Loading presentation...

Present Remotely

Send the link below via email or IM


Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.


Stuck in the middle?

No description

Francesco Mele

on 17 February 2015

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Stuck in the middle?


What is the right thing to do in this situation from an ethical point of view?

What ethical theory supports your position?

If you were the civil engineer, what would you actually do?


1) Recognize a moral issue
significant effects on the others
ethical choices with different consequences
ethically relevant for one or more parts

2) Make some kind of moral judgement about that issue
My staff deserve to work on that project
It is wrong that I approve the mgmt behaviour
It is my duty to report this conduct

3) Establish an intention to act upon that judgement
I will report to the central office

4) Acting accord to their intentions

What are the factor that influenced your decision/action?

A Civil engineer responsible for maintenance of public infrastructure in a developing country.
(Authorize and supervise works and payments)

1) He is new in a team that have been working long time together and youngest in senior mgmt team.

2) Reporting directly to the Director Public Work that assumed large part of his duties position during the vacancy. He needs DPW authorization to major decision and to approve major works.

3)CEO,HR Director and PW Director decide about the most important organizational issue in informal lunch.

Stuck in the middle?
He realizes that large part of the maintenance jobs are externalized to third companies.
His own staff has impressive skills and they are bored from the type of jobs assigned to them.They ask for a more challenging jobs.
When he presents this situation to his Manager he reply to him with evasive reasons.

He decides to utilize his own staff for the next project.
He prepares meticulously everything and presents the paperwork to the Manager for discuss it.
The Manager looks at it disinterested and ask him to leave the paperwork.
A week later the Manager tells him that the job has been assigned to contractors and everything is already discussed with the CEO.

He is upset about that and because he was left out of the decision-making process.
He is uncomfortable because of supervise and authorize payment of contractors whose appointment to him seems questionable.

decision will have significant effects on the others

decision implies ethical choices with different consequences

decision is ethically relevant for one or more parts
Jones 1991
Ethical decision making process is influenced by two factor:

individual factors

situational factors

Ford & Richardson 1994
Individual factors

Age and gender°
Natural and cultural characteristics
Education and employment *°
Psychological factors *°
Personal values*°
Personal integrity*°
Moral imagination*
Issue related:
Moral intensity *
Moral framing *°

Authority *°
Work roles *
Organizational culture *°
National and cultural context °
Situational factors

Do you think that everybody that reads this dilemma will make similar decision?

Crane & Matten 2010
Crane, A. & Matten, D (2010).
Business ethics: managing corporate citizenship and sustainability in the age of globalization.
New York : Oxford University Press 2010.

Ford, R.C., & Richardson, W.D. (1994). "Ethical Decision-Making: A Review of the Empirical Literature,"
Journal of Business Ethics
, 13:3, pp. 205-221.

Rost (1986) as cited in Jones T. M. 1991. Ethical decision making by individual in organizations: an issue-contingent model,
Academy of Management Review
, 16: pp. 366-95.
Full transcript