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This book explores how the ethically inconsistent behaviour in workplaces can be rooted in moral fibers of the decision-makers, and/or in their varying moral foci depending on the philosophical cornerstones, on which those rest. It explores further whether such decisions may be shaped or modified by contextual factors leading, possibly, to bounded ethicality. Based on a primary survey approaching the academicians, administrators, and other service-holders from India and abroad, it analyses the problem, its determinants and variations across socio-economic and demographic factors.
This streamlined discussion of ethical issues in the decision-making process supports and supplements any introduction to CIS or MIS textbook.Chapter One defines ethics. Chapter Two relates ethics to the use of technology. Chapter Three applies a four-step analysis process to an ethical dilemma, illustrating how to reach a defensible decision.The remaining chapters of 18 cases challenge the student to apply the knowledge gained in Chapters 1-3 to recognize, evaluate, and react responsibly to an ethical dilemma.The class-test cases are based on real business situations Case worksheets guide students in the case analysis.This edition offers new and expanded coverage of the Internet, privacy, and the ACM code.The Instructor's Manual contains case objectives, key ethical issues, discussion ideas, guidelines assigning and evaluating cases, strategies for managing classroom discussion, and lessons to be learned.
This book asks the provocative question, "who knows what's right anymore?" In answering this question, it serves as a guide to personal/ethical decision-making. North Americans have gotten themselves into a crazy situation because of the broadly-based, multi-ethnic culture that is developing rapidly. This means that any former idea about there being one GOOD and one BAD doesn't apply anymore. A new standard is needed to distinguish between RIGHT action and WRONG action as we strive and prosper in the 21st century.
This concise and readable book uses the question of obligation to the law as a stepping-off point to a more general discussion of deciding what's right and wrong. Visit our website for sample chapters!
Organizational decision-making and ethics have often been treated as different topics. This separation impacts both the ethical quality of decisions and the quality of ethical decisions. Decision analysis provides a wealth of tools that can help decision-makers achieve clarity of action and can capture uncertainty and preferences in decisions with ethical implications. Further, decision analysis provides many insights into decision traps that are relevant to decisions with (and without) ethical implications. Decision analysis also highlights situations where individuals become reluctant to change a course of action because of the sunk cost bias, even if a change is appropriate and even if it has ethical implications. Despite these (and many other) well-known human biases in decision-making, decision analysis has not been fully integrated into the teachings of ethics. On an organizational level, teaching ethics without a focus on decision analysis can render the teachings irrelevant to organizational decisions and can steer the focus towards deterministic reasoning that overlooks uncertainty and ignores a wealth of knowledge on traps, biases, and normative methods for making decisions. This book is written for anybody interested in learning about and researching ethical decision-making. It can be used in classroom discussions that combine ethics and organizational decision-making. It is also particularly relevant for MBA and Executive MBA programs.
Waymond Rodgers, PhD, CPA, has worked over fifteen years studying how to combine ethical considerations with a decision-making model of perception, information, and judgment that will foster better decision-making processes, resulting in an overall improvement of daily life. He has presented seminars on ethics at numerous international conferences and also provided ethics presentations to corporations, societies, universities, and other organizations such as Opus Dei. The need for ethics in society is such an important factor because many commonly held ethical values are incorporated into laws. Yet, due to the judgmental nature of certain values, many ethical values of a society cannot be incorporated into law. Ethical process thinking involves discerning right from wrong and acting in alignment with such judgments, enabling us to complement several ethical approaches of preferences, rules, and principles with unique decision-making pathways leading to an ethical decision. Ethical decisions can be difficult to make due to a misunderstanding of the decision-making process, incomplete information, changing environments, time pressures, and a lack of expertise. Ethical Beginnings: Preferences, Rules, and Principles influencing decision making explains the major barriers to ethical decision-making, why structuring a problem is necessary, and when to use information for decision-making purposes.
It is the purpose of this book to examine how ethical and unethical decisions actually do get made by individuals in the context of their organizations. Interactive Ethics discourages the idea that ethical decisions are made through a carefully thought out systematic process. The Interactive Ethics Model (IEM) lays out a descriptive model describing how events unfold as the participants proceed from the ethical dilemma to the finally ethical or unethical outcome. The IEM proposes to explain how ethical and unethical decisions really get made by individuals in the context of the workplace. This is not the ethical decision-making process itself mapped out, but it is the emotional fuel that moves everyone toward an outcome. While dilemmas are tough and complex, it seems to be assumed that a proper understanding of ethical principles supported by a carefully written code and application of a decision-making process will quite naturally lead to the right outcome. This may be true, but the fact remains that some organizations consistently make unethical decisions; that some have greater struggles than others when faced with a dilemma; and that some are not consistent in their decision-making. The IEM suggests there is more going on, that there are reasons that both ethical and unethical decisions get made. One way of putting it is that we first react to a dilemma based on our emotions and we then seek a reasonable sounding justification for our actions. Put another way, dealing with ethical or moral situations do not build character; instead, it reveals the character of both the individuals and the organization involved.
The volume brings to life a number of the conference themes including corporate social responsibility, culture, academic integrity, vulnerability, health, military ethics, education, leadership, sustainability and philosophy and addresses concerns of many leading applied ethicists.
Organizational decision-making and ethics have often been treated as different topics. This separation impacts both the ethical quality of decisions and the quality of ethical decisions. Decision analysis provides a wealth of tools that can help decision-makers achieve clarity of action and can capture uncertainty and preferences in decisions with ethical implications. Further, decision analysis provides many insights into decision traps that are relevant to decisions with (and without) ethical implications. Decision analysis also highlights situations where individuals become reluctant to change a course of action because of the sunk cost bias, even if a change is appropriate and even if it has ethical implications. Despite these (and many other) well-known human biases in decision-making, decision analysis has not been fully integrated into the teachings of ethics. On an organizational level, teaching ethics without a focus on decision analysis can render the teachings irrelevant to organizational decisions and can steer the focus towards deterministic reasoning that overlooks uncertainty and ignores a wealth of knowledge on traps, biases, and normative methods for making decisions. This book is written for anybody interested in learning about and researching ethical decision-making. It can be used in classroom discussions that combine ethics and organizational decision-making. It is also particularly relevant for MBA and Executive MBA programs.
Rewritten and redesigned for 2002, this comprehensive primer examines the hows -- and whys -- of making choices that are ethical. With realistic examples and a step-by-step decision-making model, this easy-to-read booklet is ideal for the individual reader -- or as a training resource for any organization that wishes to help its employees find the way through difficult issues to successful choices.