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MORALITY AND RATIOANLITY

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RATIONAL ORGANISATION
The more traditional rational model of a business organization defines the organization as a structure of formal (explicitly defined and openly employed) relationships designed to achieve some technical or economic goal with maximum efficiency. E. H. Schein provides a compact definition of an organization from this perspective: An organization is the rational coordination of the activities of a number of people for the achievement of some common explicit purpose or goal, through division of labor and function and through a hierarchy of authority

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ETHICAL RESPONSIBILITIES

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The obligation of the employer

The obligation of the employee

EMPLOYEE OBLIGATION TOWARDS THE FIRM

Towards the goals of the firm.

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Avoid any activities that cause harm to those goals.

Obey organisational superiors.

CONFLICTS OF INTERESTS
1.

Bribes
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2.

Gifts Commercial bribe Embezzlement

3.

4.

5.

Larceny
Trade secrets
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6.

FIRMS DUTIES TO THE EMPLOYEE

Provide appropriate compensation

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Fairness of wages

Fairness of working conditions

Transperncy International India with 3.3 rank 87

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ETHICAL / MORAL DECISION MAKING

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THE FRAMEWORK OVERVIEW

Step One: Describe the problem

Step Two: Determine whether there is an ethical issue

or an ethical dilemma

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Step Three: Identify and rank the key values and principles

Step Four: Gather your information Step Five: Review any applicable Code of Ethics Step Six: Determine the options Step Seven: Select a course of action
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STEP ONE: DESCRIBE THE PROBLEM

Ethical problems are always embedded in a context.

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Circumstances impact upon the problem definition

(for whom does the problem exist?

setting?)

What is the

Beware of the tendency to look toward the clinical or purely legal perspective for guidance.
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STEP TWO: DETERMINE WHETHER THERE IS AN ETHICAL DILEMMA

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Dilemma greek origin di- two limos-horns, Two horned

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STEP TWO: DETERMINE WHETHER THERE IS AN ETHICAL DILEMMA

Dilemma becomes ethical when the good or bad options seem to have a moral component

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(eg. confidentiality vs. prevention of harm, self determination vs. workers perception of clients best interests, freedom vs. safety)

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STEP TWO: DETERMINE WHETHER THERE IS AN ETHICAL DILEMMA

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If

you find it easy to articulate the perceived best interest as being on one side, you might ask, Who determines what is in the best interest? You? Courts? Client? Family? Remember, most individuals will probably perceive their own preferences as being in their own best interest.

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STEP THREE: IDENTIFY AND RANK THE KEY VALUES AND PRINCIPLES

What reasons can you provide for prioritizing one

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competing value over another?

Understand that a resolution to a dilemma which goes against an individuals personal set of values has very little chance of success.
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STEP FOUR: GATHER YOUR INFORMATION

Do

you have all the known facts? Do you understand the applicable laws or legalities? Do you have all relevant policies available to review? Are you clear about the individuals views and personal values? * Dont hesitate to seek out consultation.

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STEP FIVE: REVIEW ANY APPLICABLE CODE OF ETHICS

Not

legal documents, but professionals are bound to tenets and can be sued for breach Look for the following: -- mission statement -- values base of the organization -- ethical principles to guide practice -- ethical standards Codes can be revised or updated as needed

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STEP SIX: DETERMINE THE OPTIONS

List all possible actionable options

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Weigh the cost/benefits of each option

Seek out additional points of view

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STEP SEVEN: SELECT A COURSE OF ACTION

1)

Discard the least desirable option.

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2)

Discard any which you can not put into action. Discard any options which violate the values systems of those affected.

3)

4)

Recognize that your final choice will be impacted by your personal values.
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STEP EIGHT: PUT YOUR PLAN INTO ACTION

Reflect on the outcomes with a sense that you have

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truly approached this ethical dilemma with the best of intentions and to the best of your ability.

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STEP NINE: EVALUATE

Evaluate the consequences for each person

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involved

(client,

family

members,

co-workers,

agency, etc.)

Consider submitting your most difficult cases to an ethics review board or peer consultants for feedback.
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STEP TEN

Discuss

the

case

with

your

ethical

review

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committee or board.

Dont have one? Create one.

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