Ethics as an integrating force in management
Ethics will not become part of the management decision-making process until it ceases to be viewed as an ‘add-on’; first you decide, then you assess the decision ethically. This essay focuses on one ethical concept, the good or the valuable, and shows how to incorporate it in an ethically and econom...
| Main Author: | |
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| Format: | Electronic Article |
| Language: | English |
| Check availability: | HBZ Gateway |
| Journals Online & Print: | Drawer...
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| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| Published: |
Springer Science + Business Media B. V
1984
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| In: |
Journal of business ethics
Year: 1984, Volume: 3, Issue: 4, Pages: 293-304 |
| Further subjects: | B
Decision Process
B Management Decision B Complex Decision B Specific Target B Economic Growth |
| Online Access: |
Volltext (JSTOR) Volltext (lizenzpflichtig) |
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| 520 | |a Ethics will not become part of the management decision-making process until it ceases to be viewed as an ‘add-on’; first you decide, then you assess the decision ethically. This essay focuses on one ethical concept, the good or the valuable, and shows how to incorporate it in an ethically and economically effective decision process. We focus on this concept because it uncovers a key fault in strategic thinking and generates questions central to any complex decision., The concept of the valuable is used to distinguish goals and purposes. A goal is a more or less specific target toward which one aims. A purpose is a way of being or functioning viewed as valuable in itself., Purposes make values operational. We look at values through a set of questions derived from the concept of the valuable. One question probes the range of individuals relevant to a decision. Participatory and dialectical decision approaches are critiqued. A second question probes the standards of rationality implicit in management decisions., We conclude by responding to two objections. The first is that justice in decision-making is insufficiently considered. The second is that there is little reason to think that the proposals made here would work if implemented. | ||
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