Chapter 5 - Ethical Decision Making and Ethical Leadership
Terms in this set (24)
Key Components of Ethical Decision Making Framework
include ethical-issue intensity, individual factors, organizational factors, and opportunity.
Ethical decision making framework
not a guide for making decisions, intended to provide insights and knowledge about typical ethical decision-making processes in business organizations
gender, education, nationality, age, and locus of control
the relevance or importance of an ethical issue in the eyes of the beholder
relates to a person's perception of social pressure and the harm the decision will have on others
number of years spent in pursuit of academic knowledge
legal relationship between a person and the country in which they were born in
Locus of control
relates to an individual's differences in relation to a generalized belief about how one is affected by internal versus external events or reinforcements
belief that the events in life are due to uncontrollable forces
belief that a person has control over the events in their lives by their own effort and skill
a set of values, beliefs, goals, norms, and ways of solving problems that employees of an organization share
reflects whether the firm also has an ethical conscience, function of many factors, including corporate policies on ethics, top management's leadership on ethical issues, the influence of coworkers, and the opportunity for unethical behavior.
those who have influence in a work group, including peers, managers, coworkers, and subordinates
Obedience to authority
organizations that emphasize respect for superiors, employees may feel that they are expected to carry out orders by a supervisor even if those orders are contrary to the employees' sense of right and wrong
conditions in an organization that limit or permit ethical behavior
Immediate job context
where they work, whom they work with, and the nature of the work
ability or authority to guide and direct others toward the achievement of a goal, has a significant impact on ethical decision making because leaders have the power to motivate others and enforce the organization's rules and policies as well as their own viewpoints.
attempt to create employee satisfaction through negotiation or bartering for desired behaviors or levels of performance
strive to raise employee's level of commitment and to foster trust and motivation, strive for a shared vision and common learning experience
Yes/No - The first step In ethical decision making is to understand the Individual factors that Influence the process.
No. The first step is to become more aware that an ethical issue exists and to consider its relevance to the individual or work group.
Yes/No - Opportunity describes the conditions within an organization that limit or permit ethical or unethical behavior.
Yes. Opportunity results from conditions that provide rewards or fail to erect barriers against unethical behavior.
Yes/No - Transactional leaders negotiate compliance and ethics.
Yes. Transactional leaders barter or negotiate with employees.
Yes/No - The most significant influence on ethical behavior In the organization is the opportunity to engage in (un)ethical behavior.
No. Significant others have more impact on ethical decisions within an organization.
Yes/No - Obedience to authority relates to the Influence of corporate culture.
No. Obedience to authority relates to the influence of significant others and supervisors.