Assignment on Working Ethically
Added on 2021-05-30
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Working ethically1WORKING ETHICALLYName:Department:School:Date:
Working ethically 2Working ethicallyQuestion 1Comprehending how one make and follow through an ethical decision is the initial phase of making the quality selection (DesJardins and McCall 2014, pp. 37). Moral sensitivity or recognition is the initial stage in moral decision making because one cannot resolve ethical issuesunless he or she first acknowledge its existence. For instance, the little child focuses on stealing, and sees no problem from stealing. Problem recognition requires that one to consider how behaviours affect the rest; identifying the probable course of action and determining the outcomes of each potential approach (Kagan 2018, pp. 19). Perspective and empathy capabilities are important to these aspects of the moral action. The number of aspects prevents people from acknowledging ethical issues. One may reluctant to use moral words such as justice, values, wrong or right to explain the decision so as to avoid a controversy; that keeping silent will look more capable and strong. The second step in the ethical decision is the moral judgment. The decision makers select a course of action where an ethical concern is pinpointed. Moral judgment is hotly debated issues than any other component in the ethical decisions making. Researchers have been specifically interested in cognitive moral advancement, the action in which individuals develop their moral reasoning capabilities over time. The third components are motivation or moral focus. Generally, the moral values frequently conflict with other considerable values. Psychologists claim that hypocrisy and self-interest undermine moral motivation (Bunge 2012, pp. 28). Sometimes people genuinely want todo right; however, their integrity is overpowered when they find that they will have to pay a personal price for performing in an ethical manner.
Working ethically 3The fourth component of ethical decision making is the moral character. Implementing the plan takes a personality. Moral proxies have to surpass resistance, cope with lethargy, and resist distractions, and advance approach and tactics for accomplishing their objectives. This assist defines why there is only a moderate connection between moral behaviour and judgment. Courage assist leaders to execute their plan in spite the costs and risk of doing so while discretion assists them to select the best way of action. Honesty motivates leaders to be true to themselves and their selections. Humility makes leaders to communicate the confines that might avert them from taking act. Reverence promotes self-sacrifice. Positivity equips the managers to persevere in case of difficulties and obstacles. Justice and empathy concentrate the leaders’ attention on the needs of others rather than on personal priorities (Banks 2012, pp. 73). The classical concerns often posed in this task, what would one do if a young girl was caught stealing in the society where stealing would warranty a very harsh punitive action such as chopping off the hand or stoning to death, in what is known as a moral dilemma. In ethics, this isany setting in which an agent has a moral reason to do each of two actions but cannot do both. Therefore, to solve this problem, one can combine the approaches from the utilitarian, deontological and virtue ethics (Ewing 2013, pp. 5).Utilitarianism is an ethical model that distinguishes the right from wrong by concentrating on results which is a form of consequentialism. Utilitarianism holds that the most ethical selections are the one that will produce the greatest good for the greatest number (Broad 2014, pp. 57). In the idea of consequences, the utilitarian comprises all of the bad and well created by the act, whether emanating after the performance has been done or during its routine. If the differences in the consequences of substitute acts are not abundant, some utilitarian's do not consider the selection between them as ethical concerns (Vaughn 2015, pp. 13). The act
Working ethically 4should be categorised as ethically wrong or right only if the consequences are of such importancethat an individual would desire to see the agent obliged, not just exhorted and persuaded to act inthe desired action. Taking a utilitarian approach, an agent is required to perform an action that produces the greatest good for the largest number (Hayry 2013, pp. 7). Because stealing apple would cause relatively little harm and preventing her starvation would be great too, the action of stealing would be morally justified. Deontological is centred in the categorical imperative which was initially developed by German philosopher Kant Immanuel. Deontological ethics is a theory grounded on a consequentialism view of moral and people decision-making. Therefore, deontological ethics maintains that actions are not justified by their consequences. Unlike the utilitarian where the ends justify the means, deontological claims that it is the means that are crucial Using the deontological tactic, moral accountability is seen in terms of obligations. This comprises the variety of actions between those that are totally forbidden and those that are ethically needed. The agents in the ethical dilemma being deliberated have an obligation not to steal and duty to feed her bearing in mind her condition (Christians, Richardson, Fackler, Kreshel and Woods 2015, pp. 14).Unless there are other ways accessible, this tactic would likelyproduce concussion that her responsibility to feed herself supersedes the ethical probation againsttheft.What is a virtue? It is a feature of character, revealed in routine act, that it is good for an individual to have. There is no complete list of intrinsic worth. The basic virtue explained by early Greek theorists is prudence's, self-restraint, courage and justices (Ewing 2013, pp. 8). Virtue morals resonate with the involvement of existences in which the nature of people
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