Ethics examines questions about how to live a good life and determine right from wrong. It involves behaving honestly, fairly, and respecting diversity. There are different views on ethics like utilitarianism which focuses on happiness and justice which focuses on fairness. Studying ethics is important for having a just society, treating people equally, securing employment, and reducing stress. Unethical behavior can stem from individual factors, issues themselves, or environmental factors like reward systems. Key ethical principles are respecting autonomy, doing good, avoiding harm, and acting justly.
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CH04 Introduction To Ethics
Ethics examines questions about how to live a good life and determine right from wrong. It involves behaving honestly, fairly, and respecting diversity. There are different views on ethics like utilitarianism which focuses on happiness and justice which focuses on fairness. Studying ethics is important for having a just society, treating people equally, securing employment, and reducing stress. Unethical behavior can stem from individual factors, issues themselves, or environmental factors like reward systems. Key ethical principles are respecting autonomy, doing good, avoiding harm, and acting justly.
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Introduction to Ethics
What is Ethics? Ethics
• Ethics or moral philosophy, asks basic questions about
the good life, about what is better and worse, about whether there is any objective right and wrong, and how we know it if there is. Ethical Behavior
• It is characterized by honesty, fairness, and equity in
interpersonal, professional and academic relationships, and in research and scholarly activities. • It respects the dignity, diversity, and rights of individuals and groups of people. • It is the application of moral principles in a given situation. It means to behave according to the moral standards set by the society. Views on Ethical Behavior
• Utilitarianism: does a decision or behavior foster
happiness or pleasure? • Justice view: does a decision or behavior show fairness and impartiality? • Moral rights view: does a decision or behavior maintain the fundamental rights of human beings? • Individualism: does a decision or behavior will be most beneficial to me? • Practical view: is the decision or behavior acceptable to society? Necessity of Ethical Behaviour 1. Make society better. When we help make society better, we are rewarded with also making better own lives and the lives of our families and friends. Without moral conduct, society would be a miserable place. 2. Treat everyone equally. Equality is a cornerstone of most Western democracies, where all individuals are afforded the same rights. This is not possible without the majority of citizens behaving in a moral manner. 3. Secure meaningful employment. Often employers will look at a person’ past behaviour as a predictor of future behaviour. Someone who has a history of immoral behaviour will have difficulty securing employment in a meaningful job, as that person may not be trusted. Necessity of Ethical Behaviour 4. Succeed at business. If you are employed in an occupation in which there you must rely on others, your moral conduct will determine the degree of goodwill that you receive from others. Businesses that have a checkered moral history are typically viewed with caution and are unlikely to attract new customers through word of mouth, and therefore are unlikely to prosper. This is especially the case where social media makes customer reviews readily accessible. 5. Lessen stress. When we make immoral decisions, we tend to feel uncomfortable and concerned about our decision making. Making the right moral decision, or taking a principled perspective on an issue, reduces stress. 3 Reasons for Unethical Behaviour 1. Bad apples (individual factors): Unethical choices are more likely from people with specific personal characteristics — specific views and values. Overwhelmingly, these employees are driven by self-interest. For example, they manipulate others for their own personal gain, fail to see the connection between their actions and outcomes, and believe that ethical choices are driven by circumstance. They obey authority figures’ unethical directives and act merely to avoid punishment. 3 Reasons for Unethical Behaviour 2. Bad cases (issue-specific factors): An employee might make an unethical choice in one situation, but not in others. Some issues are more likely to lead to unethical choices. Employees are more likely to act unethically when they don’t see their action clearly causing harm — for example, when the victim is far away or the damage is delayed. Unethical choices also occur when an employee feels that peers will not condemn their actions. 3 Reasons for Unethical Behaviour 3. Bad barrels (environmental factors): Unethical choices are more likely when the organization encourages individualistic behaviour rather than doing what is best for other employees, customers, and the community. For example, the performance management system might reward individual bottom-line achievement, no matter how it is achieved. Four Fundamental Ethical Principles 1. The Principle of Respect for autonomy Autonomy is Latin for "self-rule". We have an obligation to respect the autonomy of other persons, which is to respect the decisions made by other people concerning their own lives. This is also called the principle of human dignity. It gives us a negative duty not to interfere with the decisions of competent adults, and a positive duty to empower others for whom we’re responsible.
2. The Principle of Beneficence
We have an obligation to bring about good in all our actions. Four Fundamental Ethical Principles 3. The Principle of Nonmaleficence We have an obligation not to harm others: "First, do no harm."
4. The Principle of Justice
We have an obligation to provide others with whatever they are owed or deserve. In public life, we have an obligation to treat all people equally, fairly, and impartially.
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General Management On Ethical Decision-Making and Moral Development: Integrating Ethics and Moral Development into Management Decision-Making Processes in Crucial Topics
Carpenter & Westphal (2001) - The Strategic Context of External Network Ties - Examining The Impact of Director Appointments On Board Involvement in Strategic Decision Making