Communication Ethics for Managers Chapter Three Communication Ethics

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Communication Ethics for Managers Chapter Three: Communication Ethics J. S. O’Rourke University of Notre

Communication Ethics for Managers Chapter Three: Communication Ethics J. S. O’Rourke University of Notre Dame / USA Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -

Business Ethics “It is the application of what is good and right to that

Business Ethics “It is the application of what is good and right to that assortment of institutions, technologies, activities, and pursuits which we call business. ” Manuel Velasquez Santa Clara University Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -2

Business Ethics “Ethics” refers most often to a domain of inquiry, or discipline, in

Business Ethics “Ethics” refers most often to a domain of inquiry, or discipline, in which matters of right and wrong, good and evil, virtue and vice, are systematically examined. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -3

Business Ethics “Morality, ” by contrast is most often used to refer not to

Business Ethics “Morality, ” by contrast is most often used to refer not to a discipline but to patterns of thought and action that are actually operative in everyday life. In this sense, morality is what the discipline of ethics is about. And so, business morality is what business ethics is about. K. E. Goodpaster Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -4

Integrity in Business The Hudson Institute and Walker Information surveyed 3, 000 workers across

Integrity in Business The Hudson Institute and Walker Information surveyed 3, 000 workers across the U. S. about their experiences and attitudes. Less than half said they believe their senior leaders are people of high integrity. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -5

Integrity in Business In a recent poll, 53% of about 1, 800 communications professionals

Integrity in Business In a recent poll, 53% of about 1, 800 communications professionals said top management is an organization’s conscience. Their other responses, however, reveal that employers may be sending mixed messages. Source: Business. Week Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -6

In My Organization. . . “Discussion of ethical / unethical conduct is encouraged” n

In My Organization. . . “Discussion of ethical / unethical conduct is encouraged” n Agree: 46% n Undecided: 28% n Disagree: 26% Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -7

In My Organization. . . “Unethical behavior that results in personal gain is reprimanded”

In My Organization. . . “Unethical behavior that results in personal gain is reprimanded” n Agree: 68% n Undecided: 23% n Disagree: 09% Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -8

In My Organization. . . “Unethical behavior that results in corporate gain is reprimanded”

In My Organization. . . “Unethical behavior that results in corporate gain is reprimanded” n Agree: 51% n Undecided: 36% n Disagree: 13% Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -9

Three Levels of Inquiry n The Individual n The Organization n The Economy Copyright

Three Levels of Inquiry n The Individual n The Organization n The Economy Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -10

Three Levels of Decision-Making n A moral point-of-view n An economic point-of-view n A

Three Levels of Decision-Making n A moral point-of-view n An economic point-of-view n A legal point-of-view Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -11

Three Kinds of Moral Principles n Utilitarianism n Rights n Justice Copyright © 2013

Three Kinds of Moral Principles n Utilitarianism n Rights n Justice Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -12

The Nature of Moral Judgments n Normative judgments: Conclusions involving values. n Non-normative judgments

The Nature of Moral Judgments n Normative judgments: Conclusions involving values. n Non-normative judgments Conclusions that are value-neutral. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -13

The Characteristics of Moral Principles They have serious consequences for human well-being. n Their

The Characteristics of Moral Principles They have serious consequences for human well-being. n Their validity rests on the adequacy of the reasons used to support and justify them. n They override self-interests. n They are based on impartial considerations. n Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -14

Making Moral Judgments Moral n Awareness Imagination Identification and Ordering Evaluation Copyright © 2013

Making Moral Judgments Moral n Awareness Imagination Identification and Ordering Evaluation Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -16

Making Moral Judgments Tolerating moral disagreement and ambiguity. n Integrating managerial and moral competence.

Making Moral Judgments Tolerating moral disagreement and ambiguity. n Integrating managerial and moral competence. n A sense of moral obligation. n Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -17

Applying Ethical Standards to Communication Oral communication. n Organizational policies. n Correspondence. n Rituals,

Applying Ethical Standards to Communication Oral communication. n Organizational policies. n Correspondence. n Rituals, ceremonies, and celebration. n Slogans, symbols, corporate credos. n Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -18

Applying Ethical Standards to Communication Evaluations, promotions, and rewards. n Interaction with other organizations.

Applying Ethical Standards to Communication Evaluations, promotions, and rewards. n Interaction with other organizations. n Interaction with the government, the press, and the public. n Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -19

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -20

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3 -20