Ethics
• Ethics
– A code of moral standards of conduct for what is “good” and “right” as opposed to what is “bad” or “wrong”.
• Ethical Behavior
– That which is “right” or “good” in the context of governing moral code. – Ethical behavior is value driven
Page 1
Ethics
• Ethical behavior is values driven. • What is considered ethical varies among moral reasoning approaches. • What is considered ethical can vary across cultures. • Ethical dilemmas arise as tests of personal ethics and values. • People have tendencies to rationalize unethical behaviors.
Page 2
What Is Business Ethics?
• Business ethics involves applying general ethical principles and standards to business activities, behavior and decisions • Ethical principles in business are not different from ethical principles in general • Business actions are judged
– By general ethical standards of society – Not by more permissive standards
Page 3
Values
• Values
– Broad beliefs about what is appropriate behavior
• Terminal Values
– Preferences about desired end states
• Instrumental Values
– Preferences regarding the means to desired ends
Page 4
Moral Reasoning
• Moral Reasoning
– Reasons for various ethical practices
Page 5
Organization Development (OD) is "an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's processes, using behavioral-science knowledge."
-Beckhard
Page 6
Ethical Issues in OD
• White & Wooten see 5 categories of ethical dilemmas in OD:
– Misrepresentation and collusion – Misuse of Data – Manipulation and coercion – Value and goal conflicts – Technical Ineptness
Page 7
1a.Misrepresentation of consultant’s skills
• Distortion or misrepresentation of one’s training, competencies or experience in vita sheets. • To let the client assume that one has certain skills when one does not.
Page 8
1b.Collusion
• Collusion in literal sense refers to “conspiring” • In OD, it may refer to e.g. consultant agreeing with the key client to schedule a team building workshop when department head, whose team meeting has to be conducted, is scheduled to be on leave.
Page 9
2.Misuse of data
• Misuse of data might be on the part of consultant or client • E.g. showing climate survey results from deptt A to head of deptt B without permission from deptt A. • So, confidentiality is important (Weisbord’s guidelines)
Page 10
3.Manipulation & Coercion
• Distorting the data gathered during OD effort or misrepresenting the data. • E.g. showing more number of representatives than those who actually attended the workshop • Coercion involves forcing the org members into settings where they are required to disclose information about themselves or their units which they prefer Page 11 to keep private
4.Value and Goal Conflicts
• E.g. a company going for major reengineering effort after assurances of job security, may end up laying off a huge part of their workforce. • For OD consultant, in such cases, the ethical course of action, would be to press the top management to be completely open with employees about the implications of whatever strategy is being used. Page 12
5.Professional/Technical Ineptness
• Involves two kind of violations of ethical standards:
– Using an intervention that has a low probability of being helpful, or may be harmful in given situation – Using an intervention that exceeds one’s expertise (need for “shadow consultant”)
Page 13
Implications of OD for client
• OD interventions are a conscious effort on the part of the top management:
– To enlarge the database for making mgmt decisions – To expand the influence process – To capitalize on strengths of informal system and to make formal and informal system more congruent – To become more responsive
Page 14
Implications of OD for client
• OD interventions are a conscious effort on the part of the top management:
– To legitimatize conflict as an area of collaborative management – To examine its own leadership style – To legitimatize and encourage the collaborative mgmt of teams, intergroup and organizational cultures. These implications are for top mgmt & must be clear to OD consultant from beginning so as to help top mgmt be clear about them as process unfolds.
Page 15
doc_455577218.pptx
• Ethics
– A code of moral standards of conduct for what is “good” and “right” as opposed to what is “bad” or “wrong”.
• Ethical Behavior
– That which is “right” or “good” in the context of governing moral code. – Ethical behavior is value driven
Page 1
Ethics
• Ethical behavior is values driven. • What is considered ethical varies among moral reasoning approaches. • What is considered ethical can vary across cultures. • Ethical dilemmas arise as tests of personal ethics and values. • People have tendencies to rationalize unethical behaviors.
Page 2
What Is Business Ethics?
• Business ethics involves applying general ethical principles and standards to business activities, behavior and decisions • Ethical principles in business are not different from ethical principles in general • Business actions are judged
– By general ethical standards of society – Not by more permissive standards
Page 3
Values
• Values
– Broad beliefs about what is appropriate behavior
• Terminal Values
– Preferences about desired end states
• Instrumental Values
– Preferences regarding the means to desired ends
Page 4
Moral Reasoning
• Moral Reasoning
– Reasons for various ethical practices
Page 5
Organization Development (OD) is "an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's processes, using behavioral-science knowledge."
-Beckhard
Page 6
Ethical Issues in OD
• White & Wooten see 5 categories of ethical dilemmas in OD:
– Misrepresentation and collusion – Misuse of Data – Manipulation and coercion – Value and goal conflicts – Technical Ineptness
Page 7
1a.Misrepresentation of consultant’s skills
• Distortion or misrepresentation of one’s training, competencies or experience in vita sheets. • To let the client assume that one has certain skills when one does not.
Page 8
1b.Collusion
• Collusion in literal sense refers to “conspiring” • In OD, it may refer to e.g. consultant agreeing with the key client to schedule a team building workshop when department head, whose team meeting has to be conducted, is scheduled to be on leave.
Page 9
2.Misuse of data
• Misuse of data might be on the part of consultant or client • E.g. showing climate survey results from deptt A to head of deptt B without permission from deptt A. • So, confidentiality is important (Weisbord’s guidelines)
Page 10
3.Manipulation & Coercion
• Distorting the data gathered during OD effort or misrepresenting the data. • E.g. showing more number of representatives than those who actually attended the workshop • Coercion involves forcing the org members into settings where they are required to disclose information about themselves or their units which they prefer Page 11 to keep private
4.Value and Goal Conflicts
• E.g. a company going for major reengineering effort after assurances of job security, may end up laying off a huge part of their workforce. • For OD consultant, in such cases, the ethical course of action, would be to press the top management to be completely open with employees about the implications of whatever strategy is being used. Page 12
5.Professional/Technical Ineptness
• Involves two kind of violations of ethical standards:
– Using an intervention that has a low probability of being helpful, or may be harmful in given situation – Using an intervention that exceeds one’s expertise (need for “shadow consultant”)
Page 13
Implications of OD for client
• OD interventions are a conscious effort on the part of the top management:
– To enlarge the database for making mgmt decisions – To expand the influence process – To capitalize on strengths of informal system and to make formal and informal system more congruent – To become more responsive
Page 14
Implications of OD for client
• OD interventions are a conscious effort on the part of the top management:
– To legitimatize conflict as an area of collaborative management – To examine its own leadership style – To legitimatize and encourage the collaborative mgmt of teams, intergroup and organizational cultures. These implications are for top mgmt & must be clear to OD consultant from beginning so as to help top mgmt be clear about them as process unfolds.
Page 15
doc_455577218.pptx