleological). Both types of theories provide a framework for deciding whether actions are right, depending upon the consequences that result from the action (consequentialist) or whether the action follows the relevant rules for ethical behavior (deontological). Traditional ethical theories were intended to apply universally to ethical dilemmas and obviously didn't factor in issues such as marketplace competition, stockholders, and today's ever-changing world of information technology. Today's IT manager needs to be able to address ethical issues and to find resolutions in concrete business terms rather than engage in a philosophical ethical debate. However, we can use those theories to guide our ethical decision-making process.
In addition to the ethical theories already presented, business ethics attempts to take traditional ethics and apply them practically to a business context. The normative theories of business ethics (NTBE), introduced to the information systems community in large part by Smith and Hasnas, provide three basic approaches to ethical problems: stockholder, stakeholder, and social contract theories (Smith, 2002). In this section, we will introduce those theories as well as make connections to classical theory.
Normative Theories of Business Ethics
As its name indicates, the stockholder theory of NTBE focuses on making ethical decisions that benefit stockholders. According to this theory, because stockholders have invested in the company for their own profit, actions taken by the company should be focused on benefiting the bottom line. A manager or employee has a responsibility to use corporate resources in ways that do not take away from the stockholders' benefits. Stockholder theory instructs managers to act within legal constraints. It does not instruct or encourage managers to ignore ethical constraints.
Stakeholder theory expands a manager's responsibility beyond the stockholders to include anyone with an interest in the firm. This could include employees, customers, stockholders, and potentially even competitors. Given that there is a potential conflict among the interests of the various stakeholders, the manager's challenge is to balance those interests and to provide the best possible solution that does not substantially infringe on any individual stakeholder group.
According to social contract theory, businesses have ethical obligations to benefit society by fulfilling customer and employee interests within the generally accepted rules or codes. If there were a hypothetical contract ...
Factors affecting ethical development in an human behaviour
Individual Factors:-
Gender:-Women are generally more ethical than men.
Education or Work Expierience:-the more education or expierience is with an individual it helps him in making the decisions more easier,valuable and correct.
PART ONEHow to Analyze a Case Study Knowing how to anal.docxdanhaley45372
PART ONE:
How to Analyze a Case Study
Knowing how to analyze a case will help you attack virtually any business problem.
A case study helps students learn by immersing them in a real-world business scenario where they can act as problem-solvers and decision-makers. The case presents facts about a particular organization or decision. Students are asked to analyze the case by focusing on the most important facts and using this information to determine the opportunities and problems facing that organization, the people within the organization or decision. Students are then asked to identify alternative courses of action to deal with the problems or decision they identify.
A case study analysis must not merely summarize the case. It should identify key issues and problems, outline and assess alternative courses of action, and draw appropriate conclusions. The case study analysis can be broken down into the following steps (FICER):
Facts- select the most important facts surrounding the case.
Issues-identify the most important issues in the case
Courses of action-Specify alternative courses of action.
Evaluate- each course of action.
Recommend- the best course of action.
Let's look at what each step involves.
Identify the most important facts surrounding the case.
Read the case several times to become familiar with the information it contains. Pay attention to the information in any accompanying exhibits, tables, or figures. Many case scenarios, as in real life, present a great deal of detailed information. Some of these facts are more relevant than others for problem identification. One can assume the facts and figures in the case are true, but statements, judgments, or decisions made by individuals should be questioned. Underline and then list the most important facts and figures that would help you define the central problem or issue. If key facts and numbers are not available, you can make assumptions, but these assumptions should be reasonable given the situation. The "correctness" of your conclusions may depend on the assumptions you make.
Identify the key issue or issues.
Use the facts provided by the case to identify the key issue or issues (or decision) facing the person(s) or organization. Many cases present multiple issues or problems. Identify the most important and separate them from more trivial issues. State the major problem or challenge facing the company or person(s). You should be able to describe the problem or challenge in one or two sentences. You should be able to explain how this problem affects the strategy or performance of the organization or person(s). You will need to explain why the problem occurred.
Specify alternative courses of action.
List the courses of action the company or person(s) can take to solve its problem or meet the challenge it faces. For instance, for information system-related problems, do these alternatives require a new information system or the modification of an existi.
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Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2. Ethical Decision Making Process
1 Recognizing a Problem & Define the
problem
2 Identify the underlying principles,
legislation and policies
3 Identify and consider the options
4 Choosing a Solution
5 Implementation
6 Evaluating the Solution
3. Define the problem
Gather as much information as you can that will
illuminate the situation. In doing so, it is important to
be as specific and objective as possible. Writing ideas
on paper may help you gain clarity. Outline the facts,
separating out assumptions, hypotheses, or
suspicions. There are several questions you can ask
yourself:
What is difficult about the situation?
What other factors are involved (e.g. whole of
government policy)?
Who else is involved and what are their points of view
on the matter? Is there a need to work cooperatively?
What effect does your behaviour have on them
4. Identify the underlying principles
After you have clarified the problem, refer to the Code of Ethics to see if
the issue is addressed there. If there is an applicable standard or
several standards and they are specific and clear, following the
course of action indicated should lead to a resolution of the problem.
To be able to apply the ethical standards, it is essential that you
have read them carefully and that you understand their implications.
If the problem is more complex and a resolution does not seem
apparent, then you probably have a true ethical dilemma and need
to proceed with further steps in the ethical decision making process.
The following area can help to understand the Underlying Principals
Do your personal interests conflict, or reasonably appear to conflict,
with the public interest?
What are your duties as a public sector employee?
Does the Code of Conduct require you to behave in a certain way?
Is there a relevant guideline, determination or policy?
Are there any legal implications? Where necessary, seek legal
advice.
5. Identify and consider the options
List all alternative options. For each option apply risk
management principles to identify the impact on
different stakeholders, the legal implications and the
relevant principles of the Code of Conduct.
For decisions that could have a large impact, or if you
are still unsure as to the preferred action, get a
second opinion from an independent, trusted
person.
Where necessary, seek advice from manager,
organisation’s human resources unit or ethics
advisor, or other agencies.
6. Choosing a Solution
Considering the information you have gathered and the priorities
you have set, evaluate each option and assess the potential
consequences for all the parties involved. Ponder the
implications of each course of action for the client, for others who
will be effected, and for yourself as a counsellor. Eliminate the
options that clearly do not give the desired results or cause even
more problematic consequences. Review the remaining options
to determine which option or combination of options best fits the
situation and addresses the priorities you have identified.
What would your family or chief executive say if your actions
were reported on the front page of a newspaper?
How will this decision be viewed by future generations?
Would you be happy if this action was performed on you?
7. Implementation
Create a detailed, step-by-step plan for implementing
the solutions you choose
Who will do what, when, how?
This should include a means of evaluating the solutions
effectiveness by following ways
Your choice of action must be within the legislation,
policies and guidelines both for your organisation and
the whole of government.
Your behaviour must reflect the Code of Conduct for
SA Public Sector Employees.
You must be able to justify your course of action.
8. Evaluating the Solution
This is done after the solution has been implemented
and involves comparing the results of what
happened to what you expected to happen.
In addition, you would want to consider what you might
do differently if the situation were to occur again.
9. Types of Problems and Decisions
Structured Problems
Involve goals that clear.
Are familiar (have occurred before).
Are easily and completely defined—information
defined—information
about the problem is available and complete.
Programmed Decision
A repetitive decision that can be handled by a
routine approach.
10. Problems and Decisions (cont’d)
(cont’
Unstructured Problems
Problems that are new or unusual and for which
information is ambiguous or incomplete.
Problems that will require custom-made solutions.
custom-
Non-programmed
Non- Decisions
Decisions that are unique and nonrecurring.
Decisions that generate unique responses.
11. Decision-making Techniques
Interacting Groups
Typical groups, in which the members interact with
each other face-to-face.
Nominal Group Technique
A group decision-making method in which individual
members meet face-to-face to pool their judgments
in a systematic but independent fashion.
Brainstorming
An idea-generation process that specifically encourages any
and all alternatives, while withholding any criticism of those
alternatives.
12.
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