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Ethics | The system of rules that governs the ordering of values |
Ethical issue | Situation, problem, or opportunity in which an individual must choose among several actions that must be evaluated as morally right or wrong. |
Business Ethics | The moral principles and standards that guide behavior in the world of business. |
Moral Philosophy | Principles, rules, and values people use in deciding what is right or wrong. |
Universalism | The ethical system stating that all people should uphold certain values that society needs to function. |
Caux Principles | Ethical principles established by international executives based in Caux, Switzerland, in collaboration with business leaders from Japan, Europe, and the United States. |
Egoism | An ethical system defining acceptable behavior as that which maximizes consequences for the individual. |
Utilitarianism | An ethical system stating that the greatest good for the greatest number should be the overriding concern of decision makers. |
Relativism | Philosophy that bases ethical behavior on the opinions and behaviors of relevant other people. |
Virtue Ethics | Perspective that what is moral comes from what a mature person with "good" moral character would deem right. |
Kohlberg's model of cognitive moral development | Classification of people based on their level of moral judgment. |
Sarbanes-Oxley Act | An act passed into law by Congress in 2002 to establish strict accounting and reporting rules in order to make senior managers more accountable and to improve and maintain investor confidence. |
Ethical Climate | In an organization, the processes by which decisions are evaluated and made on the basis of right and wrong. |
Danger Signs | LOOK IN NOTES |
Ethical Leader | One who is both a moral person and a moral manager influencing others to behave ethically. |
Compliance based ethics program | Company mechanisms typically designed by corporate counsel to prevent, detect, and punish legal violations. |
Integrity based ethics program | Company mechanisms designed to instill in people a personal responsibility for ethical behavior. |
Ethical Decision Making | Moral awareness, moral judgment, and moral character |
Corporate Social Responsibility | Obligation toward society assumed by business |
Economic responsibilities | To produce goods and services that society wants at a price that perpetuates the business and satisfies its obligations to investors. |
Legal responsibilities | to obey local, state, federal, and relevant international laws. |
Ethical responsibilities | Meeting other social expectations, not written as law. |
Philanthropic responsibilities | Additional behaviors and activities that society finds desirable and that the values pf the business support. |
Transcendent Education | An education with five higher goals that balance self-interest with responsibility to others. |
Ecocentric Management | Its goal is the creation of sustainable economic development and improvement of quality of life worldwide for all organizational stakeholders. |
Sustainable growth | Economic growth and development that meet present needs without harming the needs of future generations. |
Life-cycle analysis | A process of analyzing all inputs and outputs, though the entire "cradle-to-grave" life of a product, to determine total environmental impact. |
journal article
A Transcendent Business Education for the 21st CenturyAcademy of Management Learning & Education
Vol. 3, No. 4 [Dec., 2004]
, pp. 415-420 [6 pages]
Published By: Academy of Management
//www.jstor.org/stable/40214311
Journal Information
The Academy of Management Learning & Education [AMLE] examines pressing issues in the fields of management learning and education by presenting theory, models, research, critiques, dialogues and retrospectives that address the learning process and the practice of management education. AMLE is an interdisciplinary journal; its readership includes scholars, educators, program directors, administrators at academic institutions, as well as policymakers, consultants and other practitioners in training and development or corporate education.
Publisher Information
The Academy of Management [the Academy; AOM] is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging.
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