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Journal of Business Ethics Education

Volume 1, Issue 2, 2004
The Stand Alone Course in Business Ethics

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1. Journal of Business Ethics Education: Volume > 1 > Issue: 2
Norman E. Bowie Special Issue: The Stand Alone Course in Business Ethics
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2. Journal of Business Ethics Education: Volume > 1 > Issue: 2
Duane Windsor A Required Foundation Course for Moral, Legal, and Political Education
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Corporate scandals reveal the need for deep transformation of management education so as to profess and promote moral leadership. AACSB and business schools bear partial fault for the recent situation. New 2003 AACSB accreditation standards do highlight business ethics. But the 2003 standards undermine moral, legal and political education by defining “ethics” narrowly and tending to signal pure “infusion” in place of any independent foundation coursework. This paper states a case for an independent foundation course, required universally at undergraduate and graduate levels of business or management education, addressing businesses in societies, legal environment of business and business ethics. Independent foundation instruction by specialists should be followed universally by systematic infusion of these areas throughout business curricula. Neither standalone coursework nor pure infusion is satisfactory. The paper discusses roles, content and location of a required foundation course—followed by systematic infusion—for moral, legal and political education of future managers.
3. Journal of Business Ethics Education: Volume > 1 > Issue: 2
Laura P. Hartman, Edwin M. Hartman How to Teach Ethics: Assumptions and Arguments
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The American Assembly of Collegiate Schools of Business has called for stronger ethics programs. There are two problems with this battle cry. First, the AACSB rejects, with weak arguments, the single best way to get ethics into the curriculum. Second, the AACSB can only vaguely describe some unpromising alternatives to that strategy. A number of leading business ethicists have challenged the AACSB to defend and clarify its views, to little avail. The proposed Procedures and Standards cannot by themselves bring about any significant change in the teaching of business ethics. There is a gap between the AACSB’s professed objectives and the means for achieving the objectives and determining whether they are being achieved. The Statement about Curriculum Content gives great prominence to the teaching of business ethics, but the interpretation of the statement, especially in the standards for measuring achievement, shows how improbable it is that the proposed Procedures and Standards will have the desired impact. We must recognize the constraints on the AACSB as we consider current standards and the controversy over a free-standing course versus an integrated curricular approach. The evident conclusion is a call, not only to the AACSB but to all business school educators, to set the stage for strengthened ethics education rather than to have standards imposed on us from outside.
4. Journal of Business Ethics Education: Volume > 1 > Issue: 2
D. Vidaver-Cohen Fish Starts to Rot from Head: The Role of Business School Deans in Curriculum Planning for Ethics
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This article examines the role of the business school Dean in curriculum planning for ethics. First it explores why Deans must take the lead to introduce required professional responsibility courses in the business curriculum. Next it addresses how Deans can exercise both formal and informal authority to accomplish this task Finally, the article concludes with ways Deans can further promote the ethics message—both within and outside their institutions.
5. Journal of Business Ethics Education: Volume > 1 > Issue: 2
Heidi von Weltzien Høivik Learning Experiences from Designing and Teaching a Mandatory MBA Course on Ethics and Leadership
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The paper describes the particular design of a mandatory course in business ethics for MBA students at the Norwegian School of Management. The title “Ethics, Values, and Integrity in Management” instead of “business ethics” was chosen on purpose in order to allow students—who all come with extensive job experience—to distinguish on their own between moral leadership and ethics management by the end of the course. The ultimate goal of the course is to help students understand the normative demands of good leadership without sacrificing either managerial effectiveness or ethics. Especially, when the international student body consists of participants from different parts of the world, it was important to make sure that students could relate ethics to the concept of leadership based on their own cultural traditions. A short survey conducted for this paper among the alumni MBA students yielded information about the usefulness of the course after it has been running for 10 years. The survey confirmed increased ethical awareness and the usefulness of skills for moral reflections and decision making.
6. Journal of Business Ethics Education: Volume > 1 > Issue: 2
Wayne Norman Put an Ethicist on the Team!: A Promising But Neglected “Third Way” to Teach Ethics in a Business School
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How can business schools best prepare their students to deal with the ethical challenges they will face in the ‘real world’? For three or four decades members of business (and other professional) schools have debated the relative merits of teaching ethics in a stand-alone “foundational” course or teaching a little bit of ethics “across the curriculum” in every course. This paper explores a third option—having an ethicist as a member of a team that teaches an integrated approach to management—which combines the advantages of the two traditional options while avoiding some of their shortcomings. The paper begins with a lengthy discussion about the interdisciplinary nature of the field of business ethics and about the pedagogical implications of this conception of the field. And it concludes with a case study of the team-teaching approach at the Sauder School of Business of University of British Columbia.