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“This essay is divided into five chapters. In the first the questions initially posed about our desires and how we should think about them are questions that plain non philosophical persons often find themselves asking. When however they carry their attempt to answer these questions a little further, they find that they have, perhaps inadvertently, become philosophers, and that they need some at least of the conceptual and argumentative resources which professional philosophers provide. So their enquiry, like this one, becomes philosophical. But philosophy in our culture has become an almost exclusively specialized academic discipline whose practitioners for the most part address only each other rather than the educated lay person. Moreover those same practitioners have for the last fifty years been harassed by the academic system into publishing more and more as a condition for academic survival, so that on most topics of philosophical interest there is by now an increasingly large, an often unmanageable large body of literature that has to be read as a prologue before adding to it one more item. Readers should be warned that my references to this literature are selective and few. Had I conscientiously attempted not only to find my way through all the relevant published writing in the philosophy of mind and in ethics, but then also explained how I had come to terms with the claims advanced by its authors, I would have had to write at impossible length and in a format that would have made this essay inaccessible to the lay reader for whom it is written”–
This book takes a new approach to ethics by focusing on the kinds of dilemmas that confront people almost daily on the job. The author’s unique contribution is to meld philosophy with everyday decisionmaking, offering the reader a common sense approach to making ethical decisions. Mary Guy introduces ten core values which surround ethical dilemmas, demonstrating the way in which personnel can sensitize themselves to the values involved in a problem and reach a solution which maximizes the important values. Real-life case examples illustrate ethical dilemmas that involve personnel practices, organizing strategies, reporting functions, supervisory practices, whistleblowing, and more. Throughout, the author emphasizes the kinds of concerns which confront the vast majority of employees–from ambitious entry-level personnel to top executives. Realistic in tone, the discussion acknowledges the inevitable need to make compromises, showing how to optimize ethical values situations that arise on the job and for which no formal rules exist. In her introductory chapter, Guy defines ethics, clarifies the relationship between ethical behavior and morality, and presents the ten guiding values that serve as the foundation for ethical decisions. Turning to a focus on decisionmaking, she explores such issues as the theoretical framework for rational decisionmaking, rational decisionmaking in real life, the application of ethical analysis to decisionmaking, and the definition of ethical decisionmaking. The four subsequent chapters present case studies of problems that personnel commonly encounter. In each case, Guy examines the ethical issues involved, applies various scenarios for reaching an ethical decision, and demonstrates the tension that exists among ethical decisionmaking, coping with daily exigencies, and accommodating the preferences of stakeholders. The concluding chapter summarizes the relationship between ethics and decisionmaking and offers a prescription for ensuring ethical decisionmaking throughout the organization. Must reading for managers in business, government, and not-for-profit organizations, this book is also an excellent supplemental text for advanced undergraduate and graduate level courses in business and public administration.
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