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CRITICAL QUESTION

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CRITICAL QUESTION

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    1. CRITICAL QUESTION HOW DO WE DEFINE WHO WE ARE?

    2. Corporate Roles, Personal Virtues: An Aristotelian Approach to Business Ethics Solomon Trade in home is appropriate Trade for profit is not One has to think of oneself as a member of a larger community Our sense of self as a virtuous person is defined by that larger community

    3. Six Dimensions of Virtue COMMUNITY We are members of a community and our self interest lies in community When we work we make the organization our community. EXCELLENCE Excellence is more than following rules and not doing harm to others. It is constantly raising the bar. It exhibits itself in our thoughts, ideas, feelings, action and how we construct our community.

    4. ROLE IDENTITY Our ethical standard is partially defined by the role we play in society. INTEGRITY Provides an anchor against disintegration. It integrates our roles and responsibilities and the virtues that define them. MORAL COURAGE JUDGEMENT Good judgement is the product of upbringing and education. It requires balancing concerns and principles as well as justice and fairness.

    5. TOUGHNESS It is the willingness to do what is necessary to keep organization viable. This is done knowing it will cause pain and suffering. It is done with compassion. HOLISM The process of separation of work, family and community causes alienation. This separation causes narrowness of focus in business activity, education and organizational.

    6. Moral Mazes: Bureaucracy and Managerial Work Jackall PROTESTANT WORK ETHIC Control of human impulses by work. The greater the work the greater the accumulation of wealth. Shifted to mean rugged individualism to financial success

    7. BUREAUCRACY Started as a small collection of clerks. Grew into major portion of most organizations. Administrative hierarchies Standardized work procedures Regularized time tables Uniform policies Centralized control

    8. Bureaucracy and Morality Pyramid of Politics Power Centralized, allocated, decentralized Never achieve higher status than boss Who Gets Credit Senior Management escapes responsibility by Avoiding decisions Delegate Involve large groups of people

    9. PLEASE THE KING CEO throw back to medieval times ORGANIZATIONS ARE UNSTABLE Mergers, sales, low performance create power changes SUCCESS AND FAILURE Socially defined Luck is necessary but capricious

    10. TIPS FOR FUTURE APPEARANCE AND DRESS SELF CONTROL Be human but not emotional STYLE Fast, Decisive, Knowledgeable, Reflect Organization’s Standards PATRON POWER Godfathers, Mentors necessary KNOW HOW TO PLAY THE GAME

    11. DOWNSIDE TO SYSTEM ORGANIZATIONS CAN REMOVE THE PERSON AND REPLACE THEM WITH A REPRESENTATION OF A PERSON (EMPTY SUIT)

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