1. Joseph Bucci Geneva College
Best Practices in College Teaching Biblical Management & Business Ethics
Joseph Bucci Geneva College

2. Purpose of the Course
The course is designed to support students in the creation of their own ethical decision-making model which reflects their beliefs and values.
The course leads students to examine ethical issues in light of their beliefs and values, to consider the potential outcomes of their decisions, to align these decisions with their beliefs and state a convincing moral argument in the language of business in defense of their decision.  
Introductory notes.

3. Methodology
Using a variety of instructional methods the course guides students in developing their own model for making ethical business decisions. Students then select a case from their textbook to resolve.
The course leads students to consider what the scripture says about ethics, morality and business ethics, and then to examine other inputs they have assimilated in constructing their ethical frame of reference.
Introductory notes.

4. Theoretical Assumptions Hosmer, L. T. (2006)
Theoretical Assumptions Hosmer, L. T. (2006). The ethics of management (5th ed.). New York: McGraw Hill-Irwin.
Dealing with ethical issues in business will only grow in weight and severity. Hosmer (2006) highlights the following approach:
Moral problems in business are complex and difficult to resolve.
Managers cannot just rely on their own intuition or beliefs of what is right and fair to make a decision when faced with a moral problem . Moral standards differ among people .
Hosmer’s insights regarding Ethical Decision-making
Hosmer, L. T. (2006). The ethics of management (5th ed.). New York: McGraw Hill-Irwin.
Dealing with ethical issues in business will only grow in weight and severity (it will not get less intense). The easiest thing to do is to “get along by going along.” Moral people in business will need to learn to convincingly present a moral point of view (not just believe it, not just give ascendance to it). How? Five steps.
Recognize that moral problems in business are complex and difficult to resolve (someone’s rights will be denied).
Understand that business managers cannot just rely on their own intuition or their beliefs of what is right and fair to make a decision when faced with a moral problem (cannot just make a unilateral knee-jerk decision). Moral standards differ among people – managers will have to deal with the differences.
Managers cannot just reach a decision on whatever they believe is a balance or benefit to some moral issue when others rights are not recognized (or when they are denied). Managers must go further and make a convincing argument explaining why that decision is balanced and how this resolution may be viewed as right or fair. (You cannot just say, “The bible says” in the contemporary business environment). The explanation will be convincing if the language of business is used with objective measures – economic outcomes, legal requirements, and social responsibilities.
If the above approach (weight, decide, convince) is followed consistently, there will be an increase in trust, commitment and effort expended by those groups.
It is not enough for a person / executive to act morally themselves. If this moral character is to have any impact it must spread across the organization.
As more people get involved in the Ethical DM process we tend to become less interested in what is said and more interested in utility (getting the decision made). I must be careful of ethical compromise. Also, as more people become involved in the process, it is harder to build consensus and easier to legislate.

5. Theoretical Assumptions (continued) Hosmer, L. T. (2006)
Theoretical Assumptions (continued) Hosmer, L. T. (2006). The ethics of management (5th ed.). New York: McGraw Hill-Irwin.
Managers cannot just reach a decision on whatever they believe is a balance or benefit to some moral issue when others rights are not recognized.
Managers must go further and make a convincing argument explaining why that decision is balanced and how this resolution may be viewed as right or fair.
If the above approach (weight, decide, convince) is followed consistently, there will be an increase in trust, commitment and effort expended by those groups.
Hosmer’s insights regarding Ethical Decision-making
Hosmer, L. T. (2006). The ethics of management (5th ed.). New York: McGraw Hill-Irwin.
Dealing with ethical issues in business will only grow in weight and severity (it will not get less intense). The easiest thing to do is to “get along by going along.” Moral people in business will need to learn to convincingly present a moral point of view (not just believe it, not just give ascendance to it). How? Five steps.
Recognize that moral problems in business are complex and difficult to resolve (someone’s rights will be denied).
Understand that business managers cannot just rely on their own intuition or their beliefs of what is right and fair to make a decision when faced with a moral problem (cannot just make a unilateral knee-jerk decision). Moral standards differ among people – managers will have to deal with the differences.
Managers cannot just reach a decision on whatever they believe is a balance or benefit to some moral issue when others rights are not recognized (or when they are denied). Managers must go further and make a convincing argument explaining why that decision is balanced and how this resolution may be viewed as right or fair. (You cannot just say, “The bible says” in the contemporary business environment). The explanation will be convincing if the language of business is used with objective measures – economic outcomes, legal requirements, and social responsibilities.
If the above approach (weight, decide, convince) is followed consistently, there will be an increase in trust, commitment and effort expended by those groups.
It is not enough for a person / executive to act morally themselves. If this moral character is to have any impact it must spread across the organization.
As more people get involved in the Ethical DM process we tend to become less interested in what is said and more interested in utility (getting the decision made). I must be careful of ethical compromise. Also, as more people become involved in the process, it is harder to build consensus and easier to legislate.

6. Conceptual Framework – ETHIC2
ETHIC2 Model (Bucci, 2007) – Based on Ethical Decision-Making Models of Trevino (1986) and Hosmer (2006)
Before the Ethical Dilemma
E – Examination of the sources of your beliefs (from where do my beliefs come?)
T - Identify and articulate the foundational Tenets upon which you have constructed your worldview
H – Define a set of operating values which verbalize my expected behaviors (placed in rank order - Hierarchy)
Now – Facing the Ethical Dilemma
I - Identification:
Frame the scope of moral problem
Shape dilemma into the form of a question
Who are the stakeholders?
Reflect on a variety of alternative solutions
C - Consideration of Outcomes or Consequences:
How might your personal beliefs cloud the perceived impact of decision?
Where might there be a potential intrusion on the rights of others?
Is there a tool you could use to gauge decision impact (ethical test?)
Craft a
Convincing moral argument using “Business” terms –
Your convincing response must use business language and principles – to demonstrate competence and earn you the right to be heard (in terms of your faith & values).
Classic DM
Personal Beliefs/Interests
Symptoms & Sources
Course of Action & Impact
Implementation
Head
Habits
Heart
Hands

7. Development of DM Model – ET
Paper 1: Defining the Source of Your Ethical Beliefs
Students are asked to define what the Bible says about Business and about ethical practices following the Four Dimensions of their Personal Belief System **
the heart: feelings, intentions, motivations - those things which are most important to you
the head: the way you view your world (paradigm) and your view of truth & right (creed or code)
the hands: the expression of your heart & head - the values which direct your behaviors, and your attitudes about life and people
the habits: patterns of doing life daily - your personal disciplines and the things you have learned to do in certain situations from your culture and environment
Relative vocabulary list.
** This is adapted from “The Four Dimensions of Leadership,” Blanchard, K. H., & Hodges, P. (2005). Lead like Jesus: Lessons from the greatest leadership role model of all times. Nashville, TN: W Pub. Group

8. Development of DM Model – ETH
Paper 2: Developing an Ethical DM Model – now students develop their journal notes into a decision-making framework. The “Evidence” section gives the sources of their beliefs; the “Tenets” section defines beliefs; the “Hierarchy” prioitizes actionable values. This leads to the development of a draft Ethical DM Model. Only after they choose a case to resolve can they complete the model.
Method of Evaluation:
E – Evidence of Examination.
T – Tenets or Guiding Beliefs.
H – Hierarchy of Values.
(grammar, logical flow, etc.)
Relative vocabulary list.

9. Development of DM Model – ETH plus IC2
Paper 3: Applying Your Model to the Evaluation of a Case:
Students now select a case from the text. They identified the central issue, considered the rights, standards and laws involved, considered the potential outcomes of their decision and advance a solution based on their own personal Ethical Decision Making Model
I – Identification: State the Issue – “Is it ethical to …” Students define the issue and establish the facts
C – Consideration of Outcomes: Students demonstrate an understanding of various dynamics at work. (Others’ rights, Existing laws, etc.)
C2 – Convincing Moral Argument: students are challenged to defend their position using the language of business with consideration of the Business impact.
Relative vocabulary list.

10. Class Format – Tues / Thurs (Options)
Tuesdays
Thursdays
Option A
More Ethics - focused
Chapters in the “Beyond Integrity” text
Content-oriented
Discussion-driven
Case Studies
More Management – practice focused
Chapters in Chewning’s “BTEOF” book matched
Option B
First-half
Second-half
Ethics-focused
Chapters in the “Beyond Integrity” text
Ethical DM Model
Leadership-focused
Chapters in Chewning’s “BTEOF” book
Philosophy of Leadership

11. Semester Highlights
Guest Speakers – senior managers with Christian ethic
On-line research into Corporate ethical codes
Analysis of major historical ethical cases, including:
1985 Challenger disaster – Morton Thiokol
1984 Dow Chemical/Bhopal chemical release and response
2001 Enron - Watkins letter to Ken Lay
1982 Tainted Tylenol - Johnson & Johnson
1968 Goodrich Wheel & Brake Plant
2003 Health South Corp.
1972 Watergate
1992 Milwaukee Roman Catholic Archdiocese
1971 Ford Pinto & gas tank
2000 Ford Explorer, Firestone Tire and Rollovers
Video cases – Malden Mills and « 12 Angry Men »

12. Other Papers / Team Projects
Team project – research and create a corporate « Code of Ethics » complete with mission, values, guiding ethical principles and behaviors (and/or penalties for misconduct); processes for avoiding and resolving ethical dilemmas, both internal and externally based; and ethics training recommendations (and program effectiveness).
Final Paper – Outline and steps for the implementation of Ethical training program based on the Code developed.
Optional - compare and/or contrast at least two Biblical models of leadership, with ethical traits exhibited and the basis of these traits
Optional – examine and critique a contemporary leadership theory, identifying characteristics and/or traits in the theory tied directly to ethical behavior. Then students contrast their own philosophy of leadership and their ethical point of view.

13. Pedagogy: Matched to Different Learning Styles
Visual - Diagrams, Charts, Lists, PPT, Demonstrations, Research, Videos/CDs, Formative Assessments
Auditory - Lectures, Discussion, Question & Answer, Critiques, Guest Speakers
Tactile - Hands-on opportunities, Role play, Creating business with odd products.
Kinesthetic – Case studies, Presentations, Team projects.

14. Assessments Papers graded against rubrics
Team-based evaluations – single project (Code of Ethics project) or entire semester
Peer evaluations of team member contributions
Self-graded class participation rubric
Content knowledge quizzes
Presentation evaluations – instructor and students

15. Joseph Bucci Geneva College
Questions ??
Best Practices in College Teaching Biblical Management & Business Ethics
Joseph Bucci Geneva College