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    Ethical Decision Making and Cases, Seventh Edition: O.C. Ferrell John Fraedrich Linda Ferrell

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    Syeda Zehra
    Ethical decision making

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    Ethical Decision Making and Cases, Seventh Edition: O.C. Ferrell John Fraedrich Linda Ferrell

    Uploaded by

    Syeda Zehra
    38 views14 pages
    Ethical decision making

    Original Title

    Lecture#5

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    Ethical decision making

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    38 views14 pages

    Ethical Decision Making and Cases, Seventh Edition: O.C. Ferrell John Fraedrich Linda Ferrell

    Uploaded by

    Syeda Zehra
    Ethical decision making

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 14

    Business Ethics

    Ethical Decision Making and


    Cases, Seventh Edition
    O.C. Ferrell
    University of New Mexico
    John Fraedrich
    University of Wyoming
    Linda Ferrell For in-class note taking,
    University of New Mexico choose Handouts or Notes
    Pages from the print options,
    with three slides per page.

    Copyright © Houghton Mifflin Company 5-1


    Chapter 5
    Ethical Decision Making
    and Ethical Leadership

    Copyright © Houghton Mifflin Company 5-2


    The Ethical Decision Making
    Process

    • The first step is to recognize than an


    ethical issue requires a choice among
    several actions that various stakeholders
    inside or outside the firm will ultimately
    evaluate as right or wrong.

    Copyright © Houghton Mifflin Company 5-3


    Ethical Issue Intensity

    • This is defined as the perceived relevance


    or importance of an ethical issue to the
    individual, work group, and/or
    organization.
    • Positive or negative incentives can affect
    the perceived importance of an ethical
    issue.
    • Employees need education regarding
    potential problem areas.
    Copyright © Houghton Mifflin Company 5-4
    Individual Factors

    • How people resolve ethical issues in their


    daily lives is often based on values and
    principles learned through family
    socialization.
    • Individual factors include:
    – Gender
    – Education
    – Work experience
    – Nationality
    – Age
    – Locus of control

    Copyright © Houghton Mifflin Company 5-5


    Organizational Factors

    • Corporate culture: a set of values, beliefs,


    goals, norms and ways to solve problems
    that members (employees) of an
    organization share.
    • Some corporate cultures support and
    reward unethical behavior.
    • Ethical climate is a component of
    corporate culture.

    Copyright © Houghton Mifflin Company 5-6


    Ethical Climate

    • Defined as the character or decision


    processes used to determine whether
    actions are ethical or unethical
    • Consists of corporate codes of ethics, top
    management actions, ethical policies,
    coworker influence, and the opportunity
    for unethical behavior

    Copyright © Houghton Mifflin Company 5-7


    Significant Others

    • The work group, which includes people


    such as peers, managers, and
    subordinates
    • Have more influence on daily decisions
    than any other factor

    Copyright © Houghton Mifflin Company 5-8


    Opportunity

    • Relates to permitting ethical or unethical


    behavior
    • Rewards and punishment play a key role
    • Can be eliminated by establishing
    formal codes, policies, and rules
    that are enforced

    Copyright © Houghton Mifflin Company 5-9


    The Role of Leadership in
    Corporate Culture

    • Leadership is the ability or authority to


    guide and direct others toward
    achievement of a goal
    • Leaders are key to influencing an
    organization’s corporate culture and
    ethical posture

    Copyright © Houghton Mifflin Company 5-10


    Leadership Styles

    • Coercive leaders
    • Authoritative leaders
    • Affiliative leaders
    • Democratic leaders
    • Pacesetting leaders
    • Coaching leaders

    Copyright © Houghton Mifflin Company 5-11


    Leadership

    • The most successful leaders do not


    rely on one style of leadership but
    alternate their technique based on the
    characteristics of the situation.

    Copyright © Houghton Mifflin Company 5-12


    Types of Leaders

    • Transactional
    • Transformational
    • Transformational ethical
    – Best suited for organizations that have
    higher levels of ethical commitment
    among employees and strong
    stakeholder support for an ethical
    culture

    Copyright © Houghton Mifflin Company 5-13


    Habits of Strong Ethical
    Leaders
    1. Ethical leaders have a strong personal character.
    2. Ethical leaders have a passion to do right.
    3. Ethical leaders are proactive.
    4. Ethical leaders consider stakeholders’ interests.
    5. Ethical leaders are role models for the
    organization’s values.
    6. Ethical leaders are transparent and actively
    involved in organizational decision-making.
    7. Ethical leaders are competent managers who take
    a holistic view of the firm’s ethical culture.

    Copyright © Houghton Mifflin Company 5-14

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