Tools of Ethics for Management

Conrad, Christian A.

doi:10.1007/978-3-319-91575-3_7

Christian A. Conrad³

117k Accesses

Abstract

In the following, we will deal with the central question of business ethics: How can the behavior of employees be influenced in such a way that ethical behavior is encouraged:

1.
To avert damage to economic activity for third parties (interest of society)
2.
To avert damage to economic activity for the company (interest of the company)
3.
To increase the productivity of interpersonal cooperation (interest of the company and society)

The goal of ethical personnel development is to increase the moral competence of the em-ployees. An immediate advantage is the avoidance of scandals and court proceedings and thus a better reputation. Indirect advantages, such as a higher level of employee satisfaction and ultimately higher productivity have already been shown above. Furthermore, as we have seen, the ethical preconditions are the basis for overcoming moral hazards, that is, the pursuit of corporate objectives by the executive without enriching the company at the expense of the principal. Ethics thus ensures motivation and productivity. Regular behavior evaluations as well as attitude and character evaluations should also reveal the target and actual deviations of the job requirements. These gaps are then closed by ethical personnel development measures. If this is not successful, the points must be changed internally or externally.

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Notes

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171.
See also “Treu und Glauben” (good faith) § 242 BGB, http://wirtschaftslexikon.gabler.de/Definition/fuersorgepflicht.html?referenceKeywordName=Schutzpflichten+im+Arbeitsverh%C3%A4ltnis and http://wirtschaftslexikon.gabler.de/Definition/treuepflicht-des-arbeitnehmers.html (19.09.2012).
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173.
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174.
See Ulrich, Peter (<CitationRef CitationID="CR187" >1999</Citation Ref>), pp. 238 and Lay, Rupert (<CitationRef CitationID="CR101" >1989</Citation Ref>), pp. 140 zu den Grundsätzen der Führungsethik.
175.
See Kant, Immanuel (<CitationRef CitationID="CR88" >1797</Citation Ref>a), pp. 13 and Göbel, Elisabeth (<CitationRef CitationID="CR65" >2010</Citation Ref>), p. 195.
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“A worker who perceives management as interested exclusively in cutting costs and getting maximum production at the least costs possible may easily conclude that the union organization offers a better means for the protection of his interests.” Katz, Daniel/Kahn, Robert L. (<CitationRef CitationID="CR89" >1952</Citation Ref>), p. 652.
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195.
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See Turner, N./Barling, J./Epitropaki, O./Butcher, V./Milner, C. (<CitationRef CitationID="CR183" >2002</Citation Ref>).
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Like a sub-characteristic of “agreeableness”. See Judge, T. A./Bono, J. E. (<CitationRef CitationID="CR87" >2000</Citation Ref>), p. 760 and Brown, M. E./Treviño, L. K. (<CitationRef CitationID="CR27" >2006</Citation Ref>), p. 603.
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See Mascha, Andreas (<CitationRef CitationID="CR113" >2013</Citation Ref>).
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See auch www.personaltraining-kratz.de/.../muessen_vorgesetzte_autoritaet_besitzen (20.06.2015).
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See auch www.personaltraining-kratz.de/.../muessen_vorgesetzte_autoritaet_besitzen (20.06.2015).
209.
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210.
See Initiative Neue Qualität der Arbeit (<CitationRef CitationID="CR81" >2012</Citation Ref>), p. 7, 12.
211.
“Good leadership is authentic, competent and possesses natural authority. Loyalty and satisfaction of the employees are the result of a personal role model and the assumption of responsibility.”. Initiative Neue Qualität der Arbeit (<CitationRef CitationID="CR81" >2012</Citation Ref>), p. 12. 15.5% of the 400 executives surveyed agreed on the democratic leadership style, which was intended to compensate stakeholder interests, 24% saw their main management task in the hierarchical network of the employees in the company and 17.75% in the coaching of teamwork. See Initiative Neue Qualität der Arbeit (<CitationRef CitationID="CR81" >2012</Citation Ref>), p. 13.
212.
Part of the survey were top executives who held the position of Chairman of the Board of Management, Chairman of the Supervisory Board or a member of the Executive Board in the 100 largest companies in Germany (in 2000).
213.
Quoted after Buß, Eugen (<CitationRef CitationID="CR31" >2009</Citation Ref>), p. 9.
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221.
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225.
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228.
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231.
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232.
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233.
See Handelsblatt from 21./22./23.07.06.
234.
See Handelsblatt dated February 15th 2007, p. 10.
235.
See Conrad, Christian A. (<CitationRef CitationID="CR38" >2015</Citation Ref>), p. 50–55.
236.
See Richter, Manfred (<CitationRef CitationID="CR145" >1994</Citation Ref>), p. 411.
237.
See Göbel, Elisabeth (<CitationRef CitationID="CR65" >2010</Citation Ref>), p. 230.
238.
See https://www.youtube.com/watch?v=pbCWfvn0mLU
239.
http://www.spiegel.de/karriere/manager-wer-erfolgreich-sein-will-muss-fies-sein-a-1115117.html, translation by the author.
240.
http://www.spiegel.de/karriere/manager-wer-erfolgreich-sein-will-muss-fies-sein-a-1115117.html, translation by the author.
241.
http://www.spiegel.de/karriere/manager-wer-erfolgreich-sein-will-muss-fies-sein-a-1115117.html, translation by the author.
242.
See Pfeffer, Jeffrey (<CitationRef CitationID="CR129" >2015</Citation Ref>), Leadership BS Fixing Workplaces and Careers One Truth at a Time, New York: Harper Business.
243.
See https://www.amazon.com/Leadership-BS-Fixing-Workplaces-Careers/dp/0062383167
244.
Madeleine Leitner is a graduate psychologist and has worked for a long time as a psychotherapist in hospitals, as a court-appointed expert and as a personal consultant for big corporations and is currently working as an independent career consultant. See http://www.spiegel.de/forum/karriere/psychospiele-im-management-konzernen-machen-sich-ego-typen-breit-thread-228194-14.html ,.
245.
http://www.spiegel.de/forum/karriere/psychospiele-im-management-konzernen-machen-sich-ego-typen-breit-thread-228194-14.html , translation by the author.
246.
http://www.spiegel.de/forum/karriere/erkenntnisse-eines-chefs-ich-war-ein-flopmanager-thread-449737-1.html, translation by the author.
247.
See https://www.fernuni-hagen.de/universitaet/aktuelles/2015/03/ 2015_03_23_am_studie_der_ideal_mitarbeiter_fernuniversitaet.shtml
248.
Schneider, however, relativizes the statement meaning, since the indications also have a PR character. See Schneider, Armin (<CitationRef CitationID="CR158" >1993</Citation Ref>), pp. 82.
249.
See Schneider, Armin (<CitationRef CitationID="CR158" >1993</Citation Ref>), p. 87.
250.
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251.
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252.
See Faix, Werner G./Laier, Angelika (<CitationRef CitationID="CR52" >1996</Citation Ref>), p. 63 and Thommen, Jean-Paul (<CitationRef CitationID="CR180" >1995</Citation Ref>), p. 17.
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See Schneider, Armin (<CitationRef CitationID="CR158" >1993</Citation Ref>), p. 102.
255.
Part of the survey were top executives who held the position of Chairman of the Board of Management, Chairman of the Supervisory Board or a member of the Executive Board in the 100 largest companies in Germany (in 2000).
256.
See Buß, Eugen (<CitationRef CitationID="CR31" >2009</Citation Ref>), pp.11.
257.
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258.
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259.
See Buß, Eugen (<CitationRef CitationID="CR31" >2009</Citation Ref>), p. 16 f.
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Quoted after Buß, Eugen (<CitationRef CitationID="CR31" >2009</Citation Ref>), p. 17.
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266.
See Handelsblatt dated Otober 20/21/22th 2006, p. 1.
267.
See Handelsblatt dated October 11th 2007.
268.
See Der Spiegel No. 11 (2009), pp. 43.
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See Tödtmann, Claudia (<CitationRef CitationID="CR182" >2015</Citation Ref>).
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See Handelsblatt, 16.05.2007, p. 11.
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273.
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University of Applied Science, Hochschule für Technik und Wirtschaft des Saarlandes, Saarbrücken, Germany
Christian A. Conrad

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Conrad, C.A. (2018). Tools of Ethics for Management. In: Business Ethics - A Philosophical and Behavioral Approach. Springer, Cham. https://doi.org/10.1007/978-3-319-91575-3_7

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DOI: https://doi.org/10.1007/978-3-319-91575-3_7
Published: 27 July 2018
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-91574-6
Online ISBN: 978-3-319-91575-3
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