Unit 3 Discussion Board

What ethical theories can be used to create a values-driven culture of integrity

Ethical theories are unique in that they are all based on different philosophies. However,
the theories are independent such that the application of one theory does not negate the
application of another theory. This is essential because an individual’s character influences
ethical decision-making. In an organizational setting, there is a diversity of personalities.
Therefore, it would be prudent to consider all theories in creating a value-driven culture of
integrity. This way, employees can rely on more than one theory when making decisions.
Additionally, ethical dilemmas may arise where relying on just one ethical theory for decision-
making could be impractical.
As a consultant, I would recommend that Theresa and Mike build their culture on all the
ethical theories. For example, the virtue ethics theory suggests that people make ethical decisions
based on the idea that they are virtuous (Smart et al., 2019). On the other hand, the Rights-based
ethics theory suggests that individuals should make their decisions based on the existing rights
and freedoms. However, even a virtuous person may have problems making an ethical decision
when their rights are challenged. In that case, a person may rely on the utilitarian theory to
decide what brings the maximum good for the most significant number of people.
Organizational programs and processes that can help achieve a values-driven culture of
integrity
Employee education

Employee education is essential in creating a knowledge base that employees can rely on
in ethical decision-making (Sekerka, 2009). Education can help the employee know that there are
many ethical theories, and the application of each theory depends on the situation.
Employee training
After education, training is essential in ensuring that employees can apply the new
knowledge in real work-related scenarios (Weber, 2014). UWEAR can plan for ethical training
of its employee, which can be contracted to training organizations. UWEAR can also conduct in-
house training through technological avenues such as online courses, software apps, eBooks,
articles, and videos.
State law
Mike and Theresa can use state law as guidance to instill a culture of ethics. Joe’s
dilemma relates to UWEAR, which is a publicly owned company. The Foreign Corrupt Practices
Act (FCPA) prescribes measures that publicly held companies could use to punish bribery.
UWEAR can adopt some provisions from the FCPA and incorporate them into the company
culture. The Sarbanes-Oxley Act also provides provisions that UWEAR can use to restructure
their fiscal management policies and practices to make them more ethical.
Decision-making processes that CEOs can use to make ethical decisions
CEOs can apply the PLUS six-step model to enhance their decision-making. This process
involves answering critical questions before a decision can be made. The questions referred to as
the PLUS model test whether decisions are consistent with organizational policies on ethics.
They also test whether the decision complies with legal and regulatory requirements, conforms
with universal ethical values, and conforms with personal ethical standards (Smart et al., 2019).

The six steps involve defining the problem using the filter, developing alternatives, analyzing
alternatives against the plus model, decision-making, implementation, and evaluation (Smart et
al., 2019). CEOs can also use ethical intelligence through the I-R-J-E model. It involves
interpreting the problem, retrieving information, judging stakes, and editing solutions (Smart et
al., 2019; Hartman &McLaughlin 2018). CEOs can also use ethical questions based on the
principles of equity, honesty, and integrity.
References
Smart, L., Kimble, C., Birch, J., Smith, R., Whitaker, G., & Editorial Board. (2019). Leadership
and Ethical Decision Making (2nd ed.). Words of Wisdom, LLC.
Hartmann, D. J., & McLaughlin, O. (2018). Heuristic Patterns of Ethical Decision Making.
Journal of Empirical Research on Human Research Ethics, 13(5), 561–572.
https://doi.org/10.1177/1556264618800208
Sekerka, L. E. (2009). Organizational ethics education and training: a review of best practices
and their application. International Journal of Training and Development, 13(2), 77–95.
https://doi.org/10.1111/j.1468-2419.2009.00319.x
Weber, J. (2014). Investigating and Assessing the Quality of Employee Ethics Training
Programs Among US-Based Global Organizations. Journal of Business Ethics, 129(1),
27–42. https://doi.org/10.1007/s10551-014-2128-5