The Ethical Dilemma And Ethics - 2010 Words

Dilemma #1: Name: Dat Le Student ID #: 1527599 †¢ What is the ethical dilemma and, specifically, what are the two â€Å"goods† in conflict? â€Å"Brad is a production engineer at a bicycle company and part of his job includes inspecting broken bikes and drafting the design repairs for their repair† (Bartlett). Brad is considering replacing a broken brake cable with a more durable material, even though the customer did not request it in their order and specifically requested that â€Å"No aesthetic changes be made to the bike† (Bartlett). Brad’s manager suggests that his considered actions would go against the company’s policy of â€Å"The customer is always right.† Should Brad disobey the manager and the customer to possibly lose his job or go along with†¦show more content†¦Brad would be in the wrong in terms of utilitarian ethics. Virtue ethics are focused on a person showing values such as dependability and honesty. Brad would be dependable by ensuring the customer’s safety and honest by correcting what had to be done instead of ignoring what was right. However, he would not be showing loyalty by going against the customer’s wishes, but that could be corrected if Brad informs the customer. Virtue ethics are â€Å"Concerned about the inner person and an individual’s intent†; it was Brad’s intent to protect the customer from potential injuries (Newberry). Brad was more in the right in terms of virtue ethics. In terms of the professional codes, the National Society of Professional Engineers, Brad would demonstrate the codes â€Å"Hold paramount the safety, health, and welfare of the public† and â€Å"perform services only in areas of their competence† if he performs the changes (â€Å"Code of Ethics†). For the code, â€Å"Hold paramount the safety, health, and welfare of the public,† Brad will have done what he had to do to protect the customer’s safety even if it meant going against the customer’s request and his manager (â€Å"Code of Ethics†). For the code, â€Å"Perform services only in areas of their competence,† Brad is sure that the broken brake cable is not the proper material and needs to substitute for a proper or better material (â€Å"Code of Ethics†).Show MoreRelatedEthics And The Ethical Dilemma1324 Words   |  6 PagesEthics in business has to do with making the right choices - often there is no apparent one right way and one must choose the best in the circumstances. Managers are sometimes faced with business choices that create tensions between ethics and profits, or between their private gain and the public good. Any decision where moral considerations are relevant can potentially give rise to an ethical dilemma, for example: †¢ A decision that requires a choice between rules †¢ A decision where there is no ruleRead MoreEthics : Ethical And Ethical Dilemmas1473 Words   |  6 Pages Ethics Help the Helper in Ethical Dilemmas Fred L. Slack University of the Rockies Abstract In ethical decision-making, there is an established way to address resolving ethical dilemmas systematically and following established decision-making steps to resolve ethical dilemmas effectively. Applied established ethical-decision making steps along with an understanding of established ethical codes is essential Here we will comprehensively discuss how a professional wouldRead MoreEthics And The Ethical Dilemma1252 Words   |  6 PagesAnswer 1) In general, Ethical dilemma occurs in every business field and in every area of work. 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In order for companies to comply with ethical standards, teamwork is necessary between the employees and the organization as a whole to create an ethical company culture that guides the actions of allRead MoreQuestions On Ethics And Ethical Dilemmas1895 Words   |  8 PagesRunning Heading: Ethical Dilemmas Vignettes Capella University Ethical Dilemma Vignettes Advance Ethics Leadership Study in Human Behavior Dr. Washington January 30, 2015 Ethical Dilemma Vignette Abstract In this seminar the researcher will addressed to ethical dilemmas, these ethical dilemmas will be two complex situations that often involves an apparent conflict in which will result in transgressing another. In every organization individuals face ethical and moral dilemmas, which is definitelyRead MoreEthics Chapter 1 Ethical Dilemma Essay690 Words   |  3 PagesEthics Chapter 1 An Ethical Dilemma – Questions/Exercises 1. What is/are John’s ethical issues? 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John Diefenbaker The Last Old Tory Essay - 2229 Words

John Diefenbaker was the last â€Å"old Tory† to be the Prime Minister of Canada. He was a member of the Conservative Party with deep values as well as being a British loyalist who supported the Queen. Diefenbaker was also a man that was well known for not supporting anything he thought was anti- British. This sentiment was most evident when Diefenbaker criticized the Liberal’s refusal to support Britain in the Suez Canal crisis and sided with the Americans. This loyalty the Diefenbaker had to the British Commonwealth would not serve him well as Prime Minister of Canada. In 1958, Diefenbaker would win the largest majority government in Canadian history upsetting the new leader of the Liberal Party, Lester B. Pearson, who had taken over for St.†¦show more content†¦Kennedy, the President of the United States of America, which made it difficult for Canada and the United States to work together on different policies. These major events, which John Diefenbaker did not deal with effectively, caused the Prime Minister to lose the biggest majority government in Canadian history in 1963. In 1957, John Diefenbaker took the spot of the Official Opposition leader against the Liberal party who at the time was lead by St. Laurent. Diefenbaker did not support the new budget which was presented. This forced Parliament to dissolve in April of that year and have an election on June 10th. St. Laurent was extremely confident about winning the election as the Liberals had been in power since 1948. St. Laurent’s confidence was such that he did not even bother to make any recommendations to the Governor General to fill the 16 vacancies in the Senate before dissolving the government. During the election campaign Diefenbaker was portrayed to the country as a people’s person, who was honest with small town values. He was popular in the Prairie Provinces as he connected with the people. He had grown up in Saskatchewan and understood the culture o f the prairies. Three months before the election took place a census of how Canadians would vote was conducted. It showed that 46.8% of Canadians planned to vote for the Liberal party and only 38% for the Conservatives. In the next three months this would change considerably because of aShow MoreRelatedEssay on The Four Political Parties Of Canada4255 Words   |  18 Pages What is particularly interesting is that none of the latter three parties compose Her Majestys Official Opposition in the House of Commons. The Bloc Quebecois, a Quebec separatist party who only ran candidates in the province of Quebec in the last federal election in 1993, won 54 seats in that province, and claimed the title of Her Majestys Loyal Opposition over the Reform Party, who garnered only 52 seats. Because the Bloc ran candidates only in Quebec, it would be difficult to think of

Canadian Foreign Policy During the Interwar Years free essay sample

When putting words to paper, each person has their own creative method. This rings especially true when writing about history. With the seemingly endless supply of information and accounts, no two readings or viewings will contain the same exact information or viewpoint. Deciding which resource to agree with or more importantly to relate too often times prove difficult, as simply reading the information without further deliberation as to the authenticity may lead one down an incomplete path. This paper will discuss in large part the differences of two particular passages and which of the two I found most persuasive. James Eayrs’ article â€Å"A Low Dishonest Decade: Aspects of Canadian External Policy, 1931-1939† and Norman Hillmer’s article â€Å"Defence and Ideology: The Anglo-Canadian Military Alliance in the 1930s† both explain Canada’s relations, or lack thereof, with Great Britain. While Eayrs’ viewpoint is a much more negative one. For instance Eayrs explains that â€Å"nothing was done by the Canadian Government to assist United Kingdom defence officials in their effort to stimulate the manufacture of arms in the overseas dominion † insisting that the Canadian Government was putting forth no effort to assist the members of the Dominion with their requests to prepare themselves for the defence of their own territories. While Hillmer’s explanation of a similar situation is that â€Å"The PM William Lyon Mackenzie King cabinet was agreeable to the placing of British orders in Canada and to private firms taking the initiative in the establishment of munitions and aircraft plants †. This explanation while stating essentially the same thing has a much more positive connotation and seemingly positive outcome on the people of Canada. It is also one that would lend itself more to the notion that the countries are, while remaining within their own constraints, working together towards a common goal. The negative view of Eayrs is present throughout his article and paints a much more reluctant Canada to any request made by the United Kingdom. Eayrs furthers his dark view with explaining how Canadians â€Å"held conviction that in reoccupying the demilitarized zone Hitler was only avenging the wrongs of Versailles, taking possession of what rightfully belonged to Germany †. It seems that the interpretations put forth by each author vary on the tone of articles. There was a noticeable amount to research conducted by each author, as indicated by the number of references included with each article. Both Eayrs and Hillmer included some seventy quotes to more than sixty different references each. The references used by both authors seem credible in that they used many minutes from Government meetings, debates and published internal documentation. Despite taking different routes to explain some of the thoughts at the time Hillmer actually referenced a previous work of Eayrs’ in his own article. This may not come as much of a surprise, since in essence both authors came to a similar conclusion on where Canada stood at the time with respect to helping the United Kingdom in a future war effort. As Hillmer explains, â€Å"although on the issue of peace or war the country would be split nless matters had been very badly handled, Canada would end in being in the war †. Eayrs noted on the same issue that â€Å"it is already decided that if Britain declares war, Canada must accept the situation†. Attempting to decide which article is the most persuasive is a difficult task. After reading both articles and noting the difference in tones I tried to figure where such difference may have arisen. The first thing that I noticed was that Eayrs article was published in 1960, a short 15 years after the end of World War II. It is quite possible that a negative view of the government and its agreement to partake in this war was still very much alive. This may have added to his tone and reason for creating such an article. Nonetheless, his references seem very much authentic and there does not seem to be any reason why he would want to mislead someone into having a thought for or against his writing. On the other hand I could not help but notice his almost sympathetic view towards Germany while including information on how Canada rejected requests from the United Kingdom time and time again during the interwar period. Hillmer’s article was published in 1978, and given that he was born during the war, may offer some insight into his more patriotic and positive twist to the interwar timeframe. While Hillmer would have been around to witness the post war affect on Canada, not being directly involved in the time leading up to World War II or the war itself means a loss of the national sentiment at the time. This however, does not affect how persuasive I find his writing. Hillmer’s references do add credibility to his writing and, as mentioned above to Eayrs. I find both articles persuasive on their own merits but given the current global situation I would like to think that Canada was a little more receptive to the requests made by the United Kingdom and as such find Hillmer’s article a little more persuasive. It is noted that when writing about history one can only research these periods of time. With the amount of views which exist today about historical times it is difficult to decide how many of these are presenting the information in the most neutral and truthful manner. If it was believed that this had already been accomplished then writers of history may find themselves short on employment. Truth be told, each historian believes that they have their own unique view on the events in which they write about, if they did not there would be no point in writing anything new about historical times. I believe the key to reading and learning about history is finding the stories, articles, papers etc That one can most directly relate too, as this is where their interest will lie. Endnotes James Eayrs, â€Å"A Low Dishonest Decade: Aspects of Canadian External Policy, 1931-1939† The Growth of Canadian Policies in External Affairs (1960): 356 Norman Hillmer, â€Å"Defence and Ideology: The Anglo-Canadian Military â€Å"Alliance† in the 1930s† International Journal 33-3 (Summer 1978): 91 Eayrs, 353 Hillmer, 89 BIBLIOGRAPHY Eayrs, James, â€Å"A Low Dishonest Decade: Aspects of Canadian External Policy, 1931-1939† The Growth of Canadian Policies in External Affairs (1960) Hillmer, Norman, â€Å"Defence and Ideology: The Anglo-Canadian Military â€Å"Alliance† in the 1930s† International Journal 33-3 (Summer 1978)

Working With Emotional Intelligence Essay Example

Working With Emotional Intelligence Essay In â€Å"Working With Emotional Intelligence† Daniel Goleman discusses the importance of emotional intelligences in business world. In particular, the author describes physical and neurological aspects of emotions stating that emotional life of people is not related to academic intelligence.   In such a way, Goleman underlines the importance of emotional intelligence skills in the workplace and in private life. Goleman discusses the concepts of teamwork, listening, cooperation, communication, speaking as they key aspects of emotional intelligence emphasizing their role in effective leadership and professional training programs. Through Goleman’s writing, he presents that miserable morale, arrogant bosses and intimidated employees have destructive effects on performance outcomes and job satisfaction. The problem is that such emotional deficiencies remain neglected and ignored, but, if not managed, they are very likely to result in decreased productivity, missed deadlin es, mishaps and decreased professionalism of employees. The book is Goleman’s quest for raising importance of emotional intelligence in the workplace.Book OverviewGoleman claims that emotional intelligence may be defined in several ways. For example, emotional intelligence is realizing one’s emotions, self-awareness and ability to recognize feelings, or handling skills in managing feelings and emotions of other people. More and more companies refer to emotional intelligence because, as Goleman says, rules have changed. The new rules decide who is on the top of success and who is on the bottom of it. No matter what field the company is operating in, it depends on personal traits that are essential for company’s marketability and future jobs. The rules are not ones that are learned in schools. They are new measure of intellectual ability and technical skills. New rules drive companies towards prioritizing personal skills as adaptability, persuasiveness, initiative and empathy.In Part One Goleman discusses emotional intelligence, IQ and experience stressing that being emotionally intelligent values more than technical skills. Goleman thinks that organizational success depends on such personal qualities as empathy, initiative, self-confidence, self-awareness, trustworthiness and adaptability. Goleman shows that relying on technical skills merely won’t ensure the highest productivity and job retention. Thus, he calls for relying on emotional intelligence instead of experience and IQ. The whole book is a business case how to leverage emotional intelligence, and the author cites 25 years of research within. Goleman (2000) argues, â€Å"Companies that leverage this advantage add measurably to their bottom line†.The key question is how emotional intelligence is associated with profit? Why is it so important for contemporary highly competitive business environment?   Today is the age of complex work and, thus, collaboration and coope ration are they key priorities for companies that tend to unite people in their work. Successful companies are claimed to be companies that display emotional intelligence and realize the importance of employees’ abilities to handle emotions in the workplace. Companies with emotional intelligence have competitive advantage over others. Goleman (2000) stresses, â€Å"In the new workplace, with its emphasis on flexibility, teams, and a stronger customer orientation, this crucial set of emotional competencies is becoming increasingly essential†. Nonetheless, emotional intelligence is not limited to being simply nice or self-confident. Instead, emotional intelligence is a combination of personal competencies that help individuals to manage own emotions through self-regulation, self-awareness and self-motivation, and of social competencies that assist in approaching relations with social skills.Goleman (2000) says that the concept of emotional intelligence is new and well-su pported, â€Å"We now have 25 years’ worth of empirical studies that tell us with a previously unknown precision just how much emotional intelligence matters for success†. His practical research reveals that emotional and social competencies are twice as important for modern businesses because they contribute to excellence, in contrast to experience and IQ that specify only the technical side of performance. In Part Two Goleman specifies twelve job capabilities and stresses their unique contribution to overall business performance. Goleman stresses that, when hiring professionals, organizations should prioritize trustworthiness, initiative, self-awareness and self-confidence along with such social skills as team capabilities, leadership qualities and empathy. In Part Three the author refers to key relationship skills saying they let companies arrange working process more efficiently. Goleman says that successful organizations should consider the importance of empathy, leadership, political awareness and leveraging diversity. Emotional intelligence doesn’t require being perfect in all the competencies rather it calls for being strong enough to reach success.The author offers recommendations for improving emotional intelligence within organization. In Part Four Goleman helps those who are willing to be on a par with their emotional intelligence and to avoid wasting time. He suggests that emotional competence training would be of great importance. For that purpose Goleman recommends Managerial Assessment and Development course. Training courses should be outcome-oriented rather than ‘one-size-fits-all training’ as organizational leadership should be confident that their investments are effective and performance will be improved. Goleman (2000) says, â€Å"Too often the only real effect of training, no matter what it’s for, is that people get a short-term ‘buzz’ of energy that lasts no more than a few days or weeks, after which attendees fall back into whatever their habitual mode was before the training†.The author is willing to show that employees won’t turn to emotional intelligence at once because it is a complex and gradual process. Thus, it is necessary to follow sound guidelines to become emotionally competent. Goleman stresses that emotional intelligence can be learned encouraging, in such a way, organizations and individuals to re-shape key values and strategies. Nevertheless, Goleman recommends not becoming obsessed with the idea of emotional intelligence; instead, stretching out is recommended for reinforcing organizational values and missions. Emotional intelligence should be promoted through extensive training as it allows creating atmosphere (2000) that â€Å"rewards and even celebrates such self-improvement†. Goleman says that sound leaders realize that costs of good training would be repaid within the year.In the last part of the book Goleman explain w hat it means to be emotionally intelligent and illustrates how improved business performance makes organization more attractive for employees.   Goleman (2000) writes, â€Å"An organization’s collective level of emotional intelligence determines the degree to which that organization’s intellectual capital is realized and so, it’s overall performance†. In particular, the last part is an example how Egon Zehnder International has managed to apply the concepts of emotional intelligence to business practice. Egon Zehnder International is global executive search company that has illustrated the effectiveness of cooperation and collaboration – key ideas of emotional intelligence. Egon Zehnder International is characterized by high levels of teamwork, open communication, commitment and cooperation. Goleman (2000) notes, â€Å"The search firm’s very business, finding the right person for a company, demands skill at empathy, intuitive accuracy, a nd organizational awareness†.The author shows that emotional intelligence does matter as Egon Zehnder International is fully repaid for re-arranging business approach. Today Egon Zehnder International is one of the most profitable companies in the world being up to 60% more productive than average firms. The key to company’s success is rooted in its selective hiring procedure, in which only promising and emotionally intelligent candidates were selected. Personal qualities were emphasized in hiring procedure, and candidates were evaluated on their self-confidence, self-awareness, leadership qualities, teamwork capabilities, integrity, maturity, empathy and listening skills. Common sense, sense of humor and vivid imagination were highly appreciated and welcomed. Candidates were expected to be good colleagues and friends. On the example of Egon Zehnder International, Goleman shows that changes are inevitable, and today businesses become less hierarchical, but he discusses what competencies organizational leader should have and what competencies should employees be entailed with. Some competencies are necessary for the top, whereas others are necessary for ordinary employees. However, he concludes that personal skills are important for every bottom as they contribute to overall business performance. With years emotional intelligence will be equally demanded across the company.ConclusionIn â€Å"Working With Emotional Intelligence† Daniel Goleman stresses collaboration and cooperation as key concepts of emotional intelligence. He argues that personal and social skills value more today than IQ and experience. Social relations, teamwork capabilities and leadership qualities are crucial to company’s survival, and emotional intelligence should be applied to facilitating cooperation within organization. The positive finding is that emotional intelligence may be learned and improved. Thus, Goleman has made an excellent effort to explain the ess ence of emotional intelligence and its importance in contemporary highly competitive business world. Moreover, Goleman offers sound guidelines for improving emotional intelligence through extensive training programs. He concludes that emotional intelligence enhances employees’ job satisfaction, improves business productivity and performance. Goleman promotes managing with the heart.Works CitedGoleman, Daniel. Working With Emotional Intelligence. USA: Bantam Books, 2000.