...Ethical issue The issue is whether it is ethical for Google to collect payload data using its Street View vehicles through unencrypted Wi-Fi network. Google's street view project was intended to capture images and also Wi-Fi data which are then used to map businesses and landmarks. However Google was found to be collecting 'payload' data which was unnecessary for its location database project. Numerous investigations ensued, questioning the ethicality of the Street View debacle. Theoretical Perspectives This section will look at 3 schools of ethical theories. From a virtue ethics point of view, though Google's s slogan "Don't Be Evil" and its Google Code of Conduct established a baseline for honest decision-making, it is more action-based rather than character based. Being an Internet service provider that handles an immense amount of data, Google should aspire to be an organisation that is honest and truthful. Therefore a virtue ethicist will say that Google's data sniffing debacle is unethical since it is against what a virtuous organisation ought to do. Consequentialist theories can be classified based on the type of consequences, the primary beneficiary of the action and if it is agent-centered or agent neutral (Frost). Using the theory of ethical egoism, the consequences for the agent are taken to matter more than any other result. In the design document of the Street View Project, it was stated that Wi-Fi data Google gathered would "be analyzed offline for use in...
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...MONDAY When Jane came into the office, Carl offered to talk to her when she asked for an attorney. He did not identify himself as a paralegal. Carl failed to identify himself as a paralegal. ABA 5.5 (b) ( NFPA EC-1.7(a) A paralegal’s title shall clearly indicate the individual’s status and shall be disclosed in all business and professional communications to avoid misunderstandings and misconceptions about the paralegal’s role and responsibilities. When Carl took a third person into the interview, that was a breach of confidentiality. (NFPA 1.5 A PARALEGAL SHALL PRESERVE ALL CONFIDENTIAL INFORMATION PROVIDED BY THE CLIENT OR ACQUIRED FROM OTHER SOURCES BEFORE, DURING, AND AFTER THE COURSE OF THE PROFESSIONAL RELATIONSHIP) ABA 1.6 Carl was advising the client about alimony, fees, and other matters, which crossed the line on practicing law. (NFPA EC-1.8(a) A paralegal shall comply with the applicable legal authority governing the unauthorized practice of law in the jurisdiction in which the paralegal practices) ABA 5.5 Carl allowed the friend of the client to possibly see names and information on Attorney Howe’s desk. (NFPA 1.5 A PARALEGAL SHALL PRESERVE ALL CONFIDENTIAL INFORMATION PROVIDED BY THE CLIENT OR ACQUIRED FROM OTHER SOURCES BEFORE, DURING, AND AFTER THE COURSE OF THE PROFESSIONAL RELATIONSHIP.) ABA 1.6 When Jane and Zeke walk through the reception area, Carl starts talking loudly about the case, mentioning alimony—another breach of confidentiality. (NFPA...
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...observations. He stimulates change in subordinates’ attitudes and values and also tries to augment followers’ self-efficacy. He fulfills his duties and responsibilities stated by the organization at the same time compromising it with what is dictated by the situation. DOING WHAT IS RIGHT The ethical leader does what is right. He leads the way and inculcates fairness, pluralism and inclusion in the organization. No one is left behind. He articulates a vision that connects to the shared experiences of the members of the organization. He live with integrity and fosters the values it espouses. The leader also invests wisely. He trains future leaders and help those who have the potentials. He is not confined with the norms of nepotism and favoritism. Everyone is treated equally. The ethical leader also guards his heart. He does not allow his emotions to cloud his judgment and thinking. He also exercises humility. Fame, power and fortune does not hinder him from mingling with fellow workers and developing harmonious relationship with them. Despite his position, he maintains camaraderie with everyone in the organization. An organization led by leaders who are ethical and...
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...FOUNDATION DEGREE IN HEALTH AND SOCIAL CARE MANAGEMENTETHICS, LEADERSHIP AND INTERPROFESSIONAL WORKING IN HEALTH AND SOCIAL CAREHS4501-40Describe The Importance Of Quality Leadership And The Difference Between Leadership And Management Within A Health And Social Care Environment, And Explain The Ethical Value Framework Leaders Of Services Should Adhere To STUDENT ID: 213599 06/05/2011 WORD COUNT 3,606 | | Describe The Importance Of Quality Leadership And The Difference Between Leadership And Management Within A Health And Social Care Environment, And Explain The Ethical Value Framework Leaders Of Services Should Adhere To | | This essay will discuss the importance of quality leadership, the diversities between leadership and management within health and social care and explain the ethical frame work leaders of services should adhere to. Every organization strives to be successful regardless of the type of business it conducts; no organization can be fully successful and productive without good quality leadership. Haris and Ogbonna (2000) discovered that although leadership may not completely affect the organisations achievement, the quality of leadership does affect the workers of the organisation who in turn have a substantial affect on the organiation. (cited in Haracre, et al 2011) If workers are contented and without stress in their work they will be more likely to be enthuiastic...
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...Option 2: EthicsGame Dilemmas ETH/316 Option 2: EthicsGame Dilemmas Introduction The project that was presented included the application of personal values in working through two different ethical dilemmas. In order to work through each of the dilemmas two analytical skill sets were used to come to a resolution. The first skill set involved the use of the four ethical lenses. The lenses include the Results Lens, Rights/Responsibility Lens, Relationship Lens, and Reputation Lens. The second skill involves the use of the Baird Decision Model which is a five-step process that gives a systematic approach to the resolution of an ethical dilemma. The five steps of the Baird Decision Model include: * Step 1: Be Attentive * Step 2: Be Intelligent * Step 3: Be Reasonable * Step 4: Be Responsible * Step 5: Be Reflective The combination of the ethical lenses with the decision model provides the groundwork to come up with, good value based, solutions to ethical conflict (Rian Brown, 2014). Mysterious Blogger The first ethical conflict that was presented was that of the “Mysterious Blogger.” In this simulation the Director of Information Technology, who is responsible for managing all internal information system functions which include systems programming, application programming, networks, and computer operations, is presented with an employee who is leaking the proprietary company information to the public through a blog sight as an anonymous...
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...Introduction As the world’s population continues to grow and the middle class is on the rise, we have the issue and responsibility to grow in our ethical and sustainable practices in business. Conventional business models are no longer sustainable and as government regulations continue and the consumer speaks out against unsustainable and unethical practices, business will need to alter their goals toward a sustainable model. The main focus of business is of course profit but in order to make the profit, there needs to be standards that are in place to promote and sustain the consumer’s interest in ecology, ethics, and the economy. Specifically, business needs to be innovative and try to create their products with the minimal amount of environmental impact. In addition, the business needs to be liable for the ethical treatment of all employees including the employees of their suppliers and the sustainability of their suppliers. A company cannot claim to be sustainable and yet their suppliers are causing destruction to the environment or becoming wrapped up in ethical violations of their employees. The following will review the sustainability and ethical practices of two leading brands, General Motors (GM) and Nissan. General Motors is based out of Detroit, Michigan, and produces brands that include Chevrolet, Buick, GMC, Cadillac, and others. Nissan is headquartered in Nishi-ku, Yokohama, Japan. These two companies are fairly different in focus. General Motors relies...
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...1. Psychological Egoism All forms of egoism require explication of “self-interest” (or “welfare” or “well-being”). There are two main theories. Preference or desire accounts identify self-interest with the satisfaction of one's desires. Often, and most plausibly, these desires are restricted to self-regarding desires. What makes a desire self-regarding is controversial, but there are clear cases and counter-cases: a desire for my own pleasure is self-regarding; a desire for the welfare of others is not. Objective accounts identify self-interest with the possession of states (such as virtue or knowledge) that are valued independently of whether they are desired. Hedonism, which identifies self-interest with pleasure, is either a preference or an objective account, according to whether what counts as pleasure is determined by one's desires. Psychological egoism claims that each person has but one ultimate aim: her own welfare. This allows for action that fails to maximize perceived self-interest, but rules out the sort of behavior psychological egoists like to target — such as altruistic behavior or motivation by thoughts of duty alone. It allows for weakness of will, since in weakness of will cases I am still aiming at my own welfare; I am weak in that I do not act as I aim. And it allows for aiming at things other than one's welfare, such as helping others, where these things are a means to one's welfare. Psychological egoism is supported by our frequent observation of...
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...Ethical egoism is the normative ethical position that moral agents ought to do what is in their own self-interest 1. Ethical egoism holds that actions whose consequences will benefit the doer can be considered ethical 2. Ethical egoism does not, however, require moral agents to harm the interests and well-being of others when making moral deliberation; e.g. what is in an agent's self-interest may be incidentally detrimental, beneficial, or neutral in its effect on others 3. In the words of James Rachels, "Ethical egoism [...] endorses selfishness, but it doesn't endorse foolishness."[2] 4. ------------------------------------------------- Forms of ethical egoism[edit] 5. Ethical egoism can be broadly divided into three categories: individual, personal, and universal. An individual ethical egoistwould hold that all people should do whatever benefits "my" (the individual) self-interest; a personal ethical egoist would hold that he or she should act in his or her self-interest, but would make no claims about what anyone else ought to do; auniversal ethical egoist would argue that everyone should act in ways that are in their self-interest ------------------------------------------------- Justifications[edit] Philosopher James Rachels, in an essay that takes as its title the theory's name, outlines the three arguments most commonly touted in its favor:[10] * "The first argument," writes Rachels, "has several variations, each suggesting the same general...
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...“Leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes” (Daft, 2008, p. 5). Leadership is a required element of our daily lives. From our homes to our jobs, and communities leaders influence others and promote changes necessary for a specific goal. “The best leaders recognize and hone their strengths, while trusting and collaborating with others to make up their weak points” (Daft, 2008, p. 38). Every person has a limited capacity, including leaders, so it is important to know your strengths, weakness, and limits while having the ability to focus on key strengths that will make a difference in the outcome of the goal being obtained. Strengths including passion, knowledge, optimism, self-confidence, honesty, sociability, responsibility, cooperativeness, and education are all characteristic of a leader. Some leaders may be better at things than others; one may work better on the financial end of the spectrum, dealing with finances and bookkeeping, while another may be better at interactions with others including presenting materials and teaching. Some leaders may be more power driven (autocratic), where others would rather delegate responsibilities to others (democratic). Either way, leaders can be challenged beyond their own capabilities, which is why it is important to know their own abilities, both positive and negative, while working with others to help reach their goals. Daft, R.L....
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...Trustworthiness and Ethical Stewardship The problem to be investigated is to address the relationship between “leadership behavior, perceptions about [a] leader’s trustworthiness, and the ethical duties” (Caldwell, Hayes & Long, 2012, p.497) associated with interdependent leadership style. As this author reflects upon the different leaders that he has served under over the past forty years, the good ones were epitomized by assigning responsibility and expecting subordinates to live up to those responsibilities, keep their word, and being congruent in keeping their own. On the other hand, the worst leaders were characterized by being unfaithful in keep their word, appearing not to care about those that worked for them, in being mediocre in their jobs, and tolerating mediocrity in others. This author realizes that principles are not established by individual experience, but the findings of Caldwell, Hayes, and Long, among others, empirically support the subjective experience of the author. Ethical Stewardship The idea of ethical stewardship is presented in Caldwell et al. (2010), who indicate that there are leaders who strive to “maximize long-term wealth creation” through “creating relationships that maximize stakeholder ownership and commitment” (p.501). Ryan, Buchholtz & Kolb (2010) reviewed research drawing from stewardship theory and “its assumptions of executive good will and firm-interest-maximizing motivation” (p. 681) in discussing relationships between CEOs and corporate...
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...Critical and Creative Thinking II 1- Have you ever changed a strongly held attitude and what caused the change. In our everyday lives, attitudes play a major role in affecting our behavior. The influence how we feel and behave toward others is in our environment. Attitudes have important influences on our decisions. The most commonly used approach in changing attitude is to attempt to change what people believe and what they know. Attitudes are often learned from other people and are often a defining characteristic of groups. It can also be genetic. A strong attitude is very resistant to change. To change attitude, spot and match the balance of affective/cognitive/behavioral components, especially in the person’s self-image. Where there is affective attention, offer emotional arguments. For cognitive listeners, use a rational argument. For the behaviorally focused, do something. 2- Do you believe that you are free of prejudice? After reading this chapter, which of the many factors that cause prejudice do you think is most important to change? Prejudice is an adverse judgment or opinion formed beforehand or without knowledge or examination of the facts. Prejudice can come from ignorance and also fear, because individuals can be prejudice to a certain culture where they could know a little about them, and is afraid of how that certain culture is different from them in language, behavior or customs. 3- How do Milgram's results—particularly the finding that the remoteness...
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...whether or not the psychological egoism is correct principle for describing how the people perform their actions today, it is important to understand what is psychological egoism and find out some ethical evidences to prove the fact no matter it is right or wrong. In this essay, I will firstly present the definition of psychological egoism with illustration and then present three main arguments against its being true from the Feinberg’s points of view by giving the strong evidences supporting them. Firstly, according to the theory, “the psychological egoism is the name given to a theory widely held by ordinary people implying that all human actions when properly understood can be seen to be motivated by selfish desire.” (Feinberg, 489). In the other words, the basic idea in the psychological egoism is that the human nature is totally selfish...
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...Environmental Considerations and Recommendations Company X does not currently have any environmental initiatives. A few initiatives that would benefit the organization and be socially responsible would include going paperless, turning off the computers at night, and a telecommuting option. Each one of these can help protect the environment by reducing pollution in one manner or another. These are all small changes that could have a big impact. With a company size approaching 150 employees, we can generate quite a bit of pollution just in our day to day activities without knowing we did so. Going paperless has some specifics at Company X that make it attractive. The organization is already recycling as much paper as it can within the office, but that only goes so far. If Company X could reduce the amount of paper it uses it reduce the amount of trees being cut down and the pollution put off during the recycling process. Company X fills up 4 – 26 Gallon Recycle bins per month with paper and we shred another 4 - 30 gallon bins, I am assuming the bins being shredded are also being recycled. Much of the paper Company X is using can easily be turned into online assets that require no paper. The organization has invoices coming in and it sends invoices out. It could utilize the electronic invoicing with in the CRM to handle these invoices. This would also benefit the customers, as invoices would not get lost in the mail. The employee expense reports, which average three pages...
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...Joyce R. Clifford’s praise of the book “Leadership is an Art” is the most apt review I have read. She articulates, “In today’s financially driven business environment, Max De Pree helps readers to pause, take a deep breath, and examine their own personal ‘art of leadership.’ This is an extraordinary book that avoids quick management theory and brings the reader back to the reality that human values form the basis for extraordinary leadership” (De Pree, n.pag.). This is clear throughout the book as De Pree advocates for a servant leadership, similar to Colleen Barrett from Southwest Airlines who also advocates for such humanistic leadership. De Pree points out later in the book that owners are “liable for hard assets and also a legacy for their corporate heirs” (De Pree, p. 95). This is a powerful statement that I will discuss in greater detail. De Pree’s major theme can best be summed up by dealing closely with the esteem needs of people and the philosophy of positive organizational behavior (McShane, p. 77). De Pree postulates that the most effective way of leading be “participative leadership,” which deals with meeting employee esteem needs for “belonging, for contributing, for meaningful work, for the opportunity to make a commitment, for the opportunity to grow and be at least reasonably in control of our own destinies (De Pree, p. 23). Certain key ideas tie to the fact that “Leadership is an art, something to be learned over time … [leadership is] more a weaving of...
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...Week 2, Assignment 1: Workplace-based ethical situation Early in my career, I was hired by ABC Corporation as a pipe sales representative for the north Texas area; my responsibilities were to increase the number of city specifications and improve area sales by 20% each year. My boss also pointed out that John, the company’s veteran south Texas sales representative and I would be working closely with each other and our largest distributor, XYZ. After my two week orientation training, my boss set up a dinner meeting to introduce me to John. John and I hit it off right away; we had similar personalities and competitive drive, which lead to a start of a strong team and friendship. Over the next two years, John took me under his wing and introduced me to the key players in both the south and the north branches of distributor XYZ, all along advising me on strategies to implement in my north Texas territory that would increase city product specification and contractor acceptance. My first two years turned out to be exceptional; I increased sales by 25% each year and our product was being specified by name on city engineering plans. In addition, our largest distributor, XYZ, was happy with their north branch increase in business, due to the improved specifications our territory. My boss was impressed and asked me to sign up for the management fast-track program and had been talking to several upper level managers about a promotion. The next day, I received a phone call from...
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