Profits Before Ethics

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Bosses Put Profits before Ethics

Bosses Put Profits before Ethics


Ethics has been a subject of study for thousands of years, and brilliant scholars have spent their lives exploring it. Ethics concern with the philosophical reflections on morality. Ethics involves two basic questions. One is concerned with prescribing the content of morality. The other is concerned with giving reasons for morality. Both ethics and morality are concerned with how we position ourselves in relation to others. However, research has demonstrated that bosses put profits before ethical principles. This paper discusses the bosses' approaches to the companies' incoming profits. How results of the surveys proved that their fundamental issue is the profits that gained by the companies. There will be answers for the question where bosses put ethical values while they are searching for substantial profits. According to this some ethics and dilemmas, different aspects will be assessing. Some of the blogs, websites for news and Wall Street Journal and written opinions will be used as references.

Bosses are Prioritizing Profits over Principles

Ethics is linked to sustainability through the concern for others and subsequent considerations about how to organize relationships to the other. Organizational ethics includes both corporate and business ethics, or, put another way, both the corporate values and the financial practices of the organization. They relate to all aspects of the organization including mission, vision, governance, and leadership. Within health care, organizational ethics encompasses the professional and moral codes of the organization's conduct. In the case of other organizations, it may reflect the conduct toward employees, contractors, or members. However, there are many managers and bosses who leave behind the principle of ethics for the sake of profits (Blackburn, 2001, 35).

There are numerous negative headlines rising about corporate executives preferring profits for ethics. Reading about these failures, we can learn from many poor management decisions, many doing nothing ethically, or even falling in the embezzlement (fraud). While many of these decisions were misjudgments, reading or single market Greed, other decisions were the result of ethical lapses.

Not surprisingly, the number of notable failures has accelerated from 2006 to 2009 as a result of the effects of the deepening global recession. However, the amount of negative behavior of executives, have eroded consumer confidence in many organizations and their management teams. These failures are documented seem to reinforce the widespread belief that everyone is able to commit immoral acts under certain conditions. In his book, "Blind Spots: Why we cannot do what is right and what to do about it? (Velazquez, 1992, 46)" Max Bazerman professors from Harvard Business School and Ann Tenbrunsel the University of Notre Dame, citing this fact and suggest a way to avoid this trap of thinking.

Bazerman has studied this issue for two decades and learned something interesting and disturbing.

Good managers are able to do disagreeable things, not realizing they are doing something wrong.

Most corporate training and university ethics deals only purposive behavior.

These "blind spots" motivate managers to avoid realizing ethical violations when they occur in their ...
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