An Introduction to Business and Management Ethics by Mike Harrison

By Mike Harrison

This article offers an advent to a couple of the most important demanding situations dealing with an individual involved in criteria of behaviour in firms. It begins from a attention of the assets supplied by means of philosophical ethics and strikes directly to examine the demanding situations inherent in operating in a aggressive company surroundings.

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By Mike Harrison

This article offers an advent to a couple of the most important demanding situations dealing with an individual involved in criteria of behaviour in firms. It begins from a attention of the assets supplied by means of philosophical ethics and strikes directly to examine the demanding situations inherent in operating in a aggressive company surroundings.

Show description

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This is driven by our internally recognised need to grow and develop as moral persons through interaction and reflection. We may summarise the above in a slightly different way. In an ‘ethics of doing’ the goal is correct behaviour, while in an ‘ethics of awareness’ it is broadening our understanding and in an ‘ethics of being’ it is selfdevelopment and self-knowledge. In an ‘ethics of doing’ we choose our values by rational argument, while in an ‘ethics of awareness’ we recognise the need for education and a searching of the environment for further insights and sources of meaning.

1998), The Moral Philosophers: An Introduction to Ethics (2nd edn), OUP, Oxford. G. (1999), Jurisprudence (2nd edn), Butterworths, London. Singer, P. ) (1993), A Companion to Ethics, Blackwell, Oxford. Singer, P. (1997), How are We to Live: Ethics in an Age of Self-interest, OUP, Oxford. Thompson, M. (1999), Ethical Theory, Hodder and Stoughton, London. Vardy, P. and Grosch, P. (1994), The Puzzle of Ethics, HarperCollins, London. 31 3 Stakeholders and Corporate Social Responsibility Purpose and learning outcomes The purpose of this chapter is to introduce two key concepts in business ethics.

The above is particularly true of experienced managers who, after overcoming a natural resistance to the feeling that some fundamental ways in which they behave and relate to their world of work are being questioned, can become very forceful in debate and introduce new and exciting challenges to received ideas in ethics. Managers who have to deal with the politics and uncertainties of organisational life on a day-to-day basis may well find the prescriptions of ethics apparently simplistic and even unfair.

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