Course Outlinei(BLE) ,BA213

Chapter 1 - Ethics and Business

1. Introduction: Making the Case for Business Ethics
2. Business Ethics as Ethical Decision Making
3. Business Ethics as Personal Integrity and Social Reponsibility
4. Ethics and the Law
5. Ethics as Practical Reason

Chapter 2 - Ethical Decision Making : Personal and Professional Contexts

'-, 1. Introduction
\ 2. A Decision-Making Process for Ethics
3. When ethical Decision Making Goes Wrong : Why do "Good" People Engage in
"Bad" Acts?
4 . Ethical Decision Making in Managerial Roles

Chapter 3 - Philosophical Ethics and Business ~

1. Introduction: Ethical Theories and Traditions Utilitarianism: Making Decisions
Based on Ethical Consequences/Prob/ems of Utilitarian Ethics
2. Deontology: Making Decisions based on Ethical Principles/Sources of
Ru/es/Moral Rights and Duties/Distinguishing between Moral Rights and Legal
Rights
3. Social Justice: Rawlsian Justice as Fairness
4. Virtue ethics: Making Decisions Based on Integrity and Character.
5. A Decision-Making Model for Business Ethics Revisited
Chapter 4 - The Corporate Culture-Impact and Implications
1. What is Corporate Culture?
2. Culture and Ethics
3. Compliance and Value-Based Cultures
4 . Ethical Leadership and Corporate Culture
5. Effective Leadership and Ethical Leadership
6. Building a Values-Based Corporate Culture/Mission Statements, Codes of
Conduct, and Statements of Values/Ethics Hotlines, Ombudsmen, and
Integrating Ethical Culture/Assessing and Monitoring the Corporate Culture :
Audits
7. Mandating and Enforcing Culture: The Federal Sentencing Guidelines
Chapter 5 - Corporate Social Responsibility TOffl Jc J.f~~i
1. Is There a Social Responsibility of Business? If So , What Is Its Origin
2. Is There a Social Responsibility of Business? If So, Responsibility to Whom?
Is There a Social Responsibility of Business? If So, What is the Extent of the
Responsibility
Ethics and Social Responsibility.
5. Exploring "Enlightened Self-Interest" Model Work? Does "Good Ethics" Mean
"Good Business"
 . RI Oec:, 5 ; 011 Makmg : Employer RP. sponsibilities and Employee
Eflll C.
111. 6 -

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t /ie vvo,kplace
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Th e C urrent l:: nv,ro nment
,-. ,!, , 1/H l • o f th e Employment Re lat1onshrp/Due Pror;ess an d Just
- til e P ;:-H a meters
. · t Jr:> t,ni nd 711 ns,zmg/ He alth and safety
31
L_' t',~~ A~)p /ica t,o ns The G lobal Workforce and Global Challenges/ f he Case c,f
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8
Ria/its nd Responsrbrl1t1es 1n Conflict: D1scnmrn at1on , D1vers1ty. and Affirmati vi::::
-1 act,on/01scrimmation/Oivers;fy/Affirmative Action

Chapter 7 - Ethical Decision Making : Technology and Privacy in the Workplace .

1 The Right to Privacy/Defining Privacy/Ethical Sources of a Right to Pnvacy/Legal
Sources of a right to Privacy
2. Linking the Value of Privacy to the Ethical Implications of Technologyllnformatwn
and Privacy
3. Managing Employees through Monitoring/Business Reasons to Limit
Monitoring/Balancing Interests/Monitoring Employees through Drug Testing
4 . Other Forms of Monitoring
5. Regulation of Off-Work Acts
6 . Privacy Rights since September 11 , 2001
Chapter 8 - Ethics and Marketing
1. Ethical Issues in Marketing: A Framework
2 . Responsibility for Products: Safety and Liability/Contractual Standards for
Product Safety/Tart Standards for Product Safety/Strict Product Liabil1ty/Ethica1
Debates on Product Liability
3. Responsibility for Products: Advertising and Sales
4 . Ethical Issues in Advertising
5 . Marketing Ethics and Consumer Autonomy
6 . Marketing to Vulnerable Populations
7 . Supply Chain Responsibility

Chapter 9 - Business, the Environment, and Sustainability

1. Business Ethics and Environmental Values
2 . Business 's Environmental Responsib!l~ty: The Market Approach
3 Business 's Environmental Responsib1hty: The Regula~ory ~pproach ~
4 : Business's Environmental Respo~sibilities: The Susta1nab11rty Approact1
s. Business Opportunities in a Sus!amable Economy
6 . Principles for a Sustainable Business
. I D ec1s1on
Chapter 10 - Eth1ca . . Making ·· Corporate Governance, Accounting, a,id
Finance • fI t t
1. Professional Duties and Conflicts o n ares
2 The Sarbanes-Oxley Act_of 2002
3 The internal Control Env,ronme~_t Etlucal Board Membar/L ~gal Duties of Board
4 Going Beyond the Law . Seung an
· ::, /B nd the Law There 1s Ethics
Members eyo . A nting rind the Fmanci c1 I Markets
I
5 Conflicts of Interest m - ccou '-
I 6 . Executive Compensation
7. Insider trading
Leadership - Strength Based Leadership workshop
1. Strengths Test
2. Introduction
a) Definition of strengths
b) Workshop benefits
3. Our story/Reality/The Chasm
4. Four Simple Truths/Looking for strength/Examples/Gall up research
5. The Six-step Discipline

REFERENCES BOOKS:
• Laura Hartman and Joseph Desjardins, Business Ethics, Decision-Making for
Personal Integrity & Social Responsibility , McGraw Hill (2008)
• Jose Mario B. Maximiano, Business Ethics and Corporate Social Responsibility,
Anvil Publishing , Inc., 2007
• Alejandro R Gorospe, Jose Ma. Quintas, Philippine Business Ethics, Third Edition ,
Revised Edition, GIC Enterprises & Co., Inc. 2004
• http://public.tepper.cmu .edu/ethics/AA/mgtmini.htm
• http://www.managementparadise.com/mba-projects/free-case-study-down/oad/
' 1)
Leadership Styles Questionnaire
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purpose
To identify your style of leadership

'!. . To examine how your lead ership style relates to other styles of leadership

Directions
i . For each of the statements below, circle the number that indicates the degree to which you agree or disagree.

2. Give your immediate impressions. There are no right or wrong answers.

Statements Strongly disagree Disagree Neutral Agree ·)trongly agree

-·~".
1. Employees need to be supervised closely or 1 2 3 4 5
they are not likely to do their work. '
2. Employees want to be a part of the 1 2 3 4 5
decision-making process.
-:, 1
,., 3 4 5
J . In complex situations, leaders should let "-

subordinates work problems out on their own

ll is fair to say that most employees in the 1 2 3 4 5
4.
general population are lazy.
l 2 3 4 5
5 . Providing guidance witllout pressure is the
key to being a good leader.
1 2 3 4 5
6. Leadership requires staying out of the way of
subordinates as they do their work.
2 3 4 5
1
7. As a rule, employees must be given rewards
or punisl1ments in order to motivate them to
achieve organizational objectives. 3 4 5
1 2
8. Most workers want frequent and supportive
communication from their leaders. 3 4 5
1 2
As a rule, leaders should allow subordinates
9.
to appraise their own work. 2 3 4 5
1
10, Most employees feel insecure about their
work and need direction. 3 4 5
1 2
Leaders need to help subordinates accept
11.
responsibility for completing their work. 2 3 4 5
1
Leaders should give subordinates complete
12.
freedom to solve problems on their own. 3 4 5
1 2
13. The leader 1s tr1e chief Judge orthe
ach1e11cmcnts of the members of the group.
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L 3 4 5
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I. S11111 ll 1e responses or I it.ems 1, 4 , 7 , l 0 , 13, ,md 16 (authoritarian leadership) .

St 1111 ll 1e responses on 1lt!111s '2 , 5, 8 , 11 , 14, and 17 (democratic leadership).

:-~ Su111 ll 1e resprn 1ses on ite111s ~. 6 , 9 , 12, 15, and 18 (laissez-fa ire leadership)

lo\ al Scores

AullH,nta,1,111 l ed<krslup _ _

U1'. n1ocrat11: l eadersh1p _ _

L.11sse1 -f aire Leadership _ _

Scoring lnterpt etat1011

lhis questionn aire is designed lo measure three common styles of leadership: authoritarian , democratic, and
lc1issez-faire. By comparing your scores , you can determine which styles are most dominant and least dominant
1rt your own ~lyle of leauerslr ip.
If your score is 26-- 30, you are in th e very high range .
If your score is 21- 25, you are in t~,e high range .

If your scure is 16- 20, you are in the moderate range.

If your score is 11- 15, you are in the low range.

If your score is 6- JO, you are in Lhe very low range .