Managing Business Ethics 1st Edition Making Ethical Decisions

PrefaceAcknowledgmentsAbout the AuthorsPart I: Introduction to Ethical Decision-Making—The Individual1 A Commonsense Approach to Business EthicsIntroduction: Ethics Is Tough!What Ethics Is AboutEthical Decisions and Ethical DilemmasSomeone May Be HurtIntuition Versus ReasoningA Commonsense Method of Making Ethical Choices: The Weight-of-Reasons FrameworkUnderstanding the FrameworkMedical Products: The Complicated Business of Addressing RisksMedical Sales CallApplying the FrameworkIdentify the Ethical IssueGather InformationIdentify OptionsAssess ConsequencesApply PrinciplesTake Short-Term ActionArrive at a Long-Term SolutionLearn Lessons From the SituationBeyond Your IntuitionsSome Pointers in Using the FrameworkStep 1: Identifying the IssueStep 2: Getting the FactsStep 3: Identifying the Options for ActionStep 4: Assessing the ConsequencesStep 5: Applying PrinciplesStep 6: Taking a Course of ActionStep 7: From Short-Term Fix to Long-Term SolutionStep 8: Learning From ExperienceUse the Framework OrganicallySummary and ConclusionKey Terms and ConceptsCase ApplicationsNotes2 Using Ethical ReasoningIntroduction: Approaches to EthicsUtilitarianismDefining Good and Bad ConsequencesTwo Versions of UtilityCriticisms of UtilitarianismThe Ford Pinto Case: A Teleological ErrorDeontology: Rights and DutiesThe Categorical ImperativeCriticisms of DeontologyDeontology and the Weight-of-Reasons FrameworkCombining Utilitarianism and DeontologyLockheed Bribery: Another Teleological Blunder?Virtue TheoryOther Ethical PerspectivesContract Theory: Justice and FairnessThe Ethics of CareSummary and ConclusionKey Terms and ConceptsCase ApplicationsNotes3 Thinking, Fast and Slow: Ethical Intuitions and ReasoningIntroductionFast Versus Slow Thinking in EthicsSelf-InterestShort-Term and Long-Term GratificationThe Case of the White-Collar Criminal Walter PavloCheating, but Just a LittlePerception of Being EthicalCognitive BiasesEthical IntuitionsThe Trolley Experiments: Fast Deontological and Utilitarian ThinkingEthical Intuitions and Ethical BehaviorCombining Fast and Slow Thinking: The Weight-of-Reasons FrameworkSummary and ConclusionKey Terms and ConceptsCases Related to the ReadingCase ApplicationsNotesPart II: The Organizational Context for Ethical Decision-Making4 Managing Social Influences on Ethical Decision-MakingIntroductionThe Problem of ConformityThe Tale of Healthsouth Founder and CEO Richard ScrushyThe Psychological Foundations of ConformityObedience to AuthorityMilgram’s ExperimentsConsequences of Obedience to AuthorityConformity Due to GroupthinkPenn State Football Sex Abuse ScandalChallenging Unethical Behavior in Organizations: Voice, Whistle-Blowing, and ExitingVoiceSuccessful Voice: WorldComExamples of Failed Attempts to Close the CircleWhistle-BlowingExitingThe Bhopal LeakBernie MadoffApplying the Weight-of-Reasons Framework to Close the CircleThe Challenger Space Shuttle DisasterClosing the Circle: Could the Challenger Disaster Have Been Averted?Using the Framework and Closing the CircleSummary and ConclusionKey Terms and ConceptsCases Related to the ReadingCase ApplicationsNotes5 From Short-Term Fixes to Long-Term SolutionsIntroductionBuilding Learning Into Decision ProcessesSystems ThinkingBoth/And ThinkingContradictionsApplying Both/And ThinkingMoral ImaginationThe Process of Moral ImaginationThe Added Value of Moral ImaginationMoral Imagination and the Weight-of-Reasons FrameworkTeam Decision-MakingInquiry and AdvocacyConditions for Effective Inquiry and AdvocacyTeam Decision-Making and the Weight of ReasonsEthical Decision-Making and Uncertainty: The Incremental ApproachIncremental Decision-Making and the Weight of ReasonsEthical Learning SpiralsEnron: Learning From the ScandalSummary and ConclusionKey Terms and ConceptsCases Related to the ReadingCase ApplicationsNotes6 Building Ethical OrganizationsIntroductionEthics ProgramsCodes of ConductChief Ethics OfficersReporting and Communication SystemsWhistle-Blowing at the SECEthics TrainingFinancial Reporting SystemsCompliance-Based and Values-Based Ethics ProgramsDieselgate: Emissions Testing at VolkswagenDiversity ProgramsBall CorporationEthics Programs and the Weight of ReasonsEthical OrganizationsThe Formal Elements of an Ethical OrganizationThe Informal Elements of an Ethical OrganizationEthical Organizations: Bringing It All TogetherEnron: The Accountants—David Duncan and Arthur AndersenSummary and ConclusionKey Terms and ConceptsCases Related to the ReadingCase ApplicationsNotesPart III: The Societal Context for Ethical Decision-Making7 Legal Compliance and BeyondIntroductionLegal Considerations and the Interests of StakeholdersExisting Laws That Protect the Rights and Interests of StakeholdersShareholdersDodge v. Ford Motor Co.Martha Stewart and Insider TradingEmployeesCustomersSuppliersRana Building CollapseCommunitiesThe Natural EnvironmentEthics Means Going Beyond ComplianceApproaches to Going Beyond ComplianceMoral MinimumsCorporate Social ResponsibilityCorporate CitizenshipSustainable BusinessAmazon: Improving the Work EnvironmentSummary and ConclusionKey Terms and ConceptsCases Related to the ReadingCase ApplicationsNotes8 The Role of Stakeholders in Ethical Decision-MakingIntroductionStakeholders, Ethics, and PrioritiesShareholder TheoryChallenges to Shareholder TheoryStakeholder TheoryO’Neill at AlcoaChallenges to Stakeholder TheoryDoes It Pay to Be “Good”?Increasing RevenuesSustainability and Profits at PatagoniaLowering CostsManaging Stakeholder RelationshipsCross-Sector PartnershipsChallenges in Making MSPs Work: The Chad–Cameroon Petroleum Development and Pipeline ProjectIntel and Conflict MineralsStakeholders and the Weight-of-Reasons FrameworkSummary and ConclusionKey Terms and ConceptsCases Related to the ReadingCase ApplicationsNotes9 Ethics, Strategy, and Grand ChallengesIntroductionAddressing Grand Challenges Through Ethical Decision-MakingGrand Challenges and BusinessMuhammad Yunus and Grameen BankGrand Challenges and the Weight of ReasonsCreating a Supportive Societal ContextEthical Innovations to Address Grand Challenges: Three ApproachesCreating Shared ValueServing the Base of the PyramidThe Chotukool RefrigeratorIndustry Transformation Through EntrepreneurshipAutomobile Industry Innovation to Address Grand Challenges: Better Place and TeslaThe Theranos ScandalSummary and ConclusionKey Terms and ConceptsCases Related to the ReadingCase ApplicationsNotesPart IV: CASES10 CasesIntroductionBayer: The Acquisition of MonsantoBP: The Big Oil Spill: What Went WrongDow–DuPont: The Bhopal DisasterFacebook: Privacy and the Public InterestFord: Safety RecallsGeneral Mills: NutritionGoogle: Doing No HarmGoogle: Problems With Sexual HarassmentIntel: MobileyeMallinckrodt: The Opioid CrisisMerck and J&J: Problems With Consumer SafetyMicrosoft: Addressing BriberyVW: DieselgateWalmart: SustainabilityWells Fargo: Can It Come Back?Whole Foods: Conscious CapitalismFurther ReadingsNotesGlossaryIndex