The presentation talks about the ethics at workplace. It imparts the knowledge on the ongoing managerial and decision making practices related to ethics.

1. Presented by:
Bijay pandey

2. Brief introduction of writer
2
Mahzarian R.Banaji is the Richard Clarke
Cabot Professor of Social Ethic in the
department
of psychology at Harvard University and the
Carol k. pforzheimer professor at
Harvard Radcliffe
institute for advanced study in
Cambridge Massachusetts.

3. 3
Max H.Bazerman
is the jesse Isidor Stratus
Professor of Business
Administration at Harvard
Business school in Boston.

4. 4
Dolly chugh a Harvard Business
School MBA, is now doctoral
candidate in Harvard University’s
join program in organizational
behavior and social psychology

5. Introduction
• Ethical behavior - a act in ways consistent with what
society and individuals typically think are
good values.
• Unethical behavior - an action that falls outside of
what is considered morally right or proper for a
person, a profession or an industry.
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6. What do you think?? Is it ethical or
unethical??
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7. Being “ethical” or “unethical”
• Self-perception is often biased
• Managers are often biased without knowing.
• These flawed judgments are ethically problematic and
costly that undermine the manager fundamental work.
• Article explores four related sources of unintentional
unethical decision making.
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8. Sources of unintentional unethical decision-making
1. Implicit Prejudice:
• Bias that emerges from unconscious beliefs.
• Mental associations may not be true.
• People judge according to unconscious stereotypes and
attitudes.
• Biases can be costly. They may lead to wrong decisions (e.g.
in hiring a firing decisions)Example: black and white men
violence, portray women as sex objects, Imply that physically
disabled are mentally weak and the poor are lazy .
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9. • Relationship between participants’ implicit gender
stereotypes and their hiring decision is to select a
qualified women for a job requiring stereotypically
“feminine” qualities such as interpersonal skill
rather than for a job that require stereotypically
“masculine” personality qualities such as ambition
or independence.
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10. 2. In-Group Favoritism
• Bias that favors your group
• Discrimination against others different and the
misallocation of resources
• Give extra credit for group member ship.
• It erodes the bottom line and may lead to losses or
lower profits
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11. 3. Overclaiming Credit
• Bias that favors you
• People tend to over estimate their contributions
• Claiming too much credit can destabilize alliances
• May also reduce performance and the longevity of
groups.
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12. 4. Conflict of Interest
• Bias that favors those who can benefit you
• Conflict of interest can lead to intentionally corrupt
behavior.
• Example: earn fees for referring patients into clinical
trails ,lawyers earn fees based on their clients award
or settlement.
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13. Trying Harder Isn’t Enough
• Corporation organized ethics training program for manager.
• World’s leading business have created new course and chaired
professorships in ethics.
• Give focus on teaching broad principles of moral philosophy
to help managers understand the ethical challenges they face.
• Manager make wiser more ethical decision if they become
mindful of their unconscious biases.
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14. 1. Collect data
• Gather data and analyze them.
• Reduce unconscious bias .
• Observe results to determine whether you are biased.
• IAT is another valuable strategy for collecting data.
• At least 75% of test takers show an implicit bias
favoring the young, the rich and whites.
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15. 2. Shape your Environment
• Working with different group of people and
understanding the extent of biasness.
• Implicit attitude can be shaped by external cues in the
environment.
• Expose oneself to images and social environment that
challenges stereotypes.
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16. 3. Broaden your decision making
• According to Philosopher John Rawls’s concept of
the “veil of ignorance”
• Only a person ignorant of his own identity is
capable of truly ethical decision
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17. Veil of Ignorance
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18. Ways to Broaden Decision Making
•Think from various viewpoints
•Think from the viewpoints of all the individuals who
are impacted
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19. The Vigilant Manager
• Managers who aspire to be ethical must challenge the
assumption that they are always unbiased and
acknowledge that vigilance, even more than good
intention, is a defining characteristic of an ethical
manager
• Only those who understand their own potential for
unethical behavior can become the ethical decision
makers that they aspire to be.
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20. Collecting of Data
• The first step to avoid unconscious bias.
• Better data are easily but rarely collected.
• Many people surprised after knowing their own biased
decisions on IAT.
• Examine our decisions systematically.
• Unpacking of Data.
• A simple strategy that managers should routinely follow
to evaluate fairness of their own claims as well as over
claiming of the sub-ordinates.
• Can help align perception with reality, restore
commitment and reduce skewed sense of entitlement.
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21. • So IAT can be a very good way to collect data.
• While collecting data, we must be careful not
to expose private information.
• Knowing the magnitude and pervasiveness of
own biasness can help improve quality of the
decision.
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22. Limitation/Weakness
• One group decision can hamper other group
members.
• High priority to known members.
• Unconscious over claiming can be expected to reduce
the performance.
• Unfair judgment.
• Fair minded people strive to judge others according to
their merits.
• Biasness between male and female in economic and
social context.
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23. Improvement
• Fair judgment on the basis of qualification ,experience and
so on.
• Priority to known and unknown members equally.
• Decision based on critical evaluation.
• Selection of male and female as per their qualification.
• Decision should be based on issue.
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24. Critical Review
• No book or academy can teach decision making
• Given ideas and examples are totally practical and of real
world.
• Great importance of ethical decisions for managers.
• Explained clearly about the unintentional decision making by
people.
• Explained how to improve decision making process and ways
to reduce biasness.
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25. 25
Purely
Unethical
Purely
ethical
Which side are you looking at?

26. NOW, IT’S YOUR TURN……
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27. Ethics is knowing the difference between what you have a
right to do and what is right to do.
-Potter Stewart