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Given the high value placed on honesty, the incentives for deception in negotiation create a serious moral tension for business people, as well as a public relations problem for businesses. Ethical behavior refers to the standards of conduct, such as honesty, fairness, responsibility, and trust. This paper states that a decision to be ethical and honest has to be made to be modeled. This generally requires an awareness of the need to be disciplined in the evaluation and development of a value system, whether it is based on some higher authority or from some developed philosophical view. The paper shows that this ethical behavior must permeate the organization to be effective. It needs to be revealed through policies, training programs, and modeled behavior. Verbalizing a commitment is not enough. The paper argues that managers and executives in organizations need to model ethical standards by talking about them with employees and displaying ethical behavior during the negotiation process. The paper discusses several philosophical approaches to the concept of 'ethics'.
From the Paper:"A more complex ethical base is universalism, which argues that the rightness or wrongness of actions can be determined before the actual outcomes of those actions can be realized. Founded by Immanuel Kant, universalism argues that human beings are incapable of foreseeing all the outcomes of their decisions and actions, and thus should be held morally accountable for the way they are made (Reitz, p. 7). For the action to be moral, it must have respect and dignity, it must be universally acceptable, and it must be consistent with all other universal moral principles. In contrast to universalism, utilitarianism judges the rightness and wrongness of actions and decisions by their consequences. It argues that human beings ought to seek those alternatives that produce the greatest amount of good for the greatest number of people. When seeking the greatest net good, one must consider all the people likely to be affected by a set of alternatives and the array of outcomes each alternative might generate."
Cite this Research Paper:
Ethical Negotiations (2004, April 13) Retrieved October 20, 2019, from https://www.academon.com/research-paper/ethical-negotiations-50406/
"Ethical Negotiations" 13 April 2004. Web. 20 October. 2019. <https://www.academon.com/research-paper/ethical-negotiations-50406/>