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YU - Bus 101 - Class Notes - Week 4

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YU - Bus 101 - Class Notes - Week 4

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background image Chapter 3: Ethics and Social Responsibility Ethics Terminal VS  instrumental  4 approaches to moral 
reasoning
Individual character: foundation of personal integrity Ethics: set standard of Good or Right in our conduct Ethical behavior: behavior deemed to be Good or Right in the  context of a governing moral code Unethical behavior isn't always illegal Values: broad personal beliefs about what is  appropriate behavior Terminal values: preferences about desired end states Self respect, family security, freedom, inner harmony happiness Instrumental values: means for accomplishing desired ends Honesty, ambition, courage, imagination, self  discipline 2 different people may put more emphasis on certain values than  others Common unethical managerial behavior: verbal, sexual, racial  harassment, misuse of company property, and preferential treatment Top reason for unethical behavior among employees: lack of  personal integrity & lack of job satisfaction 4 approaches to moral reasoning: Utilitarian view: ethical behavior delivers the  greatest good to the most people Result oriented­ based in John Stuart  Mill philosophy Ex: firing 30% of workforce to  maintain other 70% long term Dangerous in that they focus on future outcomes which are hard to predict Individualist view: ethical behavior is that which  advances long term self interest Ex: not cheating on a test for fear of  getting caught Problem ­ not everyone is self  ­regulating ­> pecuniary ethics: pushing law to  limit and hurting others Justice view: treats people impartially and fairly Procedural justice: fair administration of policies and rules Distributive justice: outcomes  allocated without respect to individual characteristics Age,race,gender  doesnt matter Interactional justice: giving proper  respect and dignity to all
background image Chapter 3: Ethics and Social Responsibility Cultural relativism
Moral absolutism
What is an ethical 
dilemma? 
Kohlberg’s 3 levels of 
moral development
What prevents 
whistleblowing?
Social responsibility Commutative justice: focuses on fair  exchanges and transactions ­ all have access to info, get  benefit, and enter into agreements freely Moral rights view: ethical behavior respects and  protects fundamental rights Protect individual right to privacy, free  speech, free consent, health and safety, and convenience Problem: if one person’s rights hurt  another's Cultural relativism: belief that ethics and values vary by culture and  country ­ ethics are determined by cultural context Moral absolutism: belief that ethical values should be constant  across all cultures Ethical imperialism: argument against moral absolutism ­ imposition of one's ethical beliefs on another culture Thomas Donaldson believes hyper­norms can be constant across  culture (human dignity, basic rights) whiel still maintaining the traditions 
and values of other cultures
Ethical dilemma: situation contrasting something that might be  beneficial to you with its moral consequences Can be caused by unrealistic performance goals or  directly unethical requests from superiors People often rationalize unethical behavior Common excuses: “no one will ever know,” “it is in  everyone's best interest”, “its not illegal”, “the org. Will stand behind 
me”
Personal character (family, religion, experiences, etc.)  influences  personal ethics Pressure by others also influences ethical behavior Ethical frameworks: well thought out personal rules and strategies  for ethical decision making Preconventional: self centered behavior; seek personal gain and  avoid harm or punishment Conventional: social­centered; act with peers and follow rules/  obligations postconventional/principled: follow core values; live up to  societal expectations & act according to internal principles Ethics training: teach about ethical aspect of decision making Spotlight questions: highlight the risks from public  disclosure of one’s actions­ what if your mom found out? We should protect whistleblowers (expose misconduct of org.) Strict chain of command makes it hard to go around the boss Strong group identities encourage loyalty Ambiguous priorities Fear of hurting another person ­ MY IDEA­NOT IN BOOK Managers should be positive role models and inspire ethical 

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School: Yeshiva University
Department: Business
Course: Business Management in a Global Environment
Professor: Judith Ryba
Term: Fall 2016
Tags: business, Management, business management, intro, and chapter 3
Name: Chapter 3 Notes
Description: These notes cover all of Chapter 3 for the textbook Exploring Management. They contain defined terms, examples, and lists of processes.
Uploaded: 09/19/2016
4 Pages 11 Views 8 Unlocks
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