Professional Documents
Culture Documents
Chapter 7
Prepared by Deborah Baker
Texas Christian University
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Business and Society: Ethics and Stakeholder Management, 7e Carroll & Buchholtz
Copyright 2009 by South-Western, a division of Cengage Learning. All rights reserved
Chapter 7 Learning Outcomes
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Chapter 7 Outline
Business Ethics
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Introduction to Chapter 7
Enron Dynegy
WorldCom HealthSouth
Arthur Anderson Boeing
Tyco Martha Stewart
Adelphia Parmalat (Italy)
Global Crossing Computer Associates
Figure 7-1 5
Inventory of Ethical Issues in Business
Employee-Employer Relations
Employer-Employee Relations
Company-Customer Relations
Company-Shareholder Relations
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Media Reporting on Business Ethics
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Business Ethics
Today versus Earlier Periods
Societys
Expected and Actual Levels
Expectations of
Business Ethics
of Business Ethics
Ethical Problem
Actual
Ethical Problem Business Ethics
Figure 7-3 10
Business Ethics:
What Does It Really Mean?
The discipline that examines
Ethics good or bad practices within the
context of moral duty and obligation
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Three Approaches to Business Ethics
Prevailing Norms
Decision or Practice
of Acceptability
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Sources of Ethical Norms
Family Profession
The
Individual
Friends Conscience Employer
Figure 7-4 15
Ethics and the Law
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Making Ethical Judgments
Figure 7-5 17
The Conventional Approach
to Business Ethics
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Ethics, Economics, and Law
Figure 7-6 19
Four Important Ethical Questions
1. What is?
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Five Levels for Questions
4. Societal level
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What Is?
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What Ought to Be?
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The Practical Question
What circumstances
permit us to accomplish?
What do we intend
to accomplish?
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Three Models of Management Ethics
Immoral management
Moral management
Amoral management
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Three Models of Management Ethics
Intentionally do wrong
Self-centered and self-absorbed
Care only about self or organizations profits / success
Actively oppose what is right, fair, or just
Exhibit no concern for stakeholders
Are the bad guys
An ethics course probably would not help them
Figure 7-7 27
Illustrative Cases of Immoral Management
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Characteristics of Moral Managers
Figure 7-8 29
Integrity Strategy
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Ethics Criteria
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Habits of Moral Leaders
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Positive Ethical Behaviors
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Characteristics of Amoral Managers
Intentionally Amoral Managers:
Dont think ethics and business should mix
Business and ethics are existing in separate spheres
A vanishing breed
Figure 7-9 34
Hypotheses Regarding
Moral Management Models
Population Hypothesis
Individual Hypothesis
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Three Models of Management Morality
and Emphases on CSR
Figure 7-11 36
Moral Management Models and Acceptance
or Rejection of Stakeholder Thinking
Figure 7-12 37
Making Moral Management Actionable
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Developing Moral Judgment
Figure 7-13 40
Why Managers / Employees
Behave Ethically
Figure 7-14 41
Feminist Views of Kohlbergs Research
Level 1
Sole Concern for Self
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External Sources of a Managers Values
Religious values
Philosophical values
The Web
Cultural values
of Values
Legal values
Professional values
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Internal Sources of a Managers Values
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Elements of Moral Judgment
Moral imagination
Moral identification and ordering
Moral evaluation
Tolerance of moral disagreement and ambiguity
Integration of managerial and moral competence
A sense of moral obligation
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Key Terms
Amoral management Immoral management
Amoral management: Integrity strategy
intentional Kohlbergs levels of moral
Business ethics development
Compliance strategy Moral development
Conventional approach to Moral management
business ethics Morality
Descriptive ethics Normative ethics
Ethical relativism Unintentional
Ethics
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