1. B Y L ARRY C HONKO, P H.D. T HE U NIVERSITY OF T EXAS AT A RLINGTON Ethical Theories presents

2. Ethical Theories Ethical Principles Beneficence Least Harm Respect for Autonomy Justice

3. Ethical Theories Forms of Ethical Theories Deontology – people should adhere to their obligations and duties Utilitarianism – the choice that yields the greatest benefit to the most people is ethically correct Rights – rights established by society are protected and given the highest priority Virtue – judges a person by his/her character rather than an action that may deviate from normal behavior

4. Ethical Theories SELECTED PRINCIPLES OF ETHICAL CONDUCT KANT’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 customs THE DISCLOSURE RULE: Ask how it would feel to see the thinking and details of the decision disclosed to a wide audience THE 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 virtuous

5. Ethical Theories SELECTED PRINCIPLES OF ETHICAL CONDUCT THE HEDONISTIC ETHIC: Do whatever you find to be in your own self- interest MOORE’S INTUITION ETHIC: Go with your “gut” feeling or what you understand to be right in a given situation SMITH’S MARKET ETHIC: Take selfish actions and be motivated by personal gains in business dealings MACHIAVELLI’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 laws

6. Ethical Theories SELECTED PRINCIPLES OF ETHICAL CONDUCT THE ORGANIZATION ETHIC: Ask whether actions are consistent with organizational goals and do what is good for the organization GARRETT’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 peers THE 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 good

7. Ethical Theories ETHICAL TYPES DESCRIPTORS Hedonist 1. 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 possible  KEY QUESTION: which course of action will make the most money?  All their feelings and associations can be melted down to dollars Socialite 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 recently

8. Ethical Theories ETHICAL TYPES DESCRIPTORS Politician 4. 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-actualizer 5. Spiritual values predominate  KEY 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 paths Craftsman 6. A technician  POSITIVES: Creative, knowledgeable, independent, self-reliant, hardworking  NEGATIVES: Sadistic, forceful, manipulative, non- trustworthy

9. Ethical Theories ETHICAL TYPES DESCRIPTORS Company Person 7. 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 resistant Gamesman 8. Dominant goal in life to gain prestige, glory, fame  POSITIVES: Inventive, flexible, change oriented, competitive, team player, independent, risk taker, impartial, high energy, idealistic  NEGATIVES: Lack of conviction, rebellious, manipulative, lack of intimacy, lonely

10. Ethical Theories Personal Ethical DevelopmentOrganizational Ethical Development 1.Physical consequences determine ethical behavior. Avoidance of punishment and deference to power are typical of this stage Social Darwinism - Fear of extinction and the urgency of financial survival dictate ethical conduct. The direct use of force is the acceptable norm. 2.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 manipulation

11. Ethical Theories Personal Ethical DevelopmentOrganizational Ethical Development 3.The 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 behavior 4.Compliance 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 power

12. Ethical Theories Personal Ethical DevelopmentOrganizational Ethical Development 5.Tolerance for rational dissent and acceptance of majority rule become primary ethical concerns Democratic participation - Participation in decision-making reliance on majority rule become organizational ethical standards. Participative management becomes institutionalized 6.What is right and good is a matter of individual conscience and responsibly chosen commitment. Ethicality is based on principled personal convictions Organizational 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