Chapter 5 Flashcards
4 Ethical decision framework
Ethical issue intensity
Individual factors
Organizational factors
Opportunity
Perceived relevance or importance of an ethical issue to individual, work, group, and/or organization.
Ethical issue intensity
6 spheres of influence when confronted w/ ethical choices
Workplace
Family
Religion
Legal system
Community
Profession
Relates to a person’s perception of social pressure and the harm his/her decision will have on others
Moral intensity
People base their ethical decisions on their own values and principles of right or wrong
Individual factors
This is learned through socialization. It is subjective; vary across culture
Values
Relates to individual differences in relation to a general belief about how one is affected by internal versus external events or reinforcement
Locus of control
Go with the flow because that’s all they can do
External locus of control
Believe they can control events; are masters of their destinies and trust in their capacity to influence their environment
Internal locus of control
Organizational culture has a stronger influence on employees than individual values
Organizational factors
A set of values, norms, and artifacts that members of an organization share
Corporate culture
Reflects whether the firm has an ethical conscience; is a function of many factors
Ethical culture
Reflects whether the firm has an ethical conscience; is a function of many factors
Ethical culture
Those who have influence in a work group
Significant others
Helps to explain why many employees unquestioningly follow superior’s orders
Obedience to authority
Conditions in an organization that limit/permit ethical/unethical behavior
Opportunity
Where employees work, with whom they work, and the nature of the work
Immediate job context
Involve situations where rules are vague or in conflict
Ethical dilemmas
First sign that an unethical decision has occured
Guilt/uneasiness
Involves value judgements and collective agreement about acceptable patterns of behavior
Business ethics
The ability or authority to guide and direct others towards achievement of a goal
Leadership
Provide blueprint for an organization’s corporate culture and ethics
Leaders
8 leadership styles
Coercive leader
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
Transactional
Transformational
Demands instant obedience and focuses on achievement, initiative, and self-control
Coercive
Inspires employees to follow a vision, facilitates change, and creates a strongly positive performance climate
Authoritative
Values people, their emotions and needs, and relies on friendship and trust to promote flexibility, innovation, and risk taking
Affiliative
Relies on participation and teamwork to reach collaborative decisions
Democratic
Can create a negative climate because of the high standards that he/she sets
Pacesetting
Builds a positive climate by developing skills to foster long-term success, delegating responsibility, and issuing challenging assignments
Coaching
Create employee satisfaction through bartering for desired behaviors/performance
Transactional
Raise employees’ commitment and foster trust and motivation
Transformational
Ethical leadership is based on holistic thinking that embraces the complex issues that companies face
Developed by: Archie Carrol
Based on: Stephen Covey’s The 7 Habits of Highly Effective People
Published on: August 15, 1989 by
Developed by: Archie Carrol
Based on: Stephen Covey’s The 7 Habits of Highly Effective People
