Deontology Vs Utilitarianism

John Dalberg-Acton once said that, “absolute power corrupts absolutely”, however what is often the case is that just a little bit of power can corrupt in a economy that has high unemployment rates, and low job security. In mid to lower level management there are individuals who use their position to dictate what employees do while on the job. According to Kellerman (2004), management has a lot to gain from dictating rather than cooperative work. Benefits of a boorish manager are primarily financial, although the benefits of bad management are usually short lived and result in high turnover. additionally, roughly 75% of employees report that their boss is the direct cause of their stress as reported by Robert Hogan an expert on personality assessment

Our moral emotions are important to how individuals behave in a social environment. According to Greene (2001), when we are confronted with a moral dilemma where an individual has to be harmed to save a group of people, there is an immediate negative reaction, this negative reaction, if strong enough, can override our decision making process. On the other hand Utilitarianism is a subject of ethics that is fundamentally concerned with the great happiness for the greatest number of people (Boss, 2008). The way utilitarianism evaluates whether something provides the greatest happiness to the greatest number is through Consequentialism. Consequentialism holds that the outcome of our action is more important than our intention, meaning that actions are not intrinsically wrong or right. Instead the wrong or right is established by the consequence of having performed an action (Boss, 2008). Consequentialism is a theory of moral philosophy established from utilitarianism. Proposed by Mill, Sidgwick, and Bentham consequentialism argues that the consequence, or the result of an action is what determines if an action is moral, not the action itself. The ideal rooted in consequentialism is the enhancement of human experience (Greene, 2013). The human experience is comprised of external environmental

The emotional contagion model suggests is that the feelings held by an individual can be shared by a group, and the feelings held by a group can be shared with an individual. Group emotional states happen when individual feelings join with the feelings of the group. Additionaly the influence of an individuals emotions on a group depends on continuity, familiarity, duration of contact, and the psychological investment made by the individual and the group. Meaning that a new employee can become acliamated to a new work environment when their emotions complement the group to which the new employee will become apart of. When people enter a group they bring all of there experiences, their disposition, and skills. Coordinating behavior among members of a workgroup helps to promote efficiency among tasks exsepcial positive emotions, because positive emotions illict positive behavior towards other. On the other hand, negative emotions are easily spread, throught groups. Tension and stress is believed to be the precursor and outcome of a negative distressing experience. Like wise there are those who can manipulate the feelings of others to create a particular environment to promote their own goals. The most immediate person with the power to promote their own goals is mid to lower level