In recent years, a succession of corporate scandals has rocked the international business community. As a result, many companies have invested considerable time, money and effort on the development of ethics management programs. However, in many cases, such programs are nothing more than insurance policies against corporate liability, designed merely to limit the fallout of scandals should they occur. In Business Ethics as Practice, Mollie Painter-Morland urges us to take business ethics seriously by reconsidering the role of ethics management within organizations. She redefines the typical seven-step ethics management program from within CfI challenging the reader to reconsider what is possible within each aspect of this process. In doing so, she draws on the insights of Aristotle, Nietzsche, Heidegger, Foucault and numerous contemporary organizational theorists and sociologists to create the space for the emergence of a morally responsive corporate ethos.

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zlib/Business & Economics/Responsibility and Business Ethics/Mollie Painter-Morland/Business Ethics as Practice: Ethics as the Everyday Business of Business_700527.pdf

Painter-Morland, Mollie

Greenwich Medical Media Ltd

Business, value creation, and society, Cambridge, UK ; New York, 2008

Business, value creation and society, New York, New York State, 2008

Cambridge University Press, Cambridge, UK, 2008

United Kingdom and Ireland, United Kingdom

September 30, 2008

2009

72233

avaxhome.ws

lg270016

producers:
Acrobat Distiller 5.0 (Windows)

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Includes bibliographical references and index.

Cover......Page 1
Half-title......Page 3
Series-title......Page 4
Title......Page 5
Copyright......Page 6
Contents......Page 7
Preface......Page 9
Foreword......Page 15
Acknowledgements......Page 17
1 Introduction: the dissociation of ethics from practice......Page 21
The typical ethics management process and its limitations......Page 26
Motivation: fear of penalty and ethical risk......Page 27
Formulation......Page 41
Ethics training and communication......Page 45
The ethics and compliance function......Page 50
Ethics and performance management systems......Page 55
Willingness to report misconduct......Page 60
Reporting practices......Page 64
Responding to the current state of organizational ethics programs......Page 67
2 Reconsidering approaches to moral reasoning......Page 70
Utilitarianism......Page 72
Non-consequentialist approaches......Page 75
Deontology......Page 76
Rawls' justice as fairness......Page 83
Contractarian theories in business ethics......Page 89
Communitarianism......Page 95
Some responses to the problematic features of many approaches to ethics......Page 101
Towards new perspectives......Page 107
The continental tradition......Page 110
3 Moral agency reconsidered......Page 114
Rethinking our understanding of how individuals make sense of things......Page 117
Rethinking "rationality" from the perspective of embodied morality......Page 122
Beyond isolation: moral agency in organizations......Page 129
Knowing, thinking, deciding in organizational settings......Page 135
Common misconceptions......Page 150
Values as life-enhancing......Page 163
Values as emotional......Page 167
Values as tropical (trope-like) and rhetorical......Page 170
Values as relational and responsive......Page 174
Values as congruence......Page 186
Values as emergent properties of complex adaptive systems......Page 191
5 Leadership and accountability......Page 199
Ethical leadership......Page 201
Leaders and leadership from a broader perspective......Page 209
Following one's passions......Page 220
Having a values-driven orientation......Page 223
Eliciting and appreciating contention......Page 226
Wisdom and humility......Page 227
Fostering collaboration......Page 229
Charisma, rhetoric and motivation......Page 233
Redefining authenticity and diversity......Page 234
Fostering trust and confidence......Page 237
Interdependence......Page 241
Rethinking leadership and accountability within complex organizational systems......Page 243
6 Reconsidering ethics management......Page 256
Rethinking ethics management programs......Page 257
Motivation......Page 259
Formulation......Page 265
Integration......Page 277
Institutionalizing systemic leadership......Page 278
The cross-functional task team......Page 279
Integrated sustainability......Page 281
Ethics and compliance offices or functions within organizations......Page 285
Ethics training in organizations......Page 290
Communication......Page 300
Policies......Page 303
Performance management......Page 306
Ongoing assessments and reporting......Page 308
The way forward......Page 310
Index......Page 313

Cover 1
Half-title 3
Series-title 4
Title 5
Copyright 6
Contents 7
Preface 9
Foreword 15
Acknowledgements 17
1 Introduction: the dissociation of ethics from practice 21
The typical ethics management process and its limitations 26
Motivation: fear of penalty and ethical risk 27
Formulation 41
Integration 45
Ethics training and communication 45
The ethics and compliance function 50
Evaluation 55
Ethics and performance management systems 55
Willingness to report misconduct 60
Reporting practices 64
Responding to the current state of organizational ethics programs 67
2 Reconsidering approaches to moral reasoning 70
Utilitarianism 72
Non-consequentialist approaches 75
Deontology 76
Rawls' justice as fairness 83
Contractarian theories in business ethics 89
Communitarianism 95
Some responses to the problematic features of many approaches to ethics 101
Towards new perspectives 107
The continental tradition 110
3 Moral agency reconsidered 114
Rethinking our understanding of how individuals make sense of things 117
Rethinking "rationality" from the perspective of embodied morality 122
Beyond isolation: moral agency in organizations 129
Knowing, thinking, deciding in organizational settings 135
4 Reconsidering values 150
Common misconceptions 150
Redefining "values" 163
Values as life-enhancing 163
Values as emotional 167
Values as tropical (trope-like) and rhetorical 170
Values as relational and responsive 174
Values as congruence 186
Values as emergent properties of complex adaptive systems 191
5 Leadership and accountability 199
Ethical leadership 201
Leaders and leadership from a broader perspective 209
Redefining leadership: contemporary perspectives 220
Following one's passions 220
Having a values-driven orientation 223
Eliciting and appreciating contention 226
Wisdom and humility 227
Fostering collaboration 229
Charisma, rhetoric and motivation 233
Redefining authenticity and diversity 234
Fostering trust and confidence 237
Interdependence 241
Rethinking leadership and accountability within complex organizational systems 243
6 Reconsidering ethics management 256
Rethinking ethics management programs 257
Motivation 259
Formulation 265
Integration 277
Institutionalizing systemic leadership 278
The cross-functional task team 279
Integrated sustainability 281
Ethics and compliance offices or functions within organizations 285
Training and communication 290
Ethics training in organizations 290
Communication 300
Policies, discipline and reward 303
Policies 303
Performance management 306
Ongoing assessments and reporting 308
The way forward 310
Index 313

"In Business Ethics as Practice, Mollie Painter-Morland urges us to take business ethics seriously by reconsidering the role of ethics management within organizations. She redefines the typical seven-step ethics management program from within - challenging the reader to reconsider what is possible within each aspect of this process. In doing so, she draws on the insights of Aristotle, Nietzsche, Heidegger, Foucault, and numerous contemporary organizational theorists and sociologists to create the space for the emergence of a morally responsive corporate ethos."--Jacket

Painter-Morland urges us to take business ethics seriously by reconsidering the role of ethics management within organizations. She redefines the typical seven-step ethics management programme from within - challenging the reader to reconsider what is possible within each aspect of this process

The dissociation of ethics with practice
Reconsidering approaches to moral reasoning
Moral agency reconsidered
Reconsidering values
Leadership and accountability
Reconsidering ethics management.

2010-05-31