Often, employees know the rules but run into ethical problems when they try to circumvent them. A company's standard for ethical enforcement is the most important factor. He quotes Noah Pickus, associate director of the Kenan Institute for Ethics at Duke University, who asserts "Institutions have ethical cultures. Individuals are shaped by, and respond to, those cultures. Rules are always important, but more important is how those rules are aligned with what people 'know' about what the institution allows or encourages" (para. 10).
The key for ethical improvement in any corporation is to establish a strong connection between the ethics rules and the corporate culture. Raspberry goes on to quote Pickus: "If a corporation is serious about ethical standards, it will show up not just in rules but in performance reviews -- in the entire culture of the place . . . what does it say when the people who have gone to jail for various kinds of fraud were, before their convictions, systematically promoted by their companies" Essentially, promoting strong ethics requires a sound ethical structure that acts as a foundation for the entire culture of the organization. ...
The article maintains that a more ethical approach to ethics training would be to embrace it for the right reasons - a real desire to instill an ethical mindset and standard of behavior throughout the organization. While there is certainly some benefit to reinforcing the rules, it has little effect on the long term ethical state of an organization unless those rules are connected with the values that govern the day-to-day activities and transactions of the business. The question posed by the article is whether it can be considered ethical for a company to provide ethics training in order to protect itself from potential legal problems down the road.
Under the various goal based and duty based ethical approaches to analyzing the issue posed by the Raspberry article, it would be difficult to maintain that the recent explosion of ethics training among American companies is ethical. Neither the training itself nor the effect of the training is necessarily a good thing from a long-term perspective if it is undertaken in a half-hearted way that is not supported by the overall culture of the organization, and designed solely to cover the posterior of the corporate executives who decide to implement the training. A deontological assessment of the act itself would require that it be an inherently good thing to do, which it would be if it were done for the right reasons. On the other hand, a teleological assessment of the repercussions of the act would require that it produce a positive outcome, which it would if it were carried through in the organizational culture. Neither is the case here, and thus these ethical approaches require
In his article "Making Ethics Rules Stick," William Raspberry (2005) discusses the evolution and effectiveness of post-Sarbanes Oxley ethics training in American corporations. He maintains that the recent explosion of formal ethics training programs has little to do with a real desire among corporate executives to foster meaningful improvement in ethical behavior among their employees…
For example a company in order to maximize shareholders wealth decides to fire 1000 employees. The move might be a wise business move, but some people might consider it unethical because the firm put out of work people that needed those jobs.
Ethical Decision Making: According to the virtue ethics approach, the co-worker needs to be dealt with humanity and kindness because they are good traits to have in my personality. “Virtue ethics is an approach that deemphasizes rules, consequences and particular acts and places the focus on the kind of person who is acting (Garrett, 2005).
3). There always exists a dire need for ethical management and leadership in all the aspects of a business. Ethical conduct and approach towards issues is an aspect of business that is as imminent on the individuals serving in an organization as the groups and teams associated with varied responsibilities and targets.
This code of ethics serves as guidelines to these practitioners to do what is right and honorable. It also assists them to make wise decisions, particularly when faced with difficult situations where they may be asked to compromise their integrity and values.
According to the author, on Kant's view, what matters in evaluating an action is not the consequence, but the principle that is employed in intending. Two individuals can do the same thing, but one of them do wrong and the other right, depending on what they will. Our evaluation of action, on Kant's view, will depend on the maxim of the action.
The epidemic of unethical conduct has plagued the healthcare professionals across the globe. Whether engaged in clinical practice, pedagogy, research or administration, they fall prey to ethical dilemmas day in and day
The consequential framework that speaks of the moral rightness of an action or wrongness of an action depends on the consequence of an individual’s actions or results. With the deontological duty framework, that determines its moral rightness/wrongness of an action basing on the intrinsic features of an action or rather the intention of an action.
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