Professional Documents
Culture Documents
Teleology...
an act is considered morally right or
acceptable if it produces some desired result,
i.e., pleasure, knowledge, career growth, a
self-interest, or utility
assessing the moral worth of a behavior by
looking at its consequences (consequentialism)
Two Teleological
Philosophies...
Egoism: right or acceptable behavior in terms of
consequences for the individual
maximize your self-interest, concerned with the
consequences, seeking alternative that contributes the
most to self-interests
Utilitarianism: concern with consequences in
terms of seeking the greatest good for the greatest
number of people
looking for the greatest benefit for all those affected by
a decision
Utilitarianism:
An action is right if and only if it achieves the
greatest good for the greatest number.
Justice
Rights
Utility Are benefits
Are human
Do benefits and costs
rights
exceed costs? fairly
respected?
distributed?
Compare results
Assign priorities to
of Business
of Business Ethics
Ethics
Ethical
Problem
Actual
Ethical Problem Business
Ethics
Ethics Law
Why should business be ethical?
Have an
ethical day!
Corporate Individual
Culture Characteristics
Sources of Ethical Norms
Regions of
Fellow Workers Fellow Workers
Country
Family Profession
The Individual
Conscience
Friends Employer
6-22
Age group Development stage and Basis of ethics
Stages of moral development
major ethics referent and
reasoning
ethical reasoning
Mature adulthood Stage 6 Universal principles:
Justice, fairness, universal
Principle-centered
reasoning
human rights
Mature adulthood Stage 5 Moral beliefs above Principle-centered
and beyond specific social reasoning
custom: Human rights, social
contract, broad constitutional
principles
Adulthood Stage 4 Society at large: Society-and-law
Customs, traditions, laws centered reasoning
Early adulthood, Stage 3 Social groups: Friends, Group-centered
adolescence school, coworkers, family reasoning
Source: Adapted from Lawrence Kohlberg, The Philosophy of Moral Development (New York: Harper & Row, 1981).
Elements of Moral Judgment
Source: Adapted from Bart Victor and John B. Cullen, “The Organizational Bases of Ethical Work Climates,”
Administrative Sciences Quarterly 33(1988), p. 104.
How to Build in Ethics
TOP MANAGEMENT COMMITMENT
MISSION STATEMENT
ETHICS CODE
POLICIES/PROCEDURES
TRAINING
WHISTLE-BLOWER’S HOTLINE
ETHICS OFFICER
INDEPENDENT AUDIT
DISCIPLINARY ACTION
Codes of Conduct
Must provide clear direction about ethical
behavior when temptation to behave
unethically is strongest.
But, also must leave room for a manager to use
his or her judgment in situations requiring
cultural sensitivity.
Intl. managers who are not prepared to grapple
with moral ambiguity and tension should pack
their bags and come home
How to support ethical decision
making in the organization?
culture, values & programs
compliance & leadership
recognition of the role of co-workers &
managers
balancing stakeholder interests
management of situational pressures
rewards beyond short-term performance
Creating an Ethical Corporate
Culture
Core values are not specific enough to guide managers through
actual ethical dilemnas.
Managers should be guided by precise statements that spell
out the behavior and operating practices that the company
demands.
90% of all Fortune 500 companies have codes of conduct.
70% have statements of vision and values.
In Europe and the Far East, the percentages are lower but are
rising rapidly.
Business Ethics: It Begins with
Leadership
Sources: Lynn Sharp Paine, “Managing for Organizational Integrity,” Harvard Business Review, March/April 1994, pp. 106-117
and Gary Weaver and Linda Klebe Trevino, “Compliance and Values Oriented Ethics Programs: Influences on
Employees’ Attitudes and Behavior,” Business Ethics Quarterly, 9(1999), pp. 315-335.
Two approaches to ethics programs
and their effectiveness
Integrity-based ethics programs
• Combine a concern for the law with an emphasis on employee
responsibility for ethical conduct.