EHM2 TASK 1: ETHICAL THEORIES, LEADERSHIP, AND THE ETHICAL LENS INVENTORY

Ruth A Blog 20 July 2022

A: Ethical Leader

The ethical leader I will be discussing today is a former manager of mine, Kenny (name changed for privacy). I worked with and under him for under two and a half years, performing numerous functions for the company we were employed with. The two ethical traits that will be evaluated below are his encouragement of personal growth and initiative and his willingness to lead by example.

Ethical Traits Demonstrated

The first ethical trait, encouragement of personal growth and initiative, is a perfect trait to have as a leader. Encouraging initiatives shows that you respect your employees and believe in them. This allows the team members to contribute in ways they may have been afraid to. This will help the project or team by offering new and creative ways to reach the goal.

The second trait, willingness to lead by example, shows that he would never ask his employees to do anything he would not do himself. This, in my mind, separates a leader from a manager (Lemoine et al., 2019). He is not just sitting back, barking orders, but joining in the fight, climbing into the trenches when needed. This shows employees that he is with them, supporting them, not just expecting results from them.

How Was Ethical Conduct Exhibited

The best way to describe how Kenny showed ethical conduct was by establishing trust and mutual respect for colleagues and employees. With this, he treated his team as co-workers rather than subordinates. By treating us this way, he earned more trust and respect from us, the team (Lemoine et al., 2019). Doing this opened doors for conversations, even those uncomfortable, and a flexible work environment that kept the team happy. He could elevate himself when needed, but that was rare.

B: Deontological and Consequentialist Perspectives

The discussion in this section will be related to the accompanying situation: "You are an agent for a clinical gadget organization that produces fake joints. Your organization has fostered a counterfeit knee joint that is more affordable than the opposition and will emphatically diminish recuperating time for patients. Nonetheless, creating a serious and possibly deadly disease in a little level of patients is likewise known. The organization won't unveil this expected secondary effect. You believe you have an obligation to unveil this issue, however you consented to a nondisclosure arrangement when you were recruited and stress over potential repercussions” (Ruehle, 2019).

When going through the scenario, you can see how there can be different perspectives. The two views to be discussed are the Deontological and the Consequentialist. Our textbook teaches us that consequentialists are a philosophical theory in which the person choosing right vs wrong looks at the results based on the consequences that will come from it (Ruehle, 2019). Of this theory, is the idea of the practical, also one of the better-known theories, focusing on an outcome that would benefit society and offer the least harm to those involved? Based on the previous sentence, a utilitarian would look at the situation, comparing the consequences of both sides, with questions similar to those below:

If I choose to hide the information, who is affected? What if I disclose it?

The answer to both is - everyone will be affected either way.

If I do/don't disclose, what are the consequences?

Do: I could lose my job, affecting my family, but for the patient's benefit.

Don't: Patients could die, affecting their families. It could later affect the company's reputation when the information is found.

The Deontological theory, as described in the textbook, is one in which the person evaluates a situation and bases decisions on values, such as fairness, honesty, loyalty, and respect for human beings or property (Ruehle, 2019). With this stated, this person would look at the outcome with respect for the human being in the scenario (the patient), regardless of what this would do to the company. This, in turn, would push to have the information shared, as it would benefit the patient who may or may not choose to use the product.

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C: Level of Cognitive Moral Development

When it comes to cognitive moral development, you need to look at the situation and ask yourself a few questions to determine its ethicality. Based on the above scenario from section B, I will answer the following questions:

Which action would most likely serve the greater good in society?

This question falls into the post-conventional morality, stage 5 (Kleshinski et al., 2021), due to the ask for the greater good. In the scenario we are analyzing, the answer would be protecting the lives of future patients instead of the company from losing sales.

If I reveal this information, will I get into trouble and possibly even lose my job?

This question falls into stage 1 of the conventional level, obedience and punishment orientation (Kleshinski et al., 2021). The individual may be swayed in their decision and action, fearing retribution or firing if they reveal this information without company-expressed consent.

Which action best aligns with my long-held belief in the principle of justice?

What do the laws say, and what would a law-abiding citizen do?

Questions 3 and 4 would fall under stage 6 in the post-conventional level, universal principles (Kleshinski et al., 2021). This level reviews the laws and possible legal repercussions involved, as well as ethical regulations of justice and the rights of patients.

If I keep quiet, will I get some reward?

Worrying about a reward would fall under the pre-conventional level, stage 2, about individualism and exchange. The person is thinking about a discussion of a reward for their silence, in the form of a bonus, raise, or related item of value to them.

D: Ethical Lens Inventory

At the beginning of this course, it was asked that I, as a student, take an Ethical Lens Inventory. The selected site offered a quiz called a 'game', in which questions were asked, and then it provided me with results based on my answers. The below sections will be a review of what it revealed.

Preferred Ethical Lens

According to the game's results, my preferred lens is the Blended Responsibilities and Results. This means I use personal reasoning skills and intuition to balance personal principles and long-term goals to meet autonomy. I will always look at my values and past experiences to make ethical decisions.

Based on the positioning of the dot in the graph, I am very near the centre. This suggests that in some situations, I may not prefer any particular lens and would choose my approach to any condition being authentic in the world rather than towards any lens.

Analysis of Lenses per Setting

Based on the situation (work, social, personal, etc.), I feel that my preferred lens is a good fit. I follow the same decision-making whenever I work with my family or volunteer at my rescue squad. I am always learning from my past, wanting to be better in the future, and always trying to be authentic and using personal principles.

Primary Value and Classical Virtue

Looking at my results, my primary values are no preference between Rationality and Sensibility and Mild Autonomy. Because Mild Autonomy is the only one that I do not incline towards, I will discuss this. Having a preference for autonomy over equality means respecting the individual rather than the group as a whole (MacQuillin, 2022). This means that while aiming for personal goals, people may be able to influence me slightly, but I will still make decisions based on myself and a good life. Autonomy also should that I defend the rights of each person involved in a situation, looking for them to take responsibility for their actions and to choose their own goals.

As for a virtue identified, I can choose between temperance and prudence or the ability to be moderate and self-restrained when making decisions about daily affairs. I will discuss temperance or being moderate and self-restrained (MacQuillin, 2022). Abstinence helps me not worry about others' opinions or expectations but focus on myself and my goals. This will allow me to avoid greed and gluttony while maintaining discipline and self-control.

PRIMARY vs SELF-IDENTIFIED VALUE AND VIRTUE

My primary value from Primary Value and Classical Virtue is Autonomy, which falls into the personally identified value of Customer Satisfaction. I will put an individual and their feelings above a group of people in each of these values. I have noticed at work that a customer wants to be heard and handled individually, and blanket responses do not go over well (Sila, 2022). Treating them as an individual fits autonomy very well. My discussed virtue is temperance, which aligns with another personally identified value of self-discipline. I have found myself working towards strengthening this value in myself after a life of freedom in past years. As I better myself, I see self-discipline growing. In doing this, I notice that others' opinions do not matter to me anymore, aligning with the definition of Temperance given in the ELI.

ELI DISCUSSION

In my ELI, it was identified that my Blind Spot is the belief that motive justifies the method or being satisfied with too little good. This is found in my mild preference for autonomy, which means I am reluctant to second-guess guess what people want; I may take the path of expedience and be satisfied with too little good (MacQuillin, 2022). With the above, I may lose sight of my goals and the consequences of my actions concerning those goals. This happens by not holding myself or others accountable for our actions. I will decide that consistency is only for people who do not recognize me and are not essential to my goals.

MITIGATION OF ELI DISCUSSION

To mitigate my Blind Spot as identified above, I have devised two methods. Those methods are regularly tracking and reviewing my personal goals and enforcing accountability. Setting a schedule to review my dreams and track progress towards them will help me stay on track and hopefully identify where I may get stuck or sucked into my blind spot. Then, forcing myself to remember accountability for myself and others will keep me on a steady path without skipping items, or cutting corners, thus setting myself up for better success and the team for a better overall image.

ELI'S APPLICATION TO ETHICAL SITUATIONS AT WORK

When reviewing my ELI and trying to align it with a situation at work, I think back to when we had an issue with the software offered to our clients. The parent company sent a party-line to use with every involved client, but it was vague and generic. My manager Kenny (from section A), and some team members had a quick meeting regarding the line. We all felt it was unfair to hide information about the outage, as it may have been company-caused and affected our clients negatively and financially (Palanski et al., 2021). We argued back up the chain that we should be more transparent with our clients, especially those impacted the hardest.

This type of discussion and behaviour falls into my value of autonomy. I wanted the clients to be treated as individuals, based on their specific impact, rather than the group, as a whole, with a public party-line.

E. Ethical Lens Inventory Attachment

Attached along with this document is a PDF of my Ethical Lens Inventory.

References

Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2019). Taking stock of ethical approaches to leadership: An integrative review of honest, authentic, and servant leadership. Academy of Management Annals, 13(1), 148-187. https://journals.aom.org/doi/abs/10.5465/annals.2016.0121

Kleshinski, C. E., Wilson, K. S., Stevenson-Street, J. M., & Scott, B. A. (2021). Principled leader behaviours: An integrative framework and extension of why leaders are fair, ethical, and nonabusive. Academy of Management Annals, 15(1), 1-36. https://journals.aom.org/doi/abs/10.5465/annals.2019.0029

MacQuillin, I. (2022). Normative fundraising ethics: A review of the field. Journal of Philanthropy and Marketing, e1740. https://onlinelibrary.wiley.com/doi/abs/10.1002/nvsm.1740

Palanski, M., Newman, A., Leroy, H., Moore, C., Hannah, S., & Den Hartog, D. (2021). Quantitative research on leadership and business ethics: Examining the state of the field and a plan for future research. Journal of Business Ethics, 168(1), 109-119. https://link.springer.com/article/10.1007/s10551-019-04267-9

Sila, I. (2022). A stakeholder view of quality management and CSR through feminist ethics. Quality Management Journal, 29(1), 51-79. https://www.tandfonline.com/doi/abs/10.1080/10686967.2021.2003729?casa_token=tifol8EoBLcAAAAA:SteMy5FLr3ad53lZ0WGGKz0rw19L9Bt5IWp6PD2r_Q1fXvqxJzSR6663NehIYr7NH-pcP8v4PJV_MjY

Ruehle, C. R. (2019, September). Investigating Ethical Considerations of Machine Learning Adoptions Within Organizations: A Systematic Literature Review. In Proceedings of the Ninth International Conference on Engaged Management Scholarship (2019). https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3454120

EHM2 TASK 3: CODE OF ETHICS AND LEGAL RESPONSIBILITY ANALYSIS

Ruth A Blog 19 July 2022

A. Company’s Code of Ethics: Target

A.1.

The subject of corporate social responsibility (CSR) is widely used in Target's broad set of rules. Target worked effectively at conveying what they mean for social, monetary, and ecological change by covering clear goals that express quantifiable results for our planet. Target's set of rules examines a shared obligation to regard fundamental liberties. Fair work rehearses by colleagues and colleagues, focusing on the world through manageability endeavours and putting resources into the networks through generosity and volunteerism. The business naturally includes us with others, and we frequently follow up for the benefit of others (Smith, 2021). Many parts of a decent CSR strategy are examined exhaustively in Target's set of principles record.

A.2.

Target's code of ethics unequivocally addresses how the organization consents to legitimate orders. The implicit principles subtleties the organization's position on keeping a zero capacity to bear resistance with legitimate infringement. Target's broad set of principles urges colleagues to be careful in noticing resistant ways of behaving and supports a commitment to voice concerns when occasions of thought manhandling happen. With wellbeing, security, and administrative drives, infringement of compensation and work regulations, safeguarding individual data, and directing business decently, Target's implicit set of principles underlines prerequisites for all representatives and colleagues to know and consolidate in their day-to-day work the regulations that oversee moral and fair strategic policies to guarantee lawful consistence (Smith, 2021). Target's broad set of principles sums up that when worker activities disregard the law and affect the Objective brand, legitimate outcomes could happen, including punishments, arraignment, fines, and prison time.

A.2.a.

Organizations should observe guidelines, guidelines, and regulations to prepare for extortion and misuse. Rules and guidelines are upheld in the working environment to shield representatives and organizations from arraignment, claims, and fines. Ramifications for organizations with resistant strategic approaches with legitimate commands incorporate criminal arraignment and charges, efficiency misfortunes, penalties, and punishments (Smith, 2021). The ramifications of resistance aren't restricted to lawful punishments. Roundabout expenses for an organization can be huger and incorporate pessimistic reputational costs, business interruption or conclusion, and individual liabilities. The Government Exchange Commission (FTC) directs many regulations and guidelines to safeguard shoppers against organizations with out-of-line and misleading practices (2017). If the FTC finds organizations are resistant to the law, it can force a most extreme common punishment of $40,000.00.

A.2.b.

Target implements internal safeguards to protect business data and the organization's assets. To guard against illegal or unethical theft of property, abuse, misuse, or unauthorized disclosure of non-public and intellectual property, Target put in place protections to manage business operations effectively and avoid disruptions in work efforts. Two ethical safeguards Target enforces to prevent illegal and unethical acts for physical security in the workplace are tracking physical property through asset management and empowering employees through security awareness.

To ensure the impact of communicating ethically is understood by all employees, Target publishes the Delegation of Authority policy and Social Media Guidelines to enforce the understanding of communicating responsibly. The protections include publishing policies that address Records and Information Management, Information Security, and the Acceptable Use of Information Resources. Other physical security protections include contacting assets protection or corporate security when suspicious or dishonest activity is observed.

A.3.

Ethical conduct in the workplace encourages a culture of moral decisions. Leaders are modelling acceptable behaviour to help to drive employee engagement, happiness, and retention. Target's code of ethics is a proposal to comply with the company's code to promote a culture of integrity and accountability. Target's code of ethics does a great job of fostering an ethical culture. Entrenched in Target's code of ethics, employees are equipped with the knowledge and tools to do what's right when ethical dilemmas arise (Giwa et al., 2020). Every topic in Target's code of ethics is a commitment to the values, behaviours, and code of the company and resources that actively reinforce ethical standards. The communication of expectations is a powerful organizational influence tool (Johnson, 2019).

A.4.

To do what's right, people have to hold themselves and others accountable for how they act and conduct business. Reporting unethical behaviour is a test of character. Leaders encourage teamwork and create structures, processes, and programs that allow a positive ethical culture to flourish. Target gives employees three resources to use to reinforce an ethical culture when raising alleged ethical code violations for deliberate reasons. Target provides employees with a channel to voice concerns, seek guidance, or report violations. Employees have the option to talk with their immediate supervisor or a member of Human Resources. When reporting unethical actions, employees can call the compliance hotline or visit Target's integrity URL (Giwa et al., 2020). Employees can report an unethical violation by email or writing to the ethics and compliance board. Reporting non-compliant violations is handled anonymously and confidentially. Target bans retaliatory behaviour against employees when unethical conduct is reported and takes protection seriously.

A.4.a.

If I observe an ethical violation, I will follow company procedures for reporting unethical behaviour. I have a great working relationship with my direct leader and would elect to speak with her directly for a directive on how to address suspected unethical acts of conduct. As an alternative option, I would call the internal compliance hotline. I believe a hotline encourages people to report wrongdoings due to its convenience and anonymity.

B. Three Factors an Employee Might Consider Before Deciding To Report Unethical Conduct Observed At Work

Unethical Behaviors Policy

Purpose: Unethical behaviour adversely affects workplace morale and contributes to opposing outcomes. This policy establishes guidelines for addressing unethical behaviour by individuals at the organization, including employees and business partners (2015).

Policy: It is the organization's policy that every team member lives the values, understands the code, follows the law, and takes action when witnessing conduct that undermines the foundation of ethical culture.

Unethical conduct will not be tolerated at the organization. Unethical behaviour is any manner of interaction that harms workplace morale and includes but is not limited to:

Illegal activity and non-compliance with the law;

Hurts the Target brand;

Egregious breach of values, behaviours, and code.

B.1.

Procedure:

I. Guidelines to Prepare for Reporting Unethical Concerns

Target's code of ethics requires employees to observe standards of business and ethics by understanding the code requirements, living the values in daily actions, and reporting assumed violations of the code. There are ethical reasons why people blow the whistle on unethical behaviour or actions. Employees must weigh important personal and organizational considerations before blowing the whistle (Turyakira, 2018). An individual assessment should include research to ensure the unethical act is valid. The employee should know why they feel strongly about a given issue, understand the force behind their intentions, consider the moral and financial implications, be prepared for others to learn of their identity contingent on the occurrence and outcome, and ready to live with the consequences, determine the best timing, discuss the issue with family, and have an alternate course of action if the expected outcome doesn't occur.

Organizational considerations should start with gathering the report contents, including the suspected person's name, description of the instance, and any pertinent documentation regarding the violation (Turyakira, 2018). Organizational considerations must include discussing the unethical example with a direct lender, making sure the concern is the correct type of issue to report, compiling evidence to support the claim, reviewing company policy on how to internally report the violation, contacting the company's compliance officer if applicable, be prepared to follow the chain of command, take the concern outside the company if still unresolved, or find other employment. Employees must cooperate in internal investigations of unethical behaviour.

B.2.

II. Reporting a concern

Ultimately Target's ability to enforce the code is based on the commitment of its employees to follow the code requirements and report suspected ethical violations. If an employee decides to blow the whistle on illegal and unethical behaviour, internal and external reporting steps must be followed. Internal reporting steps must include fully following company protocol. Unethical concerns should be reported following the chain of command, starting with the immediate supervisor. If the immediate supervisor has taken part in the problem, the employee should proceed to the next management level. After management has been notified, reporting steps include contacting human resources, the compliance officer or reporting the concerns to senior leaders such as the CEO or president of the company. Reporting can be done in person, by phone, or in writing.

Following applicable laws and regulations, Target will determine whether law enforcement or an external government agency should be notified. Employees must follow external reporting steps if they decide to report unethical behaviour. After all specified internal steps have been performed, the exterior reporting step should report the probable ethical violation to the external compliance hotline (Podgorica et al., 2021). A report will be created, and the appropriate teams will be engaged for further follow-up. Confidentiality and anonymity will remain intact but could be released to the public at some point, depending on the type of complaint and statute.

C. One Advantage and One Disadvantage of Paying Whistleblowers

The False Claims Act enables whistleblowers to bring suit on behalf of any wrongdoer who is currently defrauding the US government (2020). A person considering filing a lawsuit under the False Claims Act on behalf of the government should thoroughly educate themselves on the rewards, protections, benefits, and perils for whistleblowers. The potential rewards and risks associated with whistleblowing can be significant. The rewards system with the False Claims Act encourages people to come forward to help stop wrongdoing and hold offenders accountable (2020). Advantages include moral, ethical, and financial tips. The moral and ethical benefits for whistleblowers outweigh the risks (Podgorica et al., 2021). A whistleblower's entitlement to financial rewards ranges from 15% to 30% depending on the unique circumstances with a successful outcome. Disadvantages could include retaliation from an employer such as loss of employment or demotion, negative feedback or harassment from work colleagues and family members, direct or indirect threats against personal safety, struggles from stress and anxiety with anonymity, and lengthy or unfavourable outcomes.

D. The Changes That Organizations Have Made Based On the US Sentencing Guidelines

Corporate adoption of practical ethics and compliance programs was greatly influenced by the Federal Sentencing Guidelines, developed by the US Sentencing Commission (USSC) on November 1, 1991. Since 1991, the Federal Sentencing Guidelines for Organizations have provided a criminal justice framework to deter and punish organizational misconduct (Patuzzo et al., 2018). These guidelines encourage organizations to implement internal control systems by mandating penalties when internal systems fail. Initially, individual defendants were prosecuted. With the new sentencing guidelines, organizations were held responsible and accountable when a sole employee was indicted on a crime. This changed the way organizations viewed the efficacy of ethics and compliance programs and how they drove their business operations. Developing an ethical corporate culture gained more momentum for the organization's top management (Patuzzo et al., 2018). Compliance initiatives, codes of ethics, and compliance programs provide the standards and guidelines for ethical behaviour. They reinforced adherence to the laws that governed ethical conduct and were critical to avoiding penalties and fines.

When organizations are criminally liable for illegal actions, the liability is based on several factors. Culpability factors used to determine fines under the US Sentencing Guidelines are the organization's size, prior history of similar criminal conduct, and the role of obstructing or impeding an investigation. Penalties are based on a base fine and a culpability score. The base fine corresponds with a determined offence level, the organization's monetary gain, and the ensuing loss caused by the criminal offence.

The culpability score is increased or decreased based on aggravated or mitigating factors. Aggravating factors are the size of the organization by factoring the number of employees in the organization or the number of individuals involved in criminal activity, prior history of misconduct conduct, and the role of obstructing or impeding an investigation (McPhail et al., 2018). Mitigating factors are whether an effective compliance program was in place at the time of the offence, if the organization self-reported the crime and was fully cooperative, and if they accepted responsibility for the criminal activity.

Corporate compliance, ethical culture, and ethical decision-making are vital components for the success of every business operation, regardless of the industry. An effective compliance program will protect organizations and employees to avoid fraud, abuse, and practices that inevitably interrupt business operations. Compliance violations can result in fines, penalties, lawsuits, and loss of reputation.

References

Giwa, A., Milsten, A., Vieira, D., Ogedegbe, C., Kelly, K., & Schwab, A. (2020). Should I Stay or Should I Go? A Bioethical Analysis of Healthcare Professionals and Institutions' Moral Obligations During Active Shooter Incidents in Hospitals—A Narrative Review of the Literature. Journal of Law, Medicine & Ethics, 48(2), 340-351. https://www.cambridge.org/core/journals/journal-of-law-medicine-and-ethics/article/should-i-stay-or-should-i-go-a-bioethical-analysis-of-healthcare-professionals-and-healthcare-institutions-moral-obligations-during-active-shooter-incidents-in-hospitals-a-narrative-review-of-the-literature/8BD07C0B94642107FA962FA07FF22C3B

McPhail, I. V., Stephens, S., & Heasman, A. (2018). Legal and ethical issues in treating clients with pedohebephilic interests. Canadian Psychology/psychologie canadienne, 59(4), 369. https://psycnet.apa.org/record/2018-55269-008

Patuzzo, S., De Stefano, F., & Ciliberti, R. (2018). The Italian code of medical deontology. historical, ethical and legal issues. Acta Bio Medica: Atenei Parmensis, 89(2), 157. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6179026/

Podgorica, N., Flatscher-Thöni, M., Deufert, D., Siebert, U., & Ganner, M. (2021). A systematic review of ethical and legal issues in elder care. Nursing Ethics, 28(6), 895-910. https://journals.sagepub.com/doi/abs/10.1177/0969733020921488

Smith, H. (2021). Clinical AI: opacity, accountability, responsibility and liability. AI & SOCIETY, 36(2), 535-545. https://link.springer.com/article/10.1007/s00146-020-01019-6

Turyakira, P. K. (2018). Ethical practices of small and medium-sized enterprises in developing countries: A literature analysis. South African Journal of Economic and Management Sciences, 21(1), 1-7. https://journals.co.za/doi/abs/10.4102/sajems.v21i1.1756

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