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ORGL 503 Organizational Ethics

 

 

 

This course explores the application of theism, atheism, consequentialism, absolutism, and Kantian and rule-utilitarian ideals in the development of a personal worldview. Participants discuss the application of theoretical models for dissecting ethical dilemmas to various ethical challenges. The course participant applies these and other concepts to the analysis of difficult ethical dilemmas, both prescribed and from personal experience, to develop the ability to make the most ethical decisions possible as an organizational leader.

 

Bibliography

Required:

  • Cha, S. E., & Edmondson, A. C. (2006). When values backfire: Leadership, attribution, and disenchantment in a values-driven organization. The Leadership Quarterly , 17, 57-78.

  • Christensen, S. L., & Kohls, J. (2003). Ethical decision making in times of organizational crisis: A framework for analysis. Business and Society , 42 (3), 328-358.

  • Cooper, T. L. (2006). The responsible administrator: An approach to ethics for the administrative role (5th ed.). San Francisco, CA: Jossey-Bass.

  • Cuillla, J. (1995). Leaadership ethics: Mapping the territory. Business Ethics Quarterly , 5 (1), 5-28.

  • Gaudine, A., & Thorne, L. (2001). Emotion and ethical decision-making in organizations. Journal of Busineness Ethics , 31 (2), 175-187.

  • Johnson, C. E. (2005). Meeting the ethical challenges of leadership: Casting light or shadow (2nd ed.). San Francisco, CA: Sage Publishing.

  • Johnson, C. E. (2007). Ethics in the workplace: Tools and tactics for organizational transformation. Thousand Oaks, CA: Sage Publications.

  • Johnson, M. (1993). Moral imagination: Implications of cognitive science for ethics. Chicago, IL: The University of Chicago Press.

  • Klein, S. (2002). The head, the heart, and business virtues. Journal of Business Ethics , 39 (4), 347-359.

  • L'Etang, J. (1992). A Kantian approach to codes of ethics. Journal of Business Ethics , 11 (10), 737-744.

  • Lichtenstein, B., Smith, B. A., & Torbert, W. R. (1995). Leadership and ethical development: Balancing light and shadow. Business Ethics Quarterly , 5 (1), 97-116.

  • Price, T. L. (2006). Understanding ethical failures in leadership. Cambridge, NY: Cambridge Unversity Press.

  • Spitzer, R. J. (2000). The spirit of leadership: Optimizing creativity and change in organizations. Provo, UT: Executive Excellence Publication

  • Wall, T. F. (2008). Thinking critically about moral problems. Belmont, CA: Wadsworth Cengage Learning.

  • Werhane, P. H. (2002). Moral imagination and systems thinking. Journal of Business Ethics , 38 (1/2), 33-42.

 

Research:

  • American Medical Association. (2007). Report on the council on ethical and judicial affairs. American Medical Association.

  • Bragg, H. L. (2003). Child protection in families experiencing domestiv violence. Washington, D.C.: U.S. Department of Health and Human Services Administration for Children and Families, Administration on Children, Youth and Families, Children’s Bureau Office on Child Abuse and Neglect.

  • Center for Medicare and Medicaid Services. (2012, November). Medical Learning Network. Retrieved January 24, 2013, from cms.gov: https://www.cms.gov/Outreach-and-Education/Medicare-Learning-Network

 

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