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51 Cards in this Set
- Front
- Back
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avoid pain and earn rewards
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preconventional
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costs and benefits of alternative courses of action
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instrumental
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individuals try to meet others expectations
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people-pleasing
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respond to authorities in power
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obedience
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people acting according to principle
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postconventional
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reasoned judgments about objective principles of conduct applicable to behavior
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independent
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only concern about law and ethics is they dont get caught
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amoral
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organization is concerned with meeting the letter of the law
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legalistic
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social pressures force these companies to a greater social role
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responsive
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overt effort to manage ethical culture
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emergent ethical
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common set of ethical values suffuses the corporation
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ethical
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businesses concern for society's welfare
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Corporate Social Responsibility (CSR)
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requires consideration of not only the interests of the business but also its relationship to the society or community in which it operates
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CSR
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when they do not recognizably communicate thier moral concerns in settings where such communicating would be fitting
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morally mute
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Three Forms of Moral Muteness
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Positive
Negative Not Holding others sufficiently accountable |
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not blowing the whistle on observed abuses
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negative expressions
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not speaking up for ideals
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positive expressions
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not providing adequate feedback in supervisory relationships
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not holding others sufficiently accountable
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Causes of Moral Muteness
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threat to harmony
threat to efficiency threat to image of power and effectiveness Moral Myopia |
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ethical reasoning involves possible confrontation
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threat to harmony
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ethical reasoning is messy-no clear answers
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threat to efficiency
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most managers do not want to expose their ethical illiteracy
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threat to image of power and effectiveness
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Cultural Norms against Whistle Blowing
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Loyalty to employer
Loyalty to co workers Avoiding a Snitch Label Avoidance of Confrontation |
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attempt of an employee or former employee to disclose what he or she believes to be wrongdoing
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Whistleblowing
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makes corporate audit committee responsible for investigating whistle blower complaints
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Sarbanes-Oxley
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officers must certify financials
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Section 302
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officers must forfeit incentive pay, benefits, and profits from stock sales made from periods of non compliance
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Section 304
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Pyramid of CSR
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Economic
Legal Ethical Philanthropic |
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Kholberg's Stages of Moral Development
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preconventional
instrumental people-pleasing obedience postconventional independent |
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Stages of Corporate Ethical Development
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Amoral
Legalistic Responsive Emergent Ethical Ethical |
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Consequences of Moral Muteness
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moral amnesia
narrowed conception of morality moral stress neglect of abuses decreased authority of moral standards |
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becoming so close to a client’s business and corporate culture that one fails to recognize or ask moral questions
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Going Native
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Contributors to Moral Muteness
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Compartmentalization
§ The client is always right § Ethics is bad for business § Pandora’s Box Syndrom |
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Ren'ts 4 Psychological Components Determining Moral Behavior
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§ 1) Moral sensitivity
§ 2) Moral judgment § 3) Moral motivation § 4) Moral character |
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3 symptoms of the hazard
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fixation, rationalization, and detachment
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the unbalanced pursuit of purpose in either individuals or organizations
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teleopathy
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Moral Miopy Rationalizations
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Consumers are Smart
Passing the Buck What is Legal is Moral The First Amendment Misunderstanding Going Native The Ostrich Syndrome |
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Alternatives to the Hazard
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Perspective
Frankness Engagement |
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Interpreting the situation
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Moral Sensitivity
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judging which action is morally right/wrong
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Moral Judgment
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prioritizing moral values relative to other values
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Moral Motivation
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having courage, persisting, overcoming distractions
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Moral Character
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entails being able to see and think outside the box, envisioning moral alternatives that others do not
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Moral imagination
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What to consider when making sure that a decision warrants whistle blowing
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Magnitude of consequences
probability of effect temporal immediacy proximity- phys/emotional concentration of effort |
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When should whistle blowers not be protected
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when accusations are false
confidential information irrelevant accusations accusations against managers for personal reasons accusations based on termination or demotion |
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How does moral muteness occur with managers
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use ethical reasoning themselves
expect others to use it privately acknowledge the use of ethical reasoning in thier decisions fail to explain actions using ethical terminology or judgment |
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What is Confrontation
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Alternative to moral muteness
speaking up not allowing misperceptions to continue pointing out potential problems not previously considered refusing to be part of the team concept of loyal opposition |
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What do we lose by avoiding confrontation
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physical harm to others
loss of reputation and income increased liability |
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Competing cultural norms
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fairness
justice sense of duty obedience to law obedience to one's conscience |
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Under what conditions is whistle blowing justified
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when the firm will commit serious and considerable harm
when employee identifies serious threat of harm when the employees immediate supervisor does not act, he should exhaust internal chain of command employee must have documented evidence employee must have valid reasons to believe revealing the wrongdoing will change the behavior |
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expose corruption wherever encountered
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US Code of Ethics for Government Service
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