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business
business ethics
Business Ethics 1st Edition William Frey, Jose Cruz-Cruz - Solutions
Respect: Respecting persons lies essentially in recognizing their capacity to make and execute decisions as well as to set forth their own ends and goals and integrate them into life plans and identities. Respects underlies rights essential to autonomy such as property, privacy, due process, free
Justice: Justice as fairness focuses on giving each individual what is his or her due. Three senses of justice are (1) the proper, fair, and proportionate use of sanctions, punishments and disciplinary measures to enforce ethical standards (retributive justice), (2) the objective, dispassionate,
Integrity: "Integrity refers to the attributes exhibited by those who have incorporated moral values into the core of their identities. Such integration is evident through the way values denoting moral excellence permeate and color their expressions, actions, and decisions. Characteristics include
Describe the data and data structures in your STS. Use the two templates below that fill in this table for energy generation systems and for engineering ethics in Puerto Rico.
Itemize the laws, statutes, and regulations.
Describe any procedures in the STS.
What are the major people groups or roles involved?
Describe the physical surroundings.
What are the major hardware and software components?
STSs change, and this change displays a trajectory or path. Frequently this trajectory is brought about by the power exercised by entrenched interests. Ladd Devine, as a wealthy business person, is able to exercise considerable over state policies regarding the distribution of water. His exercise
Socio-Technical systems embody values which can be located in the system's components and throughout the system as a whole. (a) These values may be vulnerable, under attack, or at risk. For example, the way a company stores employee data makes make it vulnerable to unauthorized access. This would
STS have different components which interact with one another. Some of these are described just below. They include business projects/processes, physical surroundings, stakeholders, procedures, laws and regulations, financial and market systems, information systems, and environmental systems. The
Socio-Technical Systems are first and foremost systems: their components are interrelated and interact so that a change in one component often produces changes in the other components and in the system as a whole. Bringing about good changes and preventing bad ones requires adjusting the different
Give special attention to the links provided in this module. Are there solutions to David’s problem not mentioned in the video?
Make your decision. Defend it in terms of key moral values. Use the values provided above in the UPRM College of Business Administration’s Statement of Values.
What solutions do different individuals in the video recommend to David? How good are they in terms of realizing or protecting key moral values? Does David (and the video) pay sufficient attention to these different recommendations? Does he miss better value-integrative solutions?
What is David’s problem? Try formulating it in terms of values that are under threat and conflicts between values. You may even want to identify information needs relevant to solving this problem?
Watch the video and make sure you understand the situation from David’s point of view. At the end David makes his decision. You should be open to the possibility that there may be other decisions that can be taken in this situation that may be better from a moral point of view.
Integrity: Promote integrity as characterized by sincerity, honesty, authenticity, and the pursuit of excellence. Integrity shall permeate and color all its decisions, actions and expressions. It is most clearly exhibited in intellectual and personal honesty in learning, teaching, mentoring and
Trust: Recognize that trust solidifies communities by creating an environment where each can expect ethically justifiable behavior from all others. While trust is tolerant of and even thrives in an environment of diversity, it also must operate within the parameters set by established personal and
Respect: Acknowledge the inherent dignity present in its diverse constituents by recognizing and respecting their fundamental rights. these include rights to property, privacy, free exchange of ideas, academic freedom, due process, and meaningful participation in decision making and policy
Responsibility: Recognize and fulfill its obligations to its constituents by caring for their essential interests, by honoring its commitments, and by balancing and integrating conflicting interests. As responsible agents, the faculty, employees, and students of the college of business
Justice / Fairness: Be impartial, objective and refrain from discrimination or preferential treatment in the administration of rules and policies and in its dealings with students, faculty, staff, administration, and other stakeholders.
Maria Renato: Local reporter who produces documentary exposing Z-Corp's potentially dangerous emissions. She has prepared her report based on documentation provided by David Jackson.
Frank Seeders: Frank is the point man on helping to gear up Z-Corp's operations to meet the new demand created by their recent venture with a Japanese company. He asks David to help him streamline Z-Corp's manufacturing process.
Phil Port: Z-Corp's official in charge of the company's compliance with environmental regulations. He calls David during the TV documentary to claim that it portrays him as an "environmental rapist."
Tom Richards: Environmental engineer hired to measure Z-Corp's heavy metal emissions into the Gilbane water supply. Richards warns David that he bears ultimate responsibility for ZCorp's emisions into the Gilbane water supply.
Diane Collins: David's supervisor who is under strong pressure to maintain the Z-Corp Gilbane plant's thin profit levels. She is concerned about environment responsibility but defines it as staying within the limits of the law as put forth by the Gilbane community. Gilbane sets for the law and
David Jackson: Young engineer whose measurements show that Z-Corp's emissions into the Gilbane water supply barely exceed local standards. He expresses concern to his supervisors on the impact on the safety and health of the local community.
Remember that each of these feasibility constraints is negotiable and therefore flexible. If you choose to set aside a feasibility constraint then you need to outline how you would negotiate the extension of that constraint.
Prepare a feasibility table outlining these issues using the table presented above.
Develop an implementation plan for your best solution. This plan should anticipate obstacles and offer means for overcoming them.
Be sure to avoid the pitfalls described above and set up each test carefully.
Choose a bad solution and then compare to it the two strongest solutions you have.
Construct a solution evaluation matrix to compare two to three solution alternatives.
If you formulated your problem as a value conflict, how do your solutions resolve this conflict? By integrating the conflicting values? By partially realizing them through a value compromise? By trading one value off for another?
If you specified your problem as a disagreement, how do your solutions resolve the disagreement? Can you negotiate interests over positions? What if your plan of action doesn't work?
Refine your solution list. Can solutions be eliminated? (On what basis?) Can solutions be combined? Can solutions be combined as plan a and plan b?
Quickly and without analysis or criticism brainstorm 5 to ten solutions
Can your problem be specified as a value conflict? What are the values in conflict? Are the moral, nonmoral, or both?
Is your problem best specifiable as a disagreement? Between whom? Over what?
Specify the problem in the above scenario. Be as concise and specific as possible
Does the action serve to maintain collegial relations with professional peers?
Is the action consistent with the reputation, honor, dignity, and integrity of the profession?
Does the action maintain faithful agency with the client by not abusing trust, avoiding conflicts of interest, and maintaining confidences?
Does the action hold paramount the health, safety, and welfare of the public, i.e., those affected by the action but not able to participate in its design or execution?
Does the action realize integrity or pose too much or too little integrity?
Does the action realize honesty or pose too much or too little honesty?
Does the action realize reasonableness or pose too much or too little reasonableness?
Does the action realize responsibility or pose an excess or defect of responsibility?
Does the action under consideration realize justice or does it pose an excess or defect of justice?
If you were in their place, would you still find the action acceptable?
Reverse roles between the agent (you) and each stakeholder: put them in your place (as the agent) and yourself in their place (as the one subjected to the action).
Use the stakeholder analysis to identify the relations to be reversed.
Set up the test by (i) identifying the agent, (ii) describing the action, and (iii) identifying the stakeholders and their stakes.
Finally, justice failures result from ignoring the fairness of the distribution of harms and benefits. This leads to a solution which may maximize benefits and minimize harms but still give rise to serious injustices in the distribution of these benefits and harms.
Failure to weigh harms against benefits occurs when decision makers lack the experience to make the qualitative comparisons required in ethical decision making.
Failure to compare different alternatives can lead to a decision that is too limited and one-sided.
Incomplete Analysis results from considering too few consequences. Often it indicates a failure of moral imagination which, in this case, is the ability to envision the consequences of each action alternative.
“Paralysis of Analysis" comes from considering too many consequences and not focusing only on those relevant to your decision.
Identify, sort out, and weigh the consequences (the results the action is likely to bring about)
Identify the stakeholders (those individuals or groups who are going to be affected by the action), and their stakes (interests, values, goods, rights, needs, etc.
Describe the action or solution that is being tested (what the agent is going to do or perform)
Identify the agent (the person who is going to perform the action)
Social, Cultural, or Political. The socio-technical system within which the solution is to be implemented contains certain social structures, cultural traditions, and political ideologies. How do these stand with respect to the solution? For example, does a climate of suspicion of high technology
Organizational. Inconsistencies between the solution and the formal or informal rules of an organization may give rise to implementation obstacles. Implementing the solution may require support of those higher up in the management hierarchy. The solution may conflict with organization rules,
Individual Interest Constraints. Individuals with conflicting interests may oppose the implementation of the solution. For example, an insecure supervisor may oppose the solution because he fears it will undermine his authority. Are these individual interest constraints fixed or negotiable?
Legal. How does the proposed solution stand with respect to existing laws, legal structures, and regulations? Does it create disposal problems addressed in existing regulations? Does it respond to and minimize the possibility of adverse legal action? Are there legal constraints that go against the
Manufacturability. Are there manufacturing constraints on the solution at hand? Given time, cost, and technical feasibility, what are the manufacturing limits to implementing the solution? Once again, are these limits fixed or flexible, rigid or negotiable?
Technical. Technical limits constrain the ability to implement solutions. What, then, are the technical limitations to realizing and implementing the solution? Could these be moved back by modifying the solution or by adopting new technologies?
Financial. Are there cost constraints on implementing the ethical solution? Can these be extended by raising more funds? Can they be extended by cutting existing costs? Can agents negotiate for more money for implementation?
Time. Is there a deadline within which the solution has to be enacted? Is this deadline fixed or negotiable?
The Feasibility Test identifies the constraints that could interfere with realizing a solution. This test also sorts out these constraints into resource (time, cost, materials), interest (individuals, organizations, legal, social, political), and technical limitations. By identifying situational
The solution evaluation matrix presented just below models and summarizes the solution testing process.
Global Feasibility: Do any obstacles to implementation present themselves at this point? Are there resources, techniques, and social support for realizing the solution or will obstacles arise in one or more of these general areas? At this point, assess globally the feasibility of each solution.
Code: Does the solution violate any provisions of a relevant code of ethics? Can it be modified to be in accord with a code of ethics? Does it address any aspirations a code might have? (Engineers: Does this solution hold paramount the health, safety, and welfare of the public?)
Publicity: Is this action one with which you are willing to be publicly identified? Does it identify you as a moral person? An irresponsible person? A person of integrity? An untrustworthy person?
Harm/Beneficence: Does the solution minimize harm? Does it produce benefits that are justly distributed among stakeholders?
Reversibility: Is the solution reversible between the agent and key stakeholders?
If your problem is a conceptual disagreement, how can this be overcome? By consulting a government policy or regulation? (OSHA on safety for example.) By consulting a theoretical account of the value in question? (Reading a philosophical analysis of privacy.) By collecting past cases that involve
If your problem is a factual disagreement, what is the procedure for gathering the required information, if this is feasible?
If your problem is a value conflict then can these values be fully integrated in a value integrating solution? Or must they be partially realized in a compromise or traded off against one another?
Does your problem arise from an impending harm? What is the harm? What is its magnitude? What is the probability that it will occur?
Is your problem a disagreement? Is the disagreement over basic facts? Are these facts observable? Is it a disagreement over a basic concept? What is the concept? Is it a factual disagreement that, upon further reflection, changes into a conceptual disagreement?
Is your problem a conflict? Moral versus moral value? Moral versus non-moral values? Nonmoral versus non-moral values? Identify the conflicting values as concisely as possible. Example: In Toysmart, the financial values of creditors come into conflict with the privacy of individuals in the data
Further spell out the right by showing what actions the correlative duties involve. For example, a manager should not violate an employee's due process right by firing him or her without just cause. The organization's human resources department might carry out a training program to help managers
Identify the correlative duty-holder(s) that need to take steps to recognize and respect the right. For example, private and government organizations may be duty-bound to create due process procedures to recognize and respect this right.
Provide an example of a situation in which the right claim becomes operative. For example, an engineer may claim a right to due process in order to appeal what he or she considers an unfair dismissal, transfer, or performance evaluation.
Be sure to show that the right is essential to autonomy. If it is vulnerable be sure to identify the standard threat. (A standard threat is an existing condition that threatens autonomy.)
Justify the right claim using the rights justification framework. In other words show that the right claim is essential, vulnerable, and feasible.
Describe the claim (essential capacity of action) made by the right. For example, due process claims the right to a serious organizational grievance procedure that will enable the right-holder to respond to a decision that has an adverse impact on his or her interests. It may also be necessary in
You will be divided into small groups and each will be assigned a right claim taken from the above list.
Finally, the correlative duty-levels can be specified as the duties not to violate rights, duties to prevent rights violations (whenever feasible), and the duties to aid the deprived (whenever is feasible).
Correlative duties and duty holders can be specified.
Right holders can be specified.
Due Process can be justified by showing that it is essential to autonomy, vulnerable, and feasible.
We can identify and define specific rights such as due process. Moreover, we can set forth some of the conditions involved in recognizing and respecting this right.
Rights and duties are correlative; for every right there is a correlative series of duties to recognize and respect that right.
Definition: A duty is a rule or principle requiring that we both recognize and respect the legitimate rights claims of others. Duties attendant on a given right fall into three general forms: (a) duties not to deprive, (b) duties to prevent deprivation, and (c) duties to aid the deprived.
All rights claims must satisfy three requirements. They must be (1) essential to the autonomy of individuals and (2) vulnerable so that they require special recognition and protection (on the part of both individuals and society). Moreover, the burden of recognizing and respecting a claim as a
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