2. • Define “Ethics”
– This is about what we think we “Should”
• Definition: ?
• Define “Values”
– This is about what we “Actually” embrace
• Definition: ?
3. Ethics
• What is this really?
– Take a look – a pretty good look at ….. Ethics from
Santa Clara
• http://www.scu.edu/ethics/practicing/decision/whatisethics.html
4. But knowing what it is doesn’t explaine “Why to Human
Beings Do What They Do?”
• To Start to Understand ….
– We begin with psychological contributions
• There are 4 areas of contribution
– 1. Values
– 2. Attitudes
– 3. Perception
– 4. Learning
5. • Attitudes, Perceptions, and Learning fit into a
different part of our understanding ….
…but Values are well worth exploring!
6. Values
• Define Values?
• Basic convictions – one mode of conduct is preferable
to another
• Judgmental element carrying individual’s ideas about
right, good, or desirable (and the opposites)
7. What are Value Systems?
• They prioritize individual values
– The weight assigned to values such as:
• Freedom
• Pleasure
• Self-respect
• Honesty
• Obedience
• Equality
– Or the rank ordering you did earlier with the 34
items.
8. Kohlberg (researcher)
Stages of Moral Development as a Basis for Moral Education
• Level One – Self Centered
• Obedience and Punishment orientation
• Avoid physical punishment
• Instrumental Purpose and Exchange –
• Following rules when in my interest
• Level Two – Conformity
• Interpersonal Accord – Mutual Expectations
• Good behavior -- peers and those close to you
• Social Accord & System Maintenance
• Fulfilling duties -- contributing
9. Kohlberg2
Stages of Moral Development as a Basis for Moral Education
• Level Three – Principled
– Social Contract – Individual Rights
• Aware people hold a variety of values
• Relative to the group
– Universal Ethical Principles
• Following self-chosen ethical principles of justice and
rights
• Law vs. principles – act in accordance with principles
10. Ethical Frameworks
Below are the most modest descriptors of the Frameworks
• Take a moment with a search engine and expand the
descriptors….
• Utilitarianism – greatest good
• Individual Rights – personal entitlements
• Justice Principle – fairness, equity, impartiality
• Caring Principle – well being of others
• Environmentalism – person–land relationships
11. Does a person’s generational standing or other
identifier make a difference in values?
• You saw the generational chart earlier…
• Now group people by some broad brush
strokes……
…. And ask ourselves about
• Age?
• Nationality?
• Region of upbringing? (south, east, midwest, west,…)
• Politics?
• Education?
12. Again, another look at Dominant Values in
Today’s workforce
Robbins
• Veterans
» 65+ Hardworking, conservative,
• Loyal to organization
• Boomers
» 40’s – 60’s Success, achievement, ambition, dislike authority
• Loyal to career
• Xers
» 30’s – 40’s Work/life balance, teams, dislike rules
• Loyal to relationships
• Nexters
» Under 30 Confident, $ success, self-reliant ,
• Loyal to both self and relationships
13. Is there a logical line of
thinking that might help to
explain or answer the
question?:
Has there been a decline in
Business Ethics? (because it seems like it)
14. Possible Partial explanation
• Vets leave Loyalty to employer
• Best for the organization
• Boomers take over Loyalty to career
• Best for #1
• Xers coming up Loyalty to relationships
• Implications of actions
15. So… can other values issues be explained as well (or possibly
explained)?
• How about values around the world?
– Do different cultures have different values?
• Well, yes! (I think …. Don’t I?)
– How would you find out? (easy way is look it up on the internet – but I want you to think
about how you would find out? Not what someone thinks, but what we know because we have
tested it out)
16. Geert Hofstede
Not his son, Gert
• Google him – take a quick look at Wikipedia
(I know it isn’t what I recommend but really….)
• So the big study he did …
– IBM employees
– 116,000
– 40 countries
– Produced 5 dimensions
• What are they? Look it up
17. • Power – distance
• Acceptance of distribution of power
• Individualism/collectivism
• Prefer to act ……
• Achievement/Nurturing
• Uncertainty avoidance
• Structure vs. unstructured
• Long Term / Short Term
18. Finally …
Here are some steps to Ethical Decision Making:
• Define the problem accurately
• Define the problem from the other side
• State the historical background to events
• Consider where are your loyalties
• What do you want to accomplish
– Compare intention with probable results
• Whom could get injured(multiple definitions)
• Can you discuss with parties involved
• Valid over long time frame
• Can you disclose
• Exceptions?
Nash – Ethics without the sermon -- HBR
19. Attitudes
• Attitude is a hypothetical construct – it is made up
• Cannot be directly observed – we look at what people do
and infer what their attitude is – (think of an ice berg, we only
see 10% of what is actually there)
• Attitude directs Behaviour
• Attitudes are persistent – until something changes them
• Attitudes range from very favourable to very unfavourable.
20. THREE COMPONENTS OF ATTITUDES
• Cognitive Component – The opinion or belief
segment of an attitude.
• Affective Component – The emotional or feeling
segment of an attitude.
• Behavioral Component – An intention to behave in
a certain way towards someone or something.
20
OrganizationalBehavior
21. CHANGING ATTITUDES
• Barriers to changing attitudes:
1. Prior commitment
2. Insufficient information
• Methods to overcome barriers and change attitudes:
1. Providing new information
2. Use of fear
3. Resolving Discrepancies
4. Influence of friends and peers
5. The co-opting approach
21
OrganizationalBehavior
22. Attitudes
(just briefly)
• Are evaluative statements
• They reflect how we feel about something
» Objects, people, events
• OB focuses on job-related attitudes
– Job involvement – how involved are people and why
– Organizational commitment – how committed are
people to the organization –
– Job satisfaction – how satisfied are people with their
job.
» Most attention is placed on Job Satisfaction
23. Determinants of Job Satisfaction
• Mentally challenging work
• Equitable rewards
• Supportive working conditions
• Supportive colleagues
24. • The following slide is a simple model of the
interrelatedness of Values, Attitudes and other
factors and how they impact an individuals
behavior.
