Part 1-
DQ 1-
The most important component in defining ethics is moral courage. There are other important components such as stewardship, empathy, compassion and integrity as these components are important as they keep leaders connected to the reality of humanity. Organizations are run by people whose humanity is informed by values which are influenced by multiple variables. The dynamics of people's opposing values create conflict, tension and dilemmas in an organizational culture. The title of this course suggests there are moments in leadership where dilemmas will present themselves. Dilemmas are not the decisions between right and wrong as doing the right thing is always the right thing to do. Dilemmas are the difficult decisions between two or more right choices. Making these tough decisions often in juxtaposition or in opposition to the majority requires moral courage. Kolodinsky (2012) suggests that moral courage is all too rare. Organizations need leaders who will in moments of challenge and controversy be emboldened to take courageous moral action. Moral courage is invaluable as leader's influence on followers moral psyche and the overall work environment effects organizational growth and development, organizational reputation and outcomes. The eschatological implications and ramifications are far more detrimental.
Reference - Kolodinsky, R. W. (2012). Review of moral courage in organizations: Doing the right thing at work. Journal of Business Ethics, 107(4), 547-550.
DQ 2 - Who decides what is acting in "a wrong manner"? What precisely are suggesting that literature asserts are the components of the ethics definition?
Part 2
DQ 1
Codes of ethics serve as a guiding light and as a unifying set of principles which explicitly articulate the core values and beliefs of an organization's ethos. Codes of ethics are critically instrumental in defining organizational culture. Employees of any organization arrive to the work environment bearing in mind or bringing personal belief systems often influenced by race, ethnicity, sexual orientation, creed, national origin and religion, i.e. employees come to work haven walked different paths in life. Without codes of ethics instituting a sense of synergy, employees are likely to operate under the principles which guide them as individuals. Organizations do not exist for themselves. Organizations are in the business of engaging people. Community and public engagement comes with a price. Depending on the community the price can be high. Within civilized societies, there are laws which mandate civil behavior and there are religious belief systems which inform moral or spiritual behavior but public scrutiny, demands ethical behavior (Kidder, 2004).
Reference - Kidder, R. M. (2004). Foundation codes of ethics: Why do they matter, what are they, and how are they relevant to philanthropy? New Directions for Philanthropic Fundraising, 2004(45), 75-83.
DQ 2 - You are making my overarching claim for this course--structures precede outcomes. What do you suppose I mean by that assertion?
DQ 3 - Based on the discussion and readings, what was the single most important thing you learned this week? Why is it important? How can you synthesize this into practice?