Ethics of Business Flashcards

1
Q

Business ethics

A

rules, standards, codes, or principles
that provide guidelines for morally right behaviour and
truthfulness in specific situations
➢ Means different things to different managers

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2
Q

Levels of Ethical
Assessment

A

Level 1 Awareness of moral or Ethical implication

Level 2 Ethical implications assessed upon Individual, Organizational, Economic Efficiency, Governmental, and Social Influences- value judgement of Purpose, Moral Standards of Behavior, Decisions based upon influences

Level 3 Implications Assessed upon use of Ethical Principles- Decisions based upon systematic Analysis of Outcomes, and benefits versus Harms to Stakeholders

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3
Q

Value judgments

A

subjective evaluations of what is
considered important
➢ Based on how managers intuitively feel about the goodness
or rightness of various goals

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4
Q

Moral standards

A

the means by which individuals
judge their actions and the actions of others
➢ Based upon accepted behavior in society

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4
Q

Moral standards

A

the means by which individuals
judge their actions and the actions of others
➢ Based upon accepted behaviour in society

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5
Q

Influences become bases for an individual’s value
judgments and moral standards that determine behaviour 1-5
what are the influences

A
  1. Influences of Individuals
  2. Corporate or Organizational Influences
  3. Economic Efficiency Influences
  4. Government and Legal System Influences
  5. Social Influences
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6
Q

Ethical relativism

A

belief that ethical answers depend
on the situation and no universal standard or rules exist
to guide or evaluate morality

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7
Q

Peter Drucker

A

Culture eats strategy for Breakfast

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8
Q

Moral problems should be defined as

A

resulting in
harms to some and benefits to others
➢ Introduces more realism in the business context

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9
Q

Self-Interest Ethic and corp
(Ethical Egoism)

A

Individuals or corporations set their own standards for
judging the ethical implications of their actions
➢ Individual’s values and standards are the basis for actions

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9
Q

Seven most cited principles of ethical analysis

A

self
interest, personal virtues, caring, utilitarian benefits,
universal rules, individual rights, and justice
➢ Ethical principles are applied the same way in any context →
not subjective measures rather objective statements

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10
Q

Problems with self-interest ethic:

A

Considered easy way out because person relies on own beliefs
without more complicated analysis
➢ Viewed as selfish behaviour
➢ Leads to absolutism; failing to take into consideration interest of
others

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11
Q

Enlightened egoist

A

attentive to needs of others, and self
interest provides an incentive to restrain one’s self-interest

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12
Q

Maximization of profits is acceptable

A

as long as interests
of relevant stakeholders are considered
➢ Corporation must stay within rules of operation provided in
society through government

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13
Q

Personal Virtues Ethic

A

An individual’s or corporation’s behaviour is based upon
being a good person or corporate citizen.
Act virtous, acquired through learning and practice.

“Does this action represent the kind of person I am or
want to be, or present the desired corporate image or
reputation?

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14
Q

Ethics of Caring

A

Gives attention to specific individuals or stakeholders
harmed or disadvantaged and their particular
circumstances
➢ Responsibility for reducing harm or suffering of others
➢ Solutions designed to respond to needs of particular individuals
or stakeholders

Golden Rule

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15
Q

Utilitarian Ethic

A

Focuses on the distribution of benefits and harms to all
stakeholders with the view to maximizing benefits
➢ “The greatest good for the greatest number.”

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16
Q

Utilitarian Ethic Problems

A

Does not account for what is just
➢ What should be maximized to result in community’s
happiness?
➢ Cannot accurately measure some costs and benefits (and/or
risk of miscalculating them)
➢ No method for distributing costs or benefits

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17
Q

Universal Rules Ethic

A

Ensures that managers or corporations have the same
moral obligations in morally similar situations

➢ “What individuals believe is right for themselves, they should
believe is right for all others”

➢ Persons should be treated as end in themselves, worthy of
dignity and respect and never as a means to one’s own ends

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18
Q

Categorical imperative ethics

A

rules and morals in society
should be fair to everyone, they should universally apply and
apply over time

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19
Q

Individual Rights Ethic agreed upon

A

Relies on a list of agreed-upon rights for everyone that
will be upheld by everyone and that becomes the basis
for deciding what is right, just, or fair
➢ Examples: Rights to safety, information, privacy, property

➢ Governments identify rights in constitutions

20
Q

Individual Rights Ethic Problems

A

Determining and agreeing upon the list of rights
➢ Rights and/or holders of those rights can be in conflict
➢ Rights are not absolute and overemphasis on one might result in
injustice

21
Q

Ethic of Justice

A

Considers that moral decisions are based on the primacy
of a single value: justice which will result in fair outcome
➢ Ethical dilemmas are a conflict among rights that can be
resolved by the impartial application of some general principle

22
Q

Different types of justice

A

Procedural justice
➢ Corrective justice
➢ Retributive justice
➢ Distributive justice

23
Retributive Justice
Seeking to punish the offender; suffer same as victim
24
Distributive Justice (economic Justice)
Fairness in what people receive- fair share
25
Restorative Justice (corrective justice)
Putting things back together; helps offender and victim.
26
Procedural justice
Process used to share goods. people will accept what they think is fair. fair play
27
Ethic of Justice Advantages:
Looks at dilemmas logically and impartially ➢ All are perceived to have an equal right to equitable treatment
28
Ethic of Justice Problems
Difficult to decide, outside of the law, who has the moral authority to reward or punish whom ➢ Ensuring benefits distributed fairly is challenging ➢ Interests of particular stakeholders may be overlooked ➢ Perceived as being impersonal, inflexible, cold and uncaring
29
Ethical Dilemmas
Situation or problem where a person has to make a difficult choice between two alternatives, neither of which resolves an issue or problem in an ethically acceptable fashion * Approach to handling: ➢ Identify the ethical principles involved ➢ Review or analyze the problem using one of the ethical principles outlined above ➢ Examine the problem from an ethical perspective different from the one(s) used initially
30
Moral Reasoning
Systematic approach to thinking or reasoning through the implications of a moral problem or issue * Steps to moral reasoning: ➢ Define moral issue or decision ➢ Gather all relevant information ➢ Identify the stakeholders involved ➢ Develop possible alternative solutions ➢ Consider applicable value judgments, moral standards, principles ➢ Identify harms/benefits to stakeholders ➢ Determine practical constraints ➢ Decide on action
31
Ethical Leadership Forms
Ethical → communicate ethical standards and encourage ethical conduct ➢ Responsible → narrow orientation focused on financial performance and extended orientation with stakeholder view ➢ Servant leadership → emphasizes concern for others, and combines motivation to lead with the need to serve others * Includes the design and implementation of corporate ethics programs
32
Statement of Values
A description of the beliefs, principles, and basic assumptions about what is desirable or worth striving for in an organization. Key components to value statements: ➢ Key stakeholder interests to be satisfied and balanced ➢ Emphasis on quality ➢ Efficiency ➢ Work climate ➢ Observance of codes of conduct
33
Codes of Conduct and Ethics
Code of conduct → explicitly states what appropriate behaviour is by identifying what is acceptable and unacceptable * Code of ethics → a statement of principles or values that guide behaviour by describing the general value system within which a corporation attempts to operate in a given environment
34
Types of codes
Corporate or business enterprise ➢ Professional organizations ➢ Industry and sector ➢ Single issue ➢ Codes from national and international bodies
35
Codes institutionalize ethical behaviour by
Increasing awareness ➢ Discouraging ethical apathy ➢ Facilitating ethical decision making ➢ Making it easier to refuse an unethical request
36
Content of codes has evolved over time and through five generations
First generation → conflict of interest ➢ Second generation → commercial conduct ➢ Third generation → employee rights and motivation of the workforce ➢ Fourth generation → wider responsibility, with attention on environment and respect for communities ➢ Fifth generation → international concerns, including human rights, the rule of law and labour conditions
37
Criticisms
Unenforceable standard * Unnecessary, as most corporations operate at ethical level above code * Only necessary for the less scrupulous * Penalties may be insignificant * Convincing everyone to comply is not easy * Often idealistic and written in meaningless generalities * Merely to control competitive conduct among corporations, designed to prevent government legislation * Serve as a response to public criticism
38
Ethics Training
Involves teaching employees about the values and policies on ethics they should follow in their decision making * Teaching sessions can involve: ➢ Managers or outside consultants ➢ Addressed to all levels of employees, with emphasis on management ➢ Online exercises ➢ Practical checklists and tests to evaluate actions
39
Checklists and Tests Nash
plainly worded questions should be used by managers when examining ethics of a business decision ➢ Examples: Have you defined the problem accurately? How did this situation occur in the first place? Etc
40
Pagano model 1987
identifies six tests that provide insights into the ethics of a business’ actions: 1. Is it legal 2. Benefit/cost test 3. Categorical imperative 4. Light of day test 5. Do unto others 6. Ventilation test
41
Conflict of interest
situation in which an individual has a private or personal interest that is sufficient to appear to influence the objective exercise of that individual’s duties
42
Three types of conflict
Real Apparent Potential
43
Ethics Audits, Managers, and Committees
Systematic effort to discover actual or potential unethical behaviour in an organization ➢ Designed to uncover unethical behaviour and identify existing opportunities for unethical behaviour ➢ Useful in conjunction with a code of ethics ➢ Conducted by consultants → advise management on how to put “integrity” into corporate culture
44
Whistleblowing
act of voluntary disclosure of inappropriate behaviour or decisions to persons in positions of authority in an organization ➢ Many ethical issues related to whistleblowing have ethical implications for whistleblowers and managers
45
Whistleblowing: Ethical Implications
Remain silent, quit, or disclose wrongdoing? ➢ Range of concerns from clearly illegal to maybe illegal to issue of morality ➢ Does obligation to employer supersede obligation to self, profession, or industry? ➢ Will the whistleblower be believed? ➢ Is the whistleblower a hero or a snitch? ➢ When and who to tell? ➢ What will the consequences be
46
Boards of directors have two tasks in relation to ethics
To collectively identify values that determine acceptable behaviour in the firm ➢ Put in place a process that ensures values are reflected in action
47
Success of any ethics programs depends on commitment of top management:
Announce the program ➢ Champion its development and implementation ➢ Aspire to lead in an ethical manner
48
Immoral
A posture or approach that is devoid of ethical principles and actively opposed to what is moral
49
Amoral
lacking a moral sense; unconcerned with whether something is right or wrong
50
Moral
Conform to high standards of ethical behaviour or professional standards