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Documenti di Cultura
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)
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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.
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Deontology:
(Greek: deon-duty; logos-science)
Deontology...
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An analytical approach to ethical problems
Step 1
Ask
Justice
Rights
Utility Are benefits
Are human
Do benefits and costs
rights
exceed costs? fairly
respected?
distributed?
Step 2
Compare results
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Step 3
Assign priorities to
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Business Ethics: What Does It
Really Mean?
Definitions
Ethics involves a discipline that examines
good or bad practices within the context of a
moral duty
Moral conduct is behavior that is right or
wrong
Business ethics include practices and
behaviors that are good or bad
Societys
Expectations
Expected and Actual Levels
of Business
of Business Ethics
Ethics
Ethical
Problem
Actual
Ethical Problem Business
Ethics
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Why ethical problems occur in business
Nature of
Reason ethical Typical Attitude
problem approach
Personal gain Selfish interest Egoistical "I want it!"
and selfish versus others' mentality
interest interests
Competitive Firm's interest Bottom-line "W e have to
pressures on versus others' mentality beat the
profits interests others at all
costs!"
Business goals Boss's interests Authoritarian "Do as I say,
versus personal versus mentality or else!"
values subordinates
values
Cross-cultural Company's Ethnocentric "Foreigners
contradictions interests versus mentality have a funny
diverse cultural notion of
traditions and what's right
values and wrong."
Ethics Law
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Why should business be ethical?
Have an
ethical day!
Corporate Individual
Culture Characteristics
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Sources of Ethical Norms
Regions of
Fellow Workers Fellow Workers
Country
Family Profession
The Individual
Conscience
Friends Employer
6-22
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A ge g ro u p D e ve lop m en t sta ge a n d B asis of eth ic s
Stages of m amoral
jo r eth ic s development
referen t r ea soand
n in g
M ature ad u lth oo d S tagethical
e 6 U n iv ersa reasoning
l p rin ciples: P rin cip le -c entered
Ju stice, fairne ss, u n iv ersal re aso n ing
hu m an rig h ts
M ature ad u lth oo d S tag e 5 M o ral be liefs a bo v e P rin cip le -c entered
an d b ey on d sp ecific so cial re aso n ing
cu stom : H u m an rig h ts, social
co ntract, bro ad co nstitu tio nal
prin cip les
A d ulth oo d S tag e 4 S o cie ty at larg e: S oc iety -an d -la w
C ustom s, trad itio ns, law s cen te red rea so ning
E a rly a du lth oo d , S tag e 3 S o cia l gro up s: F rien ds, G rou p -ce ntered
ad o le scen ce sch o ol, co w o rk ers, fa m ily re aso n ing
Source: Adapted from Lawrence Kohlberg, The Philosophy of Moral Development (New York: Harper & Row, 1981).
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The components of ethical climates
Focus of ethical concern
Individual Company Society
person
Egoism Self- Company Economic
(self-centered interest interest efficiency
Ethical criteria
approach)
Benevolence Friendship Team Social
(concern-for- interest responsibility
others approach)
Principle Personal Company Laws and
(integrity morality rules and professional
approach) procedures codes
Source: Adapted from Bart Victor and John B. Cullen, The Organizational Bases of Ethical Work Climates,
Administrative Sciences Quarterly 33(1988), p. 104.
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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
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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.
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Guidelines for Ethical Leadership
Treat corporte values and formal standards of
conduct as absolutes.
Design and implement conditions of
engagement for suppliers afnd customers.
Allow forwign business units to help
forlmulate ethical standards and interpret
ethical issues.
In host countries, support efforts to decrease
institutional corruptions.
Exercise moral imagination.
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.
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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.
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