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Business Ethics Theories > Definitions (Reverse) > Flashcards

Definitions (Reverse) Flashcards

1
Q

Identifying Moral and Ethical Situations

A

A. Involves interests/values of othersB. Involves my interests/valuesC. Requires my judgmentD. Requires my action/inactionE. Decision affects my lives and the lives of others

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2
Q

Actions judged by the motives and intentions of the actor

A

Deontology

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3
Q

action judged by its likelihood of achieving good and proper results

A

Teleology

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4
Q

all actions are judged in relation to time, place and circumstances; there are no objective standards of right and wrong

A

Relativism

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5
Q

development of a righteous character is the standard

A

Virtue Ethics

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6
Q

the argument that, to be a moral person, you should do what’s in your best interests; you may weigh considerations of others in your choices as long as the eventual choice serves your self-interest

A

Ethical Egoism

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7
Q

putting the interests of others ahead of your own without regard for any benefit you may receive as a result; conversely, some would say there’s alway a payback, even if it’s only feeling virtuous; but what about giving your life for another? you won’t be around to enjoy the feelings

A

Ethical Altruism

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8
Q

a rule from a superior to an inferior that the inferior habitually obeys, with sanctions imposed if the rule is broken

A

Positive Law

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9
Q

examines the values or ethics associated with positive law

A

Jurisprudence

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10
Q

there should be rules and equity; due process

A

Ethic of Justice

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11
Q

government must be empowered to enforce the laws and bring order

A

Ethic of Power

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12
Q

long-standing custom reflects what is known and observed by most people over time

A

Ethic of Custom

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13
Q

how most people act; it can be above or below positive law

A

Ethic of Norms of Conduct

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14
Q

we restrain our base impulses and move to a higher level of civilization

A

Ethic of Civilization

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15
Q

promoting the greatest good for the greatest number

A

Ethic of Utility

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16
Q

doing good deeds; it may conflict with utilitarianism

A

Beneficiance

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17
Q

a social value; defined within a particular society, involving comparisons with others as “doing well” according to a person’s own goals; it summarizes the whole of the good life

A

Success

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18
Q

life in pursuit of pleasure

A

Hedonism

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19
Q

assumes that people are basically lazy and dislike work, and so must be tempted with rewards and punishments

A

Theory X

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20
Q

assumes people want to work and want to assume responsibilities

A

Theory Y

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21
Q

motivation comes from being part of a group in a supportive institution; a theory of participation

A

Theory Z

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22
Q

the need for community values binds us as a multicultural society

A

Communitarianism

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23
Q

emphasizes hard work, abstaining from excessive pleasures and balancing success with humanity; hard work, wealth and success are proof of a person’s good character

A

Puritan Ethic

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24
Q

the wholesale rejection of the values of wealth and success; most powerfully preached by those who have succeeded and renounced the vanity of ambition and success, rather than cynically by those who have failed or chosen not to compete

A

Asceticism

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25
Q

began change in Christian philosophy that secular wealth was not opposed to, but rather a sign of, a person’s eventual salvation

A

John Calvin (1509-64)

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26
Q

published The Wealth of Nations in 1776 said that individuals, left to themselves to pursue their own economic interests will ultimately benefit not only to themselves but society as a whole; an “invisible hand” would guide apparently chaotic individualism to collective good; idea of “the market.”

A

Adam Smith

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27
Q

“Freedom of the Market” is not possible unless these other freedoms exist…

A

freedom of speech, assembly, association and the freedom to pursue our own material happiness

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28
Q

exists to protect the market and to guarantee the conditions within which an industry can thrive and survive, and to protect the public good and to provide safeguards for consumers; there must be rules to protect the integrity of “the game.”

A

Regulation

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29
Q

the conceptual foundation on which a company builds and the self-image from which all else begins; includes the clientele of the corporation, the kinds of pressures within the organization, and the openness and mutual concern of both peers and superiors

A

Corporate Culture

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30
Q

general sense of values and identity shared by virtually everyone in a corporation; should be an explicit expression of a set of values that has in fact governed a company and its employees for some time, as opposed to an attempt to persuade or threaten employees into compliance with a set of principles which do not play a significant role in the day-to-day behavior of its employees; it should not be just a hypocritical attempt at PR

A

Corporate Codes of Ethics

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31
Q

established systems of behavior within the business world, an industry or a given company

A

Business Practices

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32
Q

Obvious Rules

A
  1. don’t intentionally lose money 2. there can be corporate philanthropy, but within rules of practice 3. practices establish size of salary, dividends paid, benefits, etc.4. contracts must be honored 5. quality control must be observed 6. procedures must be followed…If these aren’t honored, “the game” will fall apart.
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33
Q

promoting goods or services without disclosing the relationship between the person doing the promoting and the business offering the goods or services

A

Stealth Marketing

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34
Q

a practice creates roles for its participants (workers, managers, etc.); defined by the skills, responsibilities, duties and interrelations within the practice; the role usually precedes and survives the person

A

Roles

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35
Q

Roles of the Manager

A
  1. figurehead: ceremonious leader in public’s mind (Gates & Microsoft)2. leader: who’s making decisions3. liasion: ensures all parts of company know what others are doing4. monitor: listens to outside forces5. disseminator: communicates to organization6. spokesman: speaks for company to the press7. entreprenuer: thinks outside the box and looks for new opportunities8. disturbance handler: everyone calms down by their presence9. resource allocator: determines where $$ and resources go10. negotiatior: finalizes every (or key) deals
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36
Q

Corporate Characters

A
  1. The Craftsman 2. The Jungle Fighter 3. The Company Man/Woman 4. The Gamesman 5. The Outlaw
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37
Q

one of Maccoby’s corporate characters dedicated to quality, concerned with product and conscientious; does what they do best and does it right; can be the bedrock of ethics for a company

A

The Craftsman

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38
Q

one of Maccoby’s corporate characters views life as a struggle for survival; sees others as competition or as obstacles to be surmounted; can be threats to ethics if not controlled because will do/say anything to end up on top

A

The Jungle Fighter

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39
Q

one of Maccoby’s corporate characters “organization” person whose identity is tied up with the company rather than the particular job he or she does; concern for well-being of others in the company and for the integrity and reputation of the company; the chief bulwark against ethical straying by a company

A

The Company Man/Woman

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40
Q

one of Maccoby’s corporate characters interested in the challenge; new ideas and strategies are likely to come from this person; can be an excellent team player; as they mature they take on aspects of the Company Man/Woman; innately competitive but not cutthroat; often people consider this person an ideal CEO

A

The Gamesman

41
Q

one of Maccoby’s corporate characters management may tolerate some who flaunt or break rules to shake up the culture

A

The Outlaw

42
Q

cornerstone of ethics; it is accountability, answerability, sometimes liability but also rewardability; most of the time it is shared; those in authority may be even more ___ than those who actually performed the act

A

Responsibility

43
Q

the whole become much more than the sum of its parts; the problem of accumulated pressure once a decision has been made and all employees have worked diligently toward the goal; the momentum becomes so great there is little to stop it; decisions, once implemented, cannot be turned quickly; goals, once agreed upon, cannot be immediately forgotten –> this is when the basic aim of business ethics becomes important

A

The “System Problem”

44
Q

theory of policies and planning, and making rational decisions in the fact of the uncertainties and risks of the market; views business first as activity of individual participants rather than as a system or mechanism; it is an activity performed well or badly in search of certain payoffs and taking certain responsibilities

A

Game Theory

45
Q

there must be a clear winner or loser; someone will take the market or the customer

A

Zero-Sum Games

46
Q

the amount to be won or lost is not always fixed, and it’s not just a matter of beating the opponent; wealth and markets can be created during the competition rather than existing as a condition of the game

A

Non-Zero-Sum Games

47
Q

Adam Smith’s theory which serves as the self-controlling device of society, preventing the greedy from getting too much and the poor from becoming too poor; assures the adequate supply of consumer goods in society as well as an adequate supply of workers to produce them and capital to sponsor them

A

Law of Supply and Demand

48
Q

getting what we want in the best possible way; depends upon some agreed-upon framework of values concerning acceptable means to an end; do the ends justify the means?

A

Rationality

49
Q

Negotiation Process

A
  1. separate the people from the problem 2. recognize and understand your own position 3. recognize and understand the other person’s position 4. find shared interests
50
Q

the result of difference between an individual’s values and those of the company, other people or societywhere they are basically quantitative and measurable on a single scale, they are resolvable through negotiation and compromise; true conflict arises where emotion comes into playwe can resolve all conflicts between different values by establishing priorities- life and death issues take precedence over financial values- ethical values take precedence over aesthetic values- questions of integrity are more important than questions of personal interest

A

Conflicts of Interest

51
Q

priority which is accepted at face value except for cases in which there is an unusually strong counterclaim (ex: don’t need to honor contracts in war); something all of society can agree on

A

Prima Facie

52
Q

specific set of prima facie principles that we all accept without qualification (ex: Ten Commandments) –> but is this valid in dealing with different cultures or our evolving cultures

A

Morality

53
Q

simply a set of orders or laws to obey – the Ten Commandments; Immanuel Kant’s idea of the “categorical imperative,” an order or commandment without qualification; the authority may be external - from religion - or internal from our conscience

A

Moralities of Principles

54
Q

emphasis is on how people behave and how it fits into the practices of the community; the utility principle; the greatest good for the greatest number of people and the least pain for as many people as possible; “the best thing for the most people”

A

Goal-Oriented Morality

55
Q

set of duties and activities that constitute our jobs, our roles in the organization and our citizenship in society

A

Responsibility (individuals at work)

56
Q

duties and obligations that are based on the rules and expectations of morality; they are shared by everyone in society

A

Moral Responsibility

57
Q

requires a rule or statute that can be broken with a mechanism of the law to enforce or punish; responsibilities sometimes exist independently of the law

A

Legal Responsibility

58
Q

the people within the corporation have responsibilities; but corporations can be fined or punished; diffused blame sometimes comes together in the office of the person who is in charge of the corporation, though he or she may not be aware of the malfeasance, yet he or she has regulative responsibilitycorporation by its nature is a liability shield of stockholders, executives and managers; individuals usually pay by loss of job, demotion or career derailment

A

Corporate Responsibility

59
Q

the main obligation of a corporation is to make a profit for its shareholders; often conflicts with obligations to society, though social responsibility is growing

A

Contractual Obligations

60
Q

they vote with their dollars about the products that should be available and the social costs incurred

A

Consumer Responsibility

61
Q

responsible for evaluating their investments not only in terms of financial security and expected return but also in terms of the quality of product, how it treats its employees and the surrounding community and the environment; and ethical and political decision; the stockholder is still ultimately in charge

A

Stockholder Responsibility

62
Q

while it is the responsibility of a corporation to sell decent products at affordable prices, it is also the responsibility not to destroy the society it serves

A

Corporate Social Responsibility

63
Q

actual causal influence of an industry or a business on its surrounding community, the environment, the political situation or its own customers

A

Impact Social Responsibility

64
Q

defines a company’s duties and obligations to various groups by measuring direct and indirect impacts on employees, vendors, the community and the world; moved away from theory of contractual obligations

A

Stakeholder Theory

65
Q

responsibility of those who have more to contribute more for the good of society

A

Noblesse Oblige

66
Q

when a business steps in to donate and by encouraging a certain public policy or taste in the arts of charity thus takes away citizen’s own sense of responsibility and autonomy (ex: force employees to support a cause or via sponsorships of local events “guilting” people into supporting the company)

A

Paternalism

67
Q

the environment; we have responsibilities to future generations as well as to the earth itself

A

The “Silent Stakeholder”

68
Q

idea that the environment as a whole has a moral standing and we have an obligation to protect it, even if people neither benefit nor suffer from actions; the environment has inherent worth

A

Ecocentrism

69
Q

act of misleading consumers regarding environmental practices of a company or the environmental benefits of a product or service; exaggerating ‘green’ claims

A

Greenwashing

70
Q

idea of a fair and harmonious society; in an affluent society, everyone has the right to expect a decent life

A

Social Justice

71
Q

fair distribution of the goods of society – everything that money can buy and some things it can’t buy; includes fair distribution of the hardships and responsibilities of societyIs this the responsibility of business or government?

A

Distributive Justice

72
Q

ethics of capitalism; people have a right to what they legally earn, win or inherit; equality of the rules and procedures of the market make us equal, but there is no guarantee of equality of results

A

Entitlement Theory

73
Q

when two or more cultures interact and experience conflict because of their differences

A

Cultural Differentiation

74
Q

Kinds of Cultural Differences

A
  1. language 2. body language 3. urgency and punctuality 4. etiquette 5. ethnocentrism: our way of doing things is best/right
75
Q

belief that there is no single standard of ethical behavior that applies to all people and cultures all of the time; contrasts with ethnocentrism

A

Cultural Relativism

76
Q

Ethical Levels (Towle and Hilgert)

A
  1. Illegal or Illicit Ethic 2. Legal Ethic 3. Pecuniary Ethic 4. Power Ethic 5. Situational Ethic 6. Professional Ethic 7. Judeo-Christian Ethic (Religious)
77
Q

Self-interest will allow us to do whatever it takes, even if it is illegal, to accomplish our goals

A

Illegal or Illicit Ethic

78
Q

do whatever is not against the law and utilize every loophole to accomplish your goals

A

Legal Ethic

79
Q

primary goal is achievement and emphasis on the outcome; showing little concern for the rights of others

A

Pecuniary Ethic

80
Q

assume an adversarial stance in an effort to dominate the other side, regardless of the consequences to either side

A

Power Ethic

81
Q

right and wrong is in the eye of the beholder; facts and circumstances are used to rationalize behavior without outright rejections of concepts of right and wrong; “I want to do the right thing, but who are you to tell me what’s right and wrong?”

A

Situational Ethic

82
Q

written codes, standards and principles adopted and practices by individuals, professions and groups; recognizes human interdependency and responsiblities

A

Professional Ethic

83
Q

recognizing all the world’s religions have similar basic moral teachings, this is concerned with one’s ultimate relationship to God and to fellow human beings; concept of moral right and wrong

A

Judeo-Christian Ethic

84
Q

Tests for Ethical Decision Making

A
  1. legal compliance test: is what I’m about to do violating any laws? 2. public knowledge test: would I be willing to have this decision exposed to the public? 3. long-term consequences test: how will this decision look at some point in the future? 4. examine your motives test: are motives personal and selfish or are you acting in the good of others, the organization or society? 5. inner voice or conscience test: is something inside you saying what you’re about to do is wrong? then it probably is.
85
Q

idea that the business world should be relatively free from unnecessary government interference, but also our belief that the free market will somehow contribute freedom in all other aspects of our life; but socialists might define freedom as being free from the threats and insecurities of the free-enterprise life

A

“Freedom is key to our Free Enterprise System”

86
Q

if seen not as superiority over other people but as the ability to get things done, then it is an essential part of freedom; ____ is a means to freedom, not an end in itself; ______ over people is authoritarianism

A

Power

87
Q

Five Bases of Managerial Power

A
  1. reward power: controlling resources that can reward (bonuses) 2. coercive power: controlling resources that can punish (withholding) 3. expert power: controlling necessary knowledge or info (seniority) 4. reference power: being personally attractive to other people 5. legitimate power: authority invest in a position or role
88
Q

idea that every job has its limits – private and personal – beyond which neither employer nor customer can go; personal life, private habits or political opinions is not relevant to the job – conduct and behavior on the job is HOWEVER, by statute we have determined to allow drug testing

A

Privacy-Freedom from Other People

89
Q

ability to think and act for ourselves rather than simply following orders or rules from others; exists within the framework of the job assignment; we have _____ insofar only as we have something to do and a position of responsibility

A

Autonomy

90
Q

sense of not being able to do what we want and expect to be able to do so; when exists within a business it leads to a sense of separation between the employee and the company; can lead to employees just “putting in time,” assertions of power or eccentric behavior to draw attention to one’s self

A

Impotence

91
Q

provide a sense of power, accomplishment and effectiveness to everyone else so they remain engaged

A

Manager’s Key Responsibility

92
Q

lack of choice in undertaking responsibilities or accepting an unfair bargain

A

Coercion

93
Q

from socialist Robert Jackall; loss of personal integrity due to the pressures of the organization; under the wrong kinds of pressures, the wrong kinds of demands for loyalty and unquestioning obedience, our personal virtues and ideals may turn into obstacles to success; personal judgment becomes cloudy and integrity is sacrificed to corporate necessity

A

Moral Mazes

94
Q

people become embedded in their jobs and positions and they have trouble seeing beyond the immediate pressures they face; business ethics calls on us to see beyond our position, but in the midst of a company crisis, this can be difficult

A

Embeddedness

95
Q

When is Whistle-Blowing Justified? (Nader)

A
  1. Is my knowledge of the matter complete and accurate?2. What are the objectionable practices and what public interests do they harm?3. How far would I and can I go inside the corporation with my concern or objection?4. Will I be violating any rules by contacting outside parties and, if so, is whistle-blowing nevertheless justified?5. Will I be violating any laws or ethical duties by not contacting external parties?6. Once I have decided to act, what is the best way to blow the whistle – anonymously, overtly, by resignation prior to speaking out, or in some other way?7. What will be likely responses from various sources – inside and outside the organization – to the whistle-blowing action?8. What is expected to be achieved by whistle-blowing?
96
Q

excess concern about the quantity of work done

A

Workaholism

97
Q

excess concern about the quality of work done

A

Perfectionism

98
Q

total job exhaustion and despair; largely a matter of wanting or expecting too much of oneself; solution lies in a change of perspective and reevaluation of goals and expectations

A

Burn-Out

99
Q

a virtuous person will act in a morally righteous way

A

Virtue Ethics

Business Ethics Theories (2 decks)

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