...to handle cases on my own and hopefully get promoted to a higher position. The opportunities that I would make for myself improvement to allow me to be more valuable in the workplace would be to sometimes think outside the box and understand my clients with a better and clearer understanding. The opportunities that I look forward to is getting to help kids and hopefully landing a supervisor position with New York City ACS Agency. The result of my Ethical Lens Inventory was that my personal preferred Lens was None – periscope and Paralysis. This means that I see the gifts and weaknesses of each lens and I am able to move smoothly among them to adopt the right tools to each situation to get the best outcome. It also says that I listen to my intuition to decide what best for individuals as well as the virtues that will best serve the community. One way that my personal Ethical Lens will direct my academic behavior is by helping me to see the things in others prospective and also adjust to different situations quickly. My Ethical Lens influence critical thinking by letting me help others...
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...II introduced two situations that needed an ethical decision to be made by management as to the best way to handle the situations. The first dilemma deals with the implication that there might be harassment, by an employee named Bill, going on in the workplace. The employee who may be being harassed, employee named Gayle, requested a confidential meeting to discuss an issue. She did not mention anything about harassment, just a request for a confidential meeting. The second dilemma was in regards to an employee publishing false or inaccurate data based on research that the company had just completed and did not turn out as well as expected. Just like in the first Ethics Game Dilemmas the goals of this game were to: enhance ethical sensibility, increase efficacy in decision making, and increase ability to effectively communicate the course of action needed. The lenses used in the first situation were the Rights and Responsibilities lens and the Results lens. The decision-making steps used in this situation were: Step 1 - Be attentive. The issue in this dilemma was how to answer the employee’s request for confidentiality in the meeting. Step 2 – Be intelligent. The stakeholders that were identified in this issue were the shareholders, the VP of Human Relations, Gayle’s manager (me), Gayle, Bill, and Bill’s manager Step 3a – Be reasonable (Rights and Responsibility Lens). The option that best fulfills the requirements of this lens is to tell Gayle that I can keep a personal...
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...Ethical Lens and Dilemmas Ethical Leadership C206 April 4th, 2015 Ethical Lens and Dilemmas Ethics is the guiding force in any respectable organization. With a moral compass, especially in the leadership of organization, a company can become compromised and fall into a quagmire of legal issues, a tarnished reputation, and devaluation of company stock if it is a publically traded company. In pursuit of examine my own ethical lens I will analyze the ethical traits of an admired leader, my own traits as exhibited in the Ethical Lens Inventory, and how I make a decision concerning a particular ethical dilemma. Ethical Traits of President Obama My chosen leader for this ethics review is President Barack Obama. President Obama’s two leading exhibited ethical traits are respect and fairness. According to article Obama's Leadership & Character Traits Obama showed the first trait, respect, when he shared his views concerning diplomacy with Iran before he took office. He believed that we should recommence peace talks with Iran rather than pass a bill that would seek to label a group within their borders a terrorist threat which would lead us to locate troops near the Iranian border and escalate already heated tensions with Iran. Obama showed respect in this instance by believing that the past of an organization does not inherently infer that the organization should be disrespected by using force first rather than diplomacy. (Obama's Leadership & Character Traits...
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...Ethical Decision Making Throughout the course of this term, I was introduced to a plethora of new Information. Initially, we were taught that there are a series of different ethical lenses that can be used in decision making. There are four different Lenses, they are: 1. Rights Lens. In this Lens, the core point for decision making is “An action is ethical if I fulfill my duties and do the right thing as I claim my individual rights.” – (Ethical Lens Inventory.) 2. Relationship Lens. In this Lens, the core point for decision making is “An action is ethical if it supports a framework for continuous systemic ethical improvement for both the organization and the institutions supporting it.”- (Ethical Lens Inventory.) 3. Results Lens. In this Lens, the core decision making point is “An action is ethical if good ends – good results – come from the action.” – (Ethical Lens Inventory.) 4. Reputation Lens. In this Lens, the core decision making point is “An action is ethical if it is consistent with the habitual development of sound character traits including habits of thoughtful reflection, good intentions and noble human virtues.” – (Ethical Lens Inventory.) After completing different ethical scenarios using the different lenses, my preferred lens is the right and responsibility lens. What is interesting about this is the fact that it was predicted that this was indeed my preferred lens after completing the Ethical Lens Inventory. Throughout my working career, I’ve found that...
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...Ethics Review Team B reviewed the Ethics Game Simulation and the Ethic Responsibility Project completed individually by members of team B during week three of ETH/316. Each team member has provided a review of there findings. Stephen Stephen completed the ethics game simulation’s two scenarios. The first scenario had to do with sexual harassment and the second scenario had to do with falsified data for a potential product. Both scenarios seemed simple on the surface, but once further research was conducted the answers to each scenario became a little more difficult. The scenarios took Stephen through a process to achieve the desired result and explained why things needed to be don’t in a certain way. For example, a big decision is to analyze all the information a then make a decision what is the first thing to do. For the first scenario, the first thing to do figure out what the problem is which meant talking to the female worker and explaining that all attempts would be made to keep her information confidential, however dependent on the allegations that it may not be completely possible. The next step was to find out who the primary stakeholders were. This was a difficult task for the author that prompted a review of outline materials referencing ethical stakeholders. The ethical lens was used to determine what the author should do initially was the Rights and Responsibilities Lens (Ethics game, 2007). The rights and responsibilities lens allowed the author to look at...
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...real-world situations. It was written as a tool to help educate students on ethical decision-making. The simulation The Mysterious Blogger was chosen by the author to analysis is based on a company called G-BioSpot. A leading edge sports nutrition and supplements company founded by Carson Nelson, and Rian Miller. After working in the nutrition industry 10 years theydecide to open their own company (University of Phoenix, 2012). The author will review the simulation using the Barid Method decision-making process, and provide G-BioSpot with the best solution on their dilemma. The Mysterious Blogger The scenario in this simulation is the organization has a new computer security system and an employee has violated the non-disclosure agreement (NDA) by posting information about the company on a public blog. The blogger posting are about the security system and products. One of the IT employees without consent of the company hacks into the bloggers account and obtains the identity. The IT employee forwards the information to the Manager of Safety and Efficiency. Jorge from IT sees the anonymous e-mail sent to the manager and reveals the identity of both. The issue the Manager of Safety and Efficiency has is to whether use the information provided illegally to discipline or fire Jamal Moore (IT) and Aaron Webb (blogger). To make a bias ethical decision using the Baird Method: 4+1 Decision Process and two ethical lenses are essential. Following these decision-making steps led the author...
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...in the simulation and identify the best decision for all parties involved. This summary will review what ethical issues were presented in the simulation, the decision making steps to ethically address the issues, the perspectives and lenses that were used to make the decision, influences in the decision making and concepts that relate to my work place. The first simulation “The Mysterious Roses” presented an issue that could have potentially been a violation of the sexual harassment policy. In this simulation Bill Witherspoon, a research scientist had been sending flowers to Gayle Dornier, a Sales Representative. Bill Witherspoon had been sending flowers anonymously for the last three weeks to encourage her. Joe Williams another employee informed me that this has made Gayle uncomfortable. Gayle has requested a meeting due to a confidential matter that may or may not be related to the anonymous flowers. Due to Gayle’s request that this meeting be kept confidential, I am faced with the dilemma of what to do in this situation. The second simulation “Cold Feet”, presented a problem related to possible falsification of data. In simulation I have received an email from Nicolai Zubanov. The report he has to submit to Phillip Waters has data that is not favorable to their project. To help the situation he will be editing data to make the report look better. Philip Waters asks to review his final report and the results that Nicolai had included in the first initial report are not...
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...|[pic] |Syllabus | | |College of Humanities | | |US/101 Version 7 | | |Introduction to University Studies | Copyright © 2012, 2011, 2010, 2009 by University of Phoenix. All rights reserved. Course Description The essential information, skills, tools, and techniques necessary for academic success and personal effectiveness at University of Phoenix are introduced in this course. The course develops and applies practical knowledge and skills immediately relevant to first-year university students. Course topics include goal setting and working with personal motivation, understanding and using university resources, developing efficient study habits, making the most of personal learning styles, and how best to manage time and reduce personal stress levels. Policies Faculty and students will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view...
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...from. She approaches her boss and asks to speak about the situation in confidence. In the meantime, her boss also receives an email from Bill Witherspoon, an employee in the R&D department. The email suggests that Bill has struck up a friendship with Gayle and is concerned that her performance lately hasn’t been up to par compared to previous quarters, he has been trying to cheer her up to give her encouragement. He also suggests to her boss that this is probably just a slump and Gayle will bounce back soon. The issue at hand is how to address Gayle’s request for confidentiality in the meeting. In the decision making process we have to weigh out the best option for the situation we are confronted with. The rights and responsibility lens cover the duty we have to the company as well as to employees. We have to make sure that we follow protocol to reduce liability to the company as well as providing the employee with information to protect themselves all...
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...Course Design Guide GEN/200 Version 2 Course Syllabus College of Humanities GEN/200 Version 2 Foundations for General Education and Professional Success Copyright © 2011, 2008 by University of Phoenix. All rights reserved. Course Description This general education course is designed to introduce the intentional learner to communication, collaboration, information utilization, critical thinking, problem solving, and professional competence and values. The course uses an interdisciplinary approach for the learner to develop personal academi c strategies in order to reach desired goals and achieve academic success . Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Ellis, D. (2011). Becoming a master student (13th ed.). Boston, MA: Wadsworth, Cengage Learning. All electronic materials are available on the student website. 1 Course Design Guide GEN/200 Version 2 Week...
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...2291 Review Lecture PPT Lecture 1 * Ethics: Rules or system governing conduct/Shared community values/principles * Morality: our personal compass of values/principles * Professional ethics: shared and mutually enforced professional norms * Business Ethics: application of values within a business context/the authenticity and integrity of the enterprise * Law is not ethics: law is a baseline of societal expectation, a floor limiting action, and often address past events; has a hard time anticipating future misconduct * Our legacy-touchstones: Secular legacy (family, Gandhi), Religious legacy, work legacy * Our core principles and values often begin with our role models, our family, culture, our roots, the society in which we live and work Lecture 2 * Two axes of ELI: Autonomy-Equality, Rationality-Sensitivity * The ELI is not suggesting you change your perspective and allows you to self-identify. The ELI gives a better understanding of the strengths and challenges in our view of lens. * Four lenses of ELI: Rights/Responsibility Lens (I am responsible), Relationship Lens (I am fair), Result Lens (Make choice that good for everyone), Reputation lens (concern about legacy, reputation) * Tools for analysis: Rights/responsibility: reason. Relationship Lens: Authority. Result lens: Experience. Reputation lens: tradition. * Risk: Rights/responsibility: Being autocratic. Relationship Lens: Being authoritarian. Result lens:...
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...Products liability is a broad legal category covering everything from exploding gas tanks to flammable baby clothes to lead paint toys, to poisoned toothpaste and dog food. Legal risk for defective products can attach to manufacturers, assemblers, wholesalers, and retail distributors, depending on where in the chain of production and distribution a problem occurred that led to a consumer being harmed. Liability varies greatly by state and there is no federal or uniform law governing products liability. International standards also vary greatly. Legal claims for damages from defective products were originally based primarily on theories of negligence or breach of warranty. Increasingly, however, successful claims are made on the basis of strict liability. This means that liability is increasing. Where a strict liability theory is used, the injured consumer does not need to demonstrate that the manufacturer or some other person was negligent or that the product was unfit for the purpose for which it was sold. All the injured consumer in such cases needs to prove is that he or she was injured by the product. The seminal case is Greenman v. Yuba Power Products, Inc., 59 Cal.2d 57, 377 P.2d 897, 27 Cal.Rptr. 697 (1963), in which the Court stated that the 'purpose of such liability is to ensure that the costs of injuries resulting from defective products are borne by the manufacturers that put such products on the market rather than by the injured persons who are powerless to protect...
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...Ethical Perspectives: The Ethics Game Many situations arise in the workplace that require employees (managers and subordinates) to sit down and think about the best solution. Sometimes solutions are unclear and what seems to be the most obvious answer, is not always the best choice. The Ethics Game simulation presented two different cases: the case of the mysterious rose and the case of the cold feet. Both cases bring the “manager” through different thought processes to make them understand the importance of analyzing the situation in different ways. In the case of the mysterious rose, the simulation presented the dilemma of a woman employee receiving flowers from another anonymous employee. I, as her director, know about this situation. The employee sends an e-mail asking for my confidence in a meeting. The problem that presents itself is how I should answer the employee’s request for confidentiality in a meeting. Since I know of the flowers and the possibility of harassment, I know that I cannot give her my word on 100% confidentiality. The simulation goes through a series of steps guiding the user to look at the situation from different ethical lenses. Both the rights and responsibilities lens and the results lens take the first step in identifying the primary stakeholders. The following steps differed for the two lenses. Although the steps I took through the two lenses were different, I actually came about the same decision in the end. End the end, I chose to tell Gayle...
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...instances, we are faced with ethical dilemmas, forcing us as individuals to evaluate and determine what we perceive to be ethical. Often, ethical dilemmas are recognized easily and it is simple to resolve. They are laid out in black and white and the answer is either right or wrong. Unfortunately, sometimes the clarity of what is right and what is wrong is not as simple but is blurred with no clear distinction. In these cases, individuals must use their own ethical codes and make decisions based on their judgment of the situation. Through classroom experience, I had the opportunity to explore the ethical lens category that I fall into based on the Ethical Lens Inventory. I have also had the chance to study how professionals are expected to make ethical decisions and the difference between individual morals and the standards that various companies set forth as their code of conduct. Throughout this, I have been able to determine what I should continue doing while making ethical decisions and what I should strengthen. Through reflection, I have determined my own personal ethics statement which entails how I hope to live my life and how I will work to make decisions when faced with ethical dilemmas. The Ethical Lens Inventory places you into one of the four ethical lenses (four primary ethical perspectives). There are different core values behind the lens that one uses to help determine what action to take when faced with an ethical dilemma. The lens in which you are placed is...
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...Introduction This document covers the ethical leadership traits and self-evaluation of ethical leadership based on ethical leadership inventory. A1. Ethical leadership traits In following section, I have covered some of the ethical leadership traits of Mr. Kenneth Chennault, Chairman and CEO of American Express. Kenneth began his career in American Express as a consultant and promoted to the top position in corporate ladder as CEO and Chairman, with his constant ethical leadership practices. According to interview published by Collis, C (2014), Kenneth articulated below key career incidences which really shaped his career as ethical leader and helped him promoted to the top position in American Express. Integrity and Trust: Integrity is the fundamental and key principle of ethical leadership. As per Kenneth, integrity means consistency of words and action and to build the trust in people leader needs to exhibit consistency of word and action. Kenneth was able to build the trust in 150 year old, bureaucratic organization by consistently delivering on what he promised and able to motivate people for bigger vision in the interest of the company. Vison: After assuming CEO position, Kenneth articulated clear and galvanizing vision for American Express. In 1980, he turned around the merchandize business process by supplying and distributing it through mails. He expressed and convinced his vision for more flexible and sustainable delivery process to key departments in American...
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