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Business Ethics Fundamentals MGT 3800 Chapter 6: 

1 1 Business Ethics Fundamentals MGT 3800 Chapter 6

Chapter Outline: 

2 Chapter Outline Business Ethics and Public Opinion What Does Business Ethics Mean? Ethics, Economics and Law: Venn Model Four Important Ethics Questions Three Models of Management Ethics Making Moral Management Actionable Developing Moral Judgment Elements of Moral Judgment Summary

Introduction : 

3 Introduction Business Ethics Public’s interest in business ethics increased during the last four decades Public’s interest in business ethics spurred by the media

Introduction: 

4 Introduction Inventory of Ethical Issues in Business Employee-Employer Relations Employer-Employee Relations Company-Customer Relations Company-Shareholder Relations Company-Community/Public Interest

Public’s Opinion of Business Ethics: 

5 Public’s Opinion of Business Ethics Gallup Poll finds that only 17 percent to 20 percent of the public thought the business ethics of executives to be very high or high To understand public sentiment towards business ethics, ask three questions Has business ethics really deteriorated? Are the media reporting ethical problems more frequently and vigorously? Are practices that once were socially acceptable no longer socially acceptable?

Business Ethics: What Does It Really Mean?: 

6 Business Ethics: What Does It Really Mean? Expected and Actual Levels of Business Ethics Ethical Problem Ethical Problem Society’s Expectations of Business Ethics Actual Business Ethics 1950s Early 2000s Time Business Ethics:Today vs. Earlier Period

Business Ethics: What Does It Really Mean?: 

7 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

Business Ethics: What Does It Really Mean?: 

8 Business Ethics: What Does It Really Mean? Two Key Branches of Ethics Descriptive ethics involves describing, characterizing and studying morality “What is” Normative ethics involves supplying and justifying moral systems “What should be”

Conventional Approach to Business Ethics: 

9 Conventional Approach to Business Ethics Conventional approach to business ethics involves a comparison of a decision or practice to prevailing societal norms Pitfall: ethical relativism Decision or Practice Prevailing Norms

Sources of Ethical Norms: 

10 Sources of Ethical Norms Fellow Workers Family Friends The Law Regions of Country Profession Employer Society at Large Fellow Workers Religious Beliefs The Individual Conscience

Ethics and the Law: 

11 Ethics and the Law Law often represents an ethical minimum Ethics often represents a standard that exceeds the legal minimum Ethics Law Frequent Overlap

Making Ethical Judgments: 

12 Making Ethical Judgments Behavior or act that has been committed Prevailing norms of acceptability Value judgments and perceptions of the observer compared with

Ethics, Economics, and Law: 

Ethics, Economics, and Law 6-14

Four Important Ethical Questions: 

14 Four Important Ethical Questions What is? What ought to be? How to we get from what is to what ought to be? What is our motivation for acting ethically?

3 Models of Management Ethics: 

15 3 Models of Management Ethics Immoral Management —A style devoid of ethical principles and active opposition to what is ethical. Moral Management —Conforms to high standards of ethical behavior. Amoral Management Intentional - does not consider ethical factors Unintentional - casual or careless about ethical considerations in business

3 Models of Management Ethics: 

16 3 Models of Management Ethics Three Types Of Management Ethics Moral Amoral Immoral

Three Approaches to Management Ethics: 

Three Approaches to Management Ethics 6-18

Three Models of Management Morality and Emphasis on CSR: 

Three Models of Management Morality and Emphasis on CSR 6-19

Moral Management Models and Acceptable Stakeholder Thinking: 

Moral Management Models and Acceptable Stakeholder Thinking 6-20

Making Moral Management Actionable: 

20 Making Moral Management Actionable Important Factors Senior management Ethics training Self-analysis

Developing Moral Judgment: 

Developing Moral Judgment 6-22

Developing Moral Judgment: 

Developing Moral Judgment 6-23

Developing Moral Judgment: 

23 Developing Moral Judgment External Sources of a Manager’s Values Religious values Philosophical values Cultural values Legal values Professional values

Developing Moral Judgment: 

24 Developing Moral Judgment Internal Sources of a Manager’s Values Respect for the authority structure Loyalty Conformity Performance Results

Elements of Moral Judgment: 

25 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

Elements of Moral Judgment: 

26 Elements of Moral Judgment Amoral Managers Moral Managers Moral Imagination Moral Identification Moral Evaluation Tolerance of Moral Disagreement and Ambiguity Integration of Managerial and Moral Competence A Senses of Moral Obligation

Selected Key Terms: 

27 Selected Key Terms Amoral management Business ethics Compliance strategy Conventional approach to business ethics Descriptive ethics Ethical relativism Ethics Feminist Ethics Immoral management Integrity strategy Intentional amoral management Kohlberg’s levels of moral development Moral development Moral management Normative ethics Unintentional amoral management

Selected Key Terms: 

28 Selected Key Terms Amoral management Business ethics Ethics Immoral management Levels of moral development Moral management Morality