By Larry - PowerPoint Presentation

Slide1

By Larry Chonko, Ph.D.The University of Texas at Arlington

Ethical Theories

presentsSlide2

Ethical TheoriesEthical PrinciplesBeneficenceLeast HarmRespect for AutonomyJusticeSlide3

Ethical TheoriesForms of Ethical TheoriesDeontology – people should adhere to their obligations and duties

Utilitarianism – the choice that yields the greatest benefit to the most people is ethically correctRights – rights established by society are protected and given the highest priorityVirtue – judges a person by his/her character rather than an action that may deviate from normal behaviorSlide4

Ethical TheoriesSELECTED PRINCIPLES OF ETHICAL CONDUCTKANT’S CATEGORICAL IMPERATIVE: Act in a way that you believe is right and just for any other person in a similar situation.CARR’S CONVENTIONALIST ETHIC: Bluff and take advantage of all legal opportunities and widespread practices and customsTHE DISCLOSURE RULE: Ask how it would feel to see the thinking and details of the decision disclosed to a wide audienceTHE GOLDEN RULE: Look at the problem from the position of another party affected by the decision and try to determine what response the other person would expect as the most virtuousSlide5

Ethical TheoriesSELECTED PRINCIPLES OF ETHICAL CONDUCTTHE HEDONISTIC ETHIC: Do whatever you find to be in your own self-interestMOORE’S INTUITION ETHIC: Go with your “gut” feeling or what you understand to be right in a given situationSMITH’S MARKET ETHIC: Take selfish actions and be motivated by personal gains in business dealingsMACHIAVELLI’S MEANS-END ETHIC: Ask whether some overall good justifies any ethical transgression

NIETZSCHE/MARX MIGHT-EQUALS-RIGHT ETHIC: Seize what advantage you are strong enough to use without respect to ordinary social conventions and lawsSlide6

Ethical TheoriesSELECTED PRINCIPLES OF ETHICAL CONDUCTTHE ORGANIZATION ETHIC: Ask whether actions are consistent with organizational goals and do what is good for the organizationGARRETT’S PRINCIPLE OF PROPORTIONALITY: Do whatever you will if there is a proportional reason for doing so THE PROTESTANT ETHIC: Do only that which can be explained before a committee of your peersTHE REVELATION ETHIC: Pray, mediate, or otherwise commune with a superior force or being

BENTHAM/MILL’S UTILITARIAN ETHIC: Determine whether the harm in an action is outweighed by the goodSlide7

Ethical TheoriesETHICAL

TYPESDESCRIPTORSHedonist1. Make physical pleasures the supreme goal in their lives. KEY QUESTION:

Which course of action will yield the greatest pleasure?

Profit-maximizer

2. Goal of making as much money as possibleKEY QUESTION: which course of action will make the most money? All their feelings and associations can be melted down to dollarsSocialite

3. A social butterfly, a party animal

KEY QUESTION:

Which course of action will help me best get along with the group?

If you want to know what this person thinks, find out who spoke to him or her most recentlySlide8

Ethical TheoriesETHICAL

TYPESDESCRIPTORSPolitician4. Life centers around power and glory. KEY QUESTION:

Which course of action will increase my power and glory?

These people have enormous egos, boundless ambitions, and undertake reckless actions.

Self-actualizer5. Spiritual values predominateKEY QUESTION: Which course of action will help me become a better person? These people have new insights, reform old ways, initiate new ways of thinking, strike out on new pathsCraftsman

6. A technician

POSITIVES:

Creative, knowledgeable, independent, self-reliant, hardworking

NEGATIVES:

Sadistic, forceful, manipulative, non-trustworthySlide9

Ethical TheoriesETHICAL

TYPESDESCRIPTORSCompany Person7. Main goal in life to belong to an organization POSITIVES:

Service oriented, loyal, responsible, humble, sensitive to the needs of others, dependable, pleasant, trustworthy

NEGATIVES: Fear, worry, dependency, lacking vision, risk aversive, low drive, indecisive, change

resistantGamesman8. Dominant goal in life to gain prestige, glory, famePOSITIVES: Inventive, flexible, change oriented, competitive, team player, independent, risk taker, impartial, high energy, idealistic

NEGATIVES:

Lack of conviction, rebellious, manipulative, lack of intimacy, lonelySlide10

Ethical TheoriesPersonal Ethical Development

Organizational Ethical DevelopmentPhysical consequences determine ethical behavior. Avoidance of punishment and deference to power are typical of this stageSocial Darwinism - Fear of extinction and the urgency of financial survival dictate ethical conduct. The direct use of force is the acceptable norm.Individual pleasure needs are the primary concern and dictate attitudes toward behavior

Machiavellianism -

Organizational gain guides actions. Successfully attaining goals justifies the use of any effective means, including individual manipulationSlide11

Ethical TheoriesPersonal Ethical Development

Organizational Ethical DevelopmentThe approval of others determines behavior. The good person is one who satisfies family, friends, associates.Cultural conformity - A tradition of standard operating procedures and caring groups. Peer professional pressure to adhere to social norms dictates what is the right and wrong behaviorCompliance with authority, upholding of the social order, and “doing one’s duty” are primary concerns

Allegiance to authority

- Directions from legal authority determine ethical standards. Right and wrong are based on the decisions of those with legitimate hierarchical powerSlide12

Ethical TheoriesPersonal Ethical Development

Organizational Ethical DevelopmentTolerance for rational dissent and acceptance of majority rule become primary ethical concernsDemocratic participation - Participation in decision-making reliance on majority rule become organizational ethical standards. Participative management becomes institutionalizedWhat is right and good is a matter of individual conscience and responsibly chosen commitment. Ethicality is based on principled personal convictionsOrganizational integrity - Justice and individual rights are the ethical ideals. Balanced judgment between competing interests shapes organizational character which, in turn, determines the validity of the behavior