MORALITY AND

RATIOANLITY

RATIONAL ORGANISATION
The more traditional rational model of a
business organization defines the organization as
a structure of formal (explicitlydefined and
openly employed) relationships designed to
achieve some technical or economic goal with
maximum efficiency.
E. H. Schein provides a compact definition of an
organization from this perspective:
An organization is the rational coordination of
the activities of a number of people for the
achievement ofsome common explicit purpose or
goal, through division of labor and function and
through a hierarchy of authority

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ETHICAL RESPONSIBILITIES

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The obligation of the employer

The obligation of the employee

EMPLOYEE OBLIGATION TOWARDS

THE FIRM
Towards the goals of the firm.

Avoid any activities that cause harm to those

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goals.

Obey organisational superiors.

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CONFLICTS OF INTERESTS
Bribes

2.

Gifts

3.

Commercial bribe

4.

Embezzlement

5.

Larceny

6.

Trade secrets

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1.

FIRMS DUTIES TO THE EMPLOYEE

Provide appropriate compensation

Fairness of wages

Fairness of working conditions

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Transperncy International
India with 3.3 rank 87

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THE FRAMEWORK OVERVIEW

Step One: Describe the problem

Step Two: Determine whether there is an ethical

issue or an ethical dilemma

Step Three: Identify and rank the key values and

principles

Step Four: Gather your information

Step Five: Review any applicable Code of Ethics

Step Six: Determine the options

Step Seven: Select a course of action

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STEP ONE: DESCRIBE THE

PROBLEM
Ethical problems are always embedded in a
context.
Circumstances impact upon the problem
definition (for whom does the problem exist?
What is the setting?)
Beware of the tendency to look toward the
clinical or purely legal perspective for guidance.

STEP TWO: DETERMINE WHETHER

THERE IS AN ETHICAL DILEMMA

Dilemma greek origin

di- two
limos-horns,
Two horned

STEP TWO: DETERMINE WHETHER

THERE IS AN ETHICAL DILEMMA

Dilemma becomes ethical when the good or bad

options seem to have a moral component

(eg. confidentiality vs. prevention of harm,

self determination vs. workers perception of
clients best interests, freedom vs. safety)

STEP TWO: DETERMINE WHETHER

THERE IS AN ETHICAL DILEMMA
If

you find it easy to articulate the perceived

best interest as being on one side, you might
ask, who determines what is in the best
interest? You? Courts? Client? Family?
Remember, most individuals will probably
perceive their own preferences as being in
their own best interest.

STEP THREE: IDENTIFY AND RANK

THE KEY VALUES AND PRINCIPLES
What reasons can you provide for prioritizing one
competing value over another?
Understand that a resolution to a dilemma which
goes against an individuals personal set of
values has very little chance of success.

STEP FOUR: GATHER YOUR

INFORMATION
Do

you have all the known facts?

Do you understand the applicable laws or
legalities?
Do you have all relevant policies available
to review?
Are you clear about the individuals views
and personal values?
* Dont hesitate to seek out consultation.

STEP FIVE: REVIEW ANY

APPLICABLE CODE OF ETHICS
Not

legal documents, but professionals are

bound to tenets and can be sued for breach
Look for the following:
-- mission statement
-- values base of the organization
-- ethical principles to guide practice
-- ethical standards
Codes can be revised or updated as needed

STEP SIX: DETERMINE THE

OPTIONS
List all possible actionable options
Weigh the cost/benefits of each option
Seek out additional points of view

STEP SEVEN: SELECT A COURSE OF

ACTION
1)
2)
3)
4)

Discard the least desirable option.

Discard any which you can not put into action.
Discard any options which violate the values
systems of those affected.
Recognize that your final choice will be
impacted by your personal values.

STEP EIGHT: PUT YOUR PLAN INTO

ACTION

Reflect on the outcomes with a sense that you

have truly approached this ethical dilemma with
the best of intentions and to the best of your
ability.

STEP NINE: EVALUATE

Evaluate the consequences for each person
involved (client, family members, co-workers,
agency, etc.)
Consider submitting your most difficult cases to
an ethics review board or peer consultants for
feedback.

STEP TEN

Discuss the case with your ethical review

committee or board

Dont have one? Create one.

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