Ethical Management and Decision Making
Curriculum guideline
Methods will include case studies, classroom discussion, lectures, seminars and reading assignments. Guest speakers, role-plays and audio-visual materials may be used where appropriate.
I. An introduction to Business Ethics and influences on ethical-decision making
a. Rise of Business Ethics
b. Global environment
c. Economic systems
i. Market economies: Capitalism in crisis
ii. Mixed market economies
iii. Command economies: Communist and Socialist economies
d. Foundations of ethical decision making
II. Stakeholder and issues management approaches
a. Stakeholder management approach to ethics
b. Recognizing and resolving stakeholder issues and perspectives
c. Implementing plans that recognize stakeholder interests
III. Ethical principles and their effects on decision making
a. Ethical principles and approaches
b. Ethical decision making models
IV. Organizational influences on organizational ethics and ethical decision-making
a. Organizational culture and structure influences
b. Corporate social responsibility
c. Internal and external stakeholders
V. Developing ethical organizations
a. Workplace ethical topics, such as:
i. Hiring, promoting, discharging and disciplining;
ii. Discrimination;
iii. Abuse of power, harassment, bribes and kickbacks;
iv. Product and workplace safety;
v. Advertising;
vi. Whistleblowing;
vii. Environmental issues; and
viii. Research and development, supply chain, etc.
b. Ethical leadership styles and approaches
c. Ethical organizational cultures
d. Ethical organizational structures, policies and procedures
e. Ethical human resource management
f. Ethics programs and corporate social responsibility approaches
VI. Tools, models and frameworks for personal ethical decision making
After completing this course, students will be able to:
- appraise their values in order to develop a moral compass that will guide and influence them;
- critique the complex nature and implications of the managerial, organizational, social and economic context within which managers make ethical decisions;
- recognize and analyze the personal, organizational and social dynamics (e.g., culture, organizational culture and system, issue intensity, moral/value development) underlying the process, content and outcomes of ethical decision making;
- identify the effects of organizational power dynamics, organizational culture and societal/systemic influences on managers’ and employees’ behaviour;
- select and apply tools, models and/or frameworks for personal and managerial decision making; and
- propose and evaluate methods to appropriately shape organizational systems, culture and processes that engender ethical decisions in a diverse organizational and societal contexts.
| Participation | 0-10% |
| Case Study(ies) | 10-30% |
| Project(s) and/or Assignment(s) | 30-50% |
| Examination(s) (see note 4) | 20-30% |
Notes:
1. At least 50% of the total coursework must be individual work.
2. To pass the course, students must achieve a cumulative grade of 50% in all non-group assessments as well as 50% overall in the course. In other words, students must have achieved at least 50% on their cumulative individual assessments in order to be eligible to earn marks from group work.
3. No single assessment (e.g., case study, exam, quiz, project, etc.) can be worth more than 30%.
4. The use of a final exam is at the discretion of the instructor; however, if a final exam is not given, then a final project is required.
5. Students may conduct research as part of their coursework in this class. Instructors for the course are responsible for ensuring that student research projects comply with College policies on ethical conduct for research involving humans, which can require obtaining Informed Consent from participants and getting the approval of the Douglas College Research Ethics Board prior to conducting the research.
Custom cases and readings AND
Any one of the following:
-Ferrell, O.C., Fraedrich, J., & Ferrell, L. Business Ethics;
-Weiss, J.W. Business Ethics: A Stakeholder and Issues Management Approach;
- Or other textbook as approved by the department.
Courses listed here must be completed either prior to or simultaneously with this course:
- No corequisite courses
Courses listed here are equivalent to this course and cannot be taken for further credit:
- No equivalency courses