The topic of moral courage is typically missing from business ethics instruction and management training. But moral courage is what we need when workplace pressures threaten to compromise our values and principles. Moral Courage in Organizations: Doing the Right Thing at Work, edited by Debra Comer and Gina Vega, underscores for readers the ethical pitfalls they can expect to encounter at work and enhances their ability do what they know is right, despite these organizational pressures. The book highlights the effects of organizational factors on ethical behavior; illustrates exemplary moral courage and lapses of moral courage; explores the skills and information that support those who act with moral courage; and considers how to change organizations to promote moral courage, as well as how to exercise moral courage to change organizations. By giving readers who want to do the right thing guidelines for going about it, Moral Courage in Organizations: Doing the Right Thing at Work is a potent tool to foster more ethical organizational behavior.

Investors, customers and employees increasingly expect organizations to take responsibility for the social impact of their activities. This book applies theory and research on moral psychology and social identity, to offer a new perspective on organizational social responsibility and business ethics. The authors use their unique approach to highlight recurring moral challenges in organizational behavior, such as leadership, work motivation, diversity, organizational change and stakeholder relations. Their analysis explains that people are reluctant to acknowledge and confront moral flaws in their workplace behavior, because this constitutes a source of identity threat. Common strategies to cope with this threat invite justifications and symbolic actions – and prevent moral improvement. Each chapter draws together a wealth of research findings and organizational cases. These not only identify and clarify common moral pitfalls, but also show ways to enhance the likelihood that organizations acquire the knowledge, willingness and ability to build an ethical work climate.

Extensive work in psychology and neuroscience reveals that individuals are born with moral intuitions, and this volume capitalizes on that recent insight to provide a new perspective on how to lead organizational ethics. Organizational Moral Learning presents communication-based recommendations for managers and leaders to encourage authentic moral dialogue at work so that these discussions can be used to�update work practices vigilantly as organizations strive for ethical�excellence. Organizational ethics are crucial to individual, organizational, national, and even global well-being, and this work leads a revolution in thinking about how to manage organizational ethics. Written accessibly for students and practitioners alike, this book provides a leading-edge look�at organizational ethics based on science and research applicable to a worldwide audience.

Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License.

In giving an account of what is ethical, we can begin by describing the community that accommodates the good life; to be ethical, then, is to be a contributor to that sort of community. We live in political communities as well as in communities built around families, neighborhoods, churches, and other associations. But for many of us the community that will afford the good life that is the purpose of morality is the organization that employs us. Aristotle claimed tht the greatest ethical questions are political ones; today we have reason to believe that the greatest ethical questions are organizational ones. In Organizational Ethics and the Good Life, Edwin Hartman contends that, as ethics is about the good community, a great part of business ethics is about the good organization. He argues that a large and complex organization has the characteristic of the "commons" studied by game theorists, and that it is the task of management to preserve the commons in the long-term interests of all its members, principally by creating an appropriate corporate culture. A good corporate culture not only serves the interests of the participants but makes the organization a place in which they can develop interests that are compatible with both autonomy and good corporate citizenship: that is, they can develop a sense of the good life that is appropriate to the moral person. Hartman opposes the standard view that the study of organizational ethics is a matter of considering how certain foundational ethical principles apply in organizational settings; instead, he argues, business ethicists should consider how free and rational people arrive at a consensus on practical ethical principles in a morally good organization that leaves room for moral progress. And what makes an organization morally good? In discussing justice, loyalty, and other features of a morally good organization, Hartman draws largely on the work of Rawls and Hirschman. In describing the good life as one in which well-being and morality overlap, Hartman proposes a new version of an idea as old as Aristotle, who taught that human beings are rational but also irreducibly communal creatures.

Moral Leadership brings together in one comprehensive volume essays from leading scholars in law, leadership, psychology, political science, and ethics to provide practical, theoretical policy guidance. The authors explore key questions about moral leadership such as: How do leaders form, sustain, and transmit moral commitments? Under what conditions are those processes most effective? What is the impact of ethics officers, codes, training programs, and similar initiatives? How do standards and practices vary across context and culture? What can we do at the individual, organizational, and societal level to foster moral leadership? Throughout the book, the contributors identify what people know, and only think they know, about the role of ethics in key decision-making positions. The essays focus on issues such as the definition and importance of moral leadership and the factors that influence its exercise, along with practical strategies for promoting ethical behavior. Moral Leadership addresses the dynamics of moral leadership, with particular emphasis on major obstacles that stand in its way: impaired judgment, self-interest, and power. Finally, the book explores moral leadership in a variety of contexts?business and the professions, nonprofit organizations, and the international arena.

Equipping students so they can act as change agents who encourage ethical transformation in corporations, small businesses, government, social service agencies, religious groups, the military and other organizations, this text blends theory and practice as it introduces readers to important ethics theories, concepts and skills (tools) drawn from a variety of academic disciplines and outlines implementation strategies (tactics). Self-assessments, case studies and chapter end exercises foster skill development, discussion and analysis.