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Concepts and principles of Business Ethics
Concepts and principles of Business Ethics
Business ethics-chapter 5
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Recommended: Concepts and principles of Business Ethics
Ethics Lens Inventory Assessment
My individual preferred Ethical Lens Inventory (ELI) is “Relationship and Reputation Lens which is “Balance reasoning skills (rationality) and intuition (sensibility) to determine what processes, systems, character traits and virtues will best serve the community by assuring fairness and justice for all (equality).” (Ethical Lens report www.ethicsgame.com).
Ethics Lens Inventory Assessment Results
As indicated by ELI my Core Values are Equality and Rationality/Sensibility. The well being of everyone is of significant importance. Justice and Fortitude are my Classic Values. I believe in loyalty and being consistent in my dealings with others in particular people who are less fortunate. My Key Phrase “I make fair and virtuous choices.” I use Authority and Traditional tools for analyzing problems. Meaning I am able to weight all options before making final decisions. My gift is Justice and Compassion is the ability to empathize with people in need but to deal justly with everyone in a given situation. According to ELI overconfidence in process or unrealistic role expectations is my Blind Spot. I do not agree with this statement as I see myself as not believing in the system. I risk being authoritarian or self-righteous is one of my weaknesses. I do not believe in exemption or entitlement therefore this is not a good depiction of my Temptation. The Vice of becoming an ambitious elitist or hard-hearted is a weakness that I need to pay close attention to. Isolation, guilt and confusion is my crisis as I deal with this daily and as a result, I am trying to see how others think as an individual as oppose to communally.
Ethical orientation or approach
ELI depicts my ethical orientation as “Being fair an...
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...leadership. This weakness must be developed into strengths to avoid foolish confrontations which threaten my leadership abilities.
Works Cited
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Ethics Lens Inventory Report. Retrieved on March 18, 2013. www.EthicsGame.com.
Johnson, C, E., (2012). Organizational ethics: A practical approach. 2, ed. Sage Publications Inc. Thousand Oaks, California
Narayan, K., (1989). Saints and Scoundrels: Folk Narrative in Hindu Religious
Teaching. Adapted from Benjamin Franklin Spoons to eat the stew (pp.192-200).
Philadelphia: University of Pennsylvania Press, pp. 192-200 Retrieved from http://www.harryhiker.com/stories.htm. Walker, P. L., Cooper, D. C., Walker, M., Scott, T., (2000). Learning the practice of ministry.
Pathway Press. Cleveland TN.
The results of the Ethical Lens Inventory reveal a Relationship lens as the author’s preferred ethical lens. Particularly, a moderate preference for equality and rationality was realized among other possibilities on the ELI grid.
This person rates equality and rationality as important values. This person has a strong sense of community and wants to treat people fairly. The task of this person is fundamental fairness and encouraging others to care for those less fortunate. This person is just and fair. This person holds all people appropriately accountable and uses power wisely. This person wants to make sure that everyone has access to the same things such as health care and fair paying jobs. This person’s downfall is overconfidence in process. The symbol of the Relationship Lens is a pair of binoculars (Ethicsgame Ethical Lense Inventory,
Ethical Lens Inventory (ELI), is to identify how individuals concentrate on core values when making decisions. It is designed to help you learn which category of the four lenses you belong to. There are four lenses in the model, each dealing with rationality, sensibility, autonomy, and equality. These lenses are relationship, reputation, results, and rights/responsibilities. The relationship lens describes an individual who makes decisions based on rationality and sensibility. In this lens individuals rely on emotion and intuition with emphasis on the community. This lens also values fairness. The reputation lens describes an individual who makes decisions based on equality and sensibility. In this lens an individual relies on compassion of
Pfeiffer, R., & Forsberg, R. (2005). Ethics on the job: cases and strategies (3rd ed.). Belmont, CA: Thomson/Wadsworth.
Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2011). Business ethics: Ethical decision making and cases: 2011 custom edition (8th ed.). Mason, OH: South-Western Cengage Learning.
Trevino, L. K., & Nelson, K. A. (2011). Managing business ethics: Straight talk about how to do it right. New York: John Wiley.
In evaluating myself as a leader I have found that I have many weaknesses that need to be improved upon before being able to lead effectively. This may because I have never really been in a position of leadership, subsequently falling into a follower’s role most of my life. Even though I am not comfortable in a position of leadership, I do exhibit many of the strengths that good leaders need in order to succeed. I feel that I have a strong belief and value system that has helped to guide me through many difficult situations. At the core of my beliefs and values are a belief in morality and ethics, kindness, compassion, empathy, hard work, love, good will towards others, a belief that everyone has something good to offer, a love of learning
The importance of having a code of ethics is to define acceptable behaviors and promote higher standards of practice within a company. The code should provide a benchmark for...
For personal and professional growth, given my personality traits, I need to embrace my strengths and weaknesses. I must use my strengths to my advantage, to be more effective academically and in the workplace, but I also need to identify and try to overcome my weaknesses, especially professionally.
Different individuals value different principles and my preferred standards are for the good of the majority while excluding self interests. As already stated in the introductory segment, ethical leaders are always concerned about the welfare of others. My own personal values aim to accomplish that (Brown, Treviño, & Harrison, 2005). My core ethical lenses are autonomy and rationality. This value emphasizes more on responsibility and this will ensure that my personal views on benefiting the majority are fulfilled. Responsible leaders respect humanity first before any other benefits accrued to the organization. A good decision is the one that fulfills the desire of many, even if it means the company will lose. But with rationality, a good leader will balance all these for the benefit of both
My strengths include an uncanny open-mindedness and an unrelenting kindness and gratitude towards my fellow humans. If I was to ever have any true weaknesses trying to hard is the first one. My need to be a perfectionist sometimes gets the best of me; I strive for excess in all areas of my life. I think it is of the most importance to understand your strengths and weakness. I’ve improved my strengths through exposure and emphasis. From the beginning I always found a passion in my school’s Gay-Straight Alliance, I went on to lead them for the last two years. I am an exceptional member of my school’s National Honor’s Society, and I have done more than what is expected of me at my job at Hy-Vee and have been proud to do so. My abilities and performances have taught me a lot throughout life and I have discovered who I am and what I can be. I have found that I am a leader. I have found that I am in control of the situations I find myself in. I’ve grown throughout my trials by finding the lesson in every circumstance. I am adaptable and continually grow from my misgivings. I choose to see the glass half full and see in the positive. Every weakness that I have is a strength waiting to be built upon. To uphold these standards for myself I will need to draw upon all that I
An integrative model for understanding and managing ethical behavior in business organizations. Journal of Business Ethics, 9(3), 233-242. Doi: 10.1007/BF00382649
Treviño, L. K., & Nelson, K. A. (2007). Managing business ethics: Straight talk about how to do it right Fourth ed., Retrieved on July 30, 2010 from www.ecampus.phoenix.edu
Thompson, K. (2007). A corporate training view of ethics education. Journal of Leadership and Organizational Studies, vol. 13, Retrieved May 26, 2007, from http://web.ebscohost.com/ehost/pdf?vid=1&hid=108&sid=ceaedb4d-4c62-46ae-8050-9e14bc92f06f%40sessionmgr104
Ethics is the responsibility of each individual person, but starts with the CEO and the Board of Directors, setting the right tone at the top and moves down through the organization, including setting the tone in the middle. A company’s culture and ethic standards start at the top, not from the bottom. Employees will almost always behave in the manner that they think management expects them, and it is foolish for management to pretend otherwise (Scudder). One of the CEO’s most important jobs is to create, foster, and communicate the culture of the organization. Wrongdoings or improper behavior rarely occurs in a void, leaders typically know when someone is compromising the company