Chapter 3: Ethics Flashcards
1
Q
Ethics
A
Doing the right thing within a moral framework
- human nature is the most common impediment to ethical conduct
2
Q
Human factors contribution to unethical behavior
A
- perceived personal interest (greed, impatience, fear, ambition, need,…)
- extenuating circumstances
3
Q
Organizational factors contributing to unethical behavior
A
- ethics not part of core values
- Failing to adopt, deploy and enforce a corporate code of ethics
- no positive example
- putting employees in ‘ethical’ corners
- unrealistic pressure
- no rewards for ethical behavior
4
Q
Guidelines for determining ethical behavoir
A
- morning-after test
- mirror test
- role reversal test
- common sense test
- front-page test
5
Q
Total quality and ethics
A
- trust
- responsibility
- values
- integrity
6
Q
Trust and total quality
A
- Ethical behavior builds trust and trust is an essential ingredient of total quality
- trust can be built by being loyal to those not present, keeping promises, and sincerely apologizing when necessary
7
Q
Elements of total quality that depend on trust
A
- interpersonal relation
- employee involvement and empowerment
- customer focus
- communication
- conflict management
- problem solving
- teamwork
8
Q
Values and total quality
A
- Values are those core beliefs that guide our behavior
- Ethical behavior begins with values
9
Q
Integrity and total quality
A
- Integrity is a combo of honesty and dependability
- people with integrity can be counted on to do the right thing, do it correctly, and do it on time
- when an organization has integrity, ethical behavior automatically follows
10
Q
Responsibility and total quality
A
accepting responsibility
11
Q
Manager’s role in ethics
A
- setting an example of ethical behavior
- helping employees make ethical choices
- helping employees follow through and behave ethically after making an ethical choice
12
Q
Manager’s approaches to ethics
A
- Black-and-white approach:
- right is right and wrong is wrong, conditions are irrelevant.
- Difficult decisions are taken fair and impartial - Best-ratio approach:
- under the right circumstances, people will behave ethically. So managers should provide conditions for the ratio of good to bad choices to increase
- hard decision is such a way that they are good for most people - Full potential approach:
- people are responsible for achieving their full potential within the confines of morality. Choices that do not infringe on the rights of others are considered to be ethical –> decisions are made based on how they will affect the ability of those involved to achieve their full potential
- values of managers and organization determine this approach
13
Q
Organization’s role in ethics
A
- Setting a positive example
- Creating an ethical environment: have a comprehensive ethics policy
14
Q
Ethics training
A
- Encourage two-way communication
- make it practical
- avoid dogmatic statements
15
Q
Models for making ethical decisions
A
- Categorical imperative
- black-and-white model
- either right or wrong, no gray areas - Golden rule
- do unto others as you would have do unto you
- stakeholder’s viewpoint - Equal freedom
- freedom to behave as they wish, unless actions infringe on the rights of the stakeholders
- more confining than it looks at first - Doctrine of the mean
- moderation is ethical
- extremes are likely not ethical - Proportionality ethics
- good should outweigh the bad when making decisions
- assume world is too complex for actions to be only good or bad - Professional ethics
- decisions can be explained to the approval of a broad cross-section of professional peers
- professional code of ethics - Market ethics
- any legal action that promotes profitability is ethical
- framework of profit and loss - Organizational ethics
- Most ethical decision is the one that best serves the organization’s interest
- loyalty - difficult to defend (unless guiding principles) - Full disclosure
- could the organization explain its actions to the satisfaction of a broad cross-section of stakeholders?
- stakeholders’ viewpoint
