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The study of ethics concentrates more on ethical judgment, this results to extensive theoretical and empirical literatures. This explains its importance in the explanation of the ethical and unethical behavior. Looking at theory, various models of ethical decision making do feature ethical judgment as the fundamental variable of explanation. The ethics topic has been widely featured in the business world for many years. Budgetary slowdown has been viewed as an ethical issue. When employees happen to misrepresent their competencies, they are using their knowledge against themselves.

The resulting misallocations that do result are the misfortune to the organization and to potential investors. The Hunt & Vitell model proposes that the decision makers should reach their judgment based on ethics through two distinct paths. The first model utilizes technological procedures. It analyses the possible consequences that result from taking a given alternative. The second path uses the deontological reasoning. This evaluation occurs when the decision makers employ law, behavioral norms or codes to realize a certain alternative.

Primary conceptual model of ethical processes in organizations support Forsyth's view that decision making is a function of organization factors and individual values. Trevino in the year 1986 focused on moral development when he identified individual influences. The Ferrell & Gresham's and also Hunt & Vitell's models on the other hand laid most of their focus on personal values of the decision maker as an addition. Looking at the view of Douglas & Wier, they incorporated the issue of budgetary slowdown. They found that the ethical ideology if given the opportunity, together with other incentives would help explain the slack creation behavior.

According to the earlier research done by Forsyth, he was made to believe that the budgetary slack was all an organizational issue as well as behavioral, according to tradition.  The Agency theory suggests that there is a conflict of interest when individuals fail to act in the firm's interests but long after their individual interests. The Shields & Shields do maintain their view that on the organizational level, the economic as well as psychological and sociological theories, they do support the task uncertainty and the view of the environment, the task independence and superior information on the subordinate as coming before the participation in the budget. The Douglas and Wier study ask the question: do the moral values of individuals contribute to the possibility of slowdown behavior? This research shows that budgetary slack creation is a function of participation in the budgetary process, information imbalance, available incentives to misrepresent a good estimation of the future performance and the ethical position.

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Some of the organizational and individual factors that affect slack identified by the previous research include the corporate size, environmental uncertainty, decentralization and diversity, imbalanced information and task characteristics.

Webb in the year 2002 defined budgetary slack as the intentional bias of the targeted performance below the expected levels. There is a common concern in budgeting. This concern is the fact that some business unit managers do have the incentive to create slacks in the budget so as to maximize the expected value of payoffs from the targeted budget achievements. It is however to the interest of the business owners and corporate managers that the budget proposals reflect the performance of the entity as accurately as possible. The controller involvement is the extent to which the controllers are active participants in the unit operations and decision making process and also the role of the outcome of share responsibility. This formal discourse will lead the scholars to performing more research on the ethical and the unethical decision processes that the management continues to disregard. The study explores the connection that concerns the budgetary involvement and the social responsibility. This research will seek the reasons why the budgetary slacks affect the ethical and the unethical decisions. The dissertation will increase the wealth of knowledge on the budgetary slacks and on the way it leads to the large budget competence that will in turn serge the job performance either directly or indirectly through the administrative obligations.

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The main objective of this research as earlier on explained is to examine the relationship between the social responsibility and budgetary slack. The study will examine how the management makes ethical decisions and other decisions that are derived from the businesses themselves. This provides the guarantee of a first evolving process of building business and other associations and also showing a reliable investment movement. There are three components that have been identified that will gather the necessary information required to hold the management more accountable.

1) The code of conduct, standards and principles.

2) Monitoring, credible verification and certification services for companies.

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3) The generally accepted systems of environmental reporting, governance and social issues relating to corporations.

How do the business professionals and the organizations realize the increase in the importance of the investor management and the relationship between the stakeholder and cost-effectiveness? The principle that explains this lies in this formal disclosure. Budgetary slack can be explained as the amount through which an entity understates its productive capability when proposing a budget that will be used to evaluate its performance. The research discusses the responsibilities of the executive directors to prevent the managers from planning slack in their budgets and at the same time shows that the act of understating or overstating the estimated value of company stock is unethical. Budgeting is the tool that the management uses to achieve its goals and also facilitates its management tasks. In the context of the wide increase in the competition and global market places, also in the challenge of decreasing resources, the firms which are seeking to maintain their competitive advantage must use the available resources in the best way to avoid the challenge of being displaced by the most efficient and effective competitors.                                    

Research done in the last 40 years has shown that the citizens bare the greatest corporate social responsibility in the business world to demonstrate their awareness. Corporate social responsibility is any activity that promotes social welfare among the stakeholders of a business corporation. CSR may be used to refer to the programs that target communities or employees. CSR has done well in enlightening people regarding the global ethics; however the concept is no more given attention. The doctrine of CSR leads the people to lay little or no focus on stakeholders and some other businesses ignoring some which are the key components of the system. If at all they are serious to the issue of ethics and social responsibility, they must then request the participation of all the institutions and not just some businesses or industries. The universal social responsibility for all the institution is key and requires that all the individuals associated with the institutions to be aware of how they relate with the realities of these institutions. The individual social responsibilities must be kept global.

The social and the ethical consideration of the communities have now taken the center stage. This makes the companies to give due attention to the communication of information that is related to the corporate social responsibility (CSR). The reasons as to why the management team engages in ethical communication are not well focused on. CSR as stated by the scholars and as we understand the term, was widely debated in the in the business society in the 1920s. During the World War II which was followed by depression the debate was barely silent and then it awoke in the 1950s. However the CSR debate was majorly focused on the companies and their obligation to the society. The various companies and the managers do not therefore find any reason to define the corporate social responsibility in the respect of reducing the impact of the responsibility to the economy, the society and the natural environment. Stakeholders do expect them to assist in facing the society and also to increase their impact on their environment. There then has to be development of new strategies and policies. In most of the cases, it requires cooperation with other participants.

Research has shown that the stakeholders who are often ignored and the stakeholder groups are quite unstable and only materialize in dissimilar contexts.  This situation is variant with time and causes many agendas and defines geographical characteristics. For the managers, it is important for them to identify the stakeholders based on their power, urgency and their legitimacy. This can provide a way to predict the stakeholders' actions and reactions in the CEM. It is vital however to remember that the necessity of stakeholder groups change with times according to the organizational lifecycle (Jawahar& McLaughlin, 2001).

Harrell & Harrison (1994) describe the two conditions that are necessary but are not on their own sufficient to make the managers to leave their responsibilities to the firm. The first one is the opportunity while the second one is the incentive to execute. Theories and researches which have been carried out earlier on show that both the organizational and individual factors do provide the above stated opportunities and incentives and also affect the formation and the magnitude of the budgetary slack.(pp. 568).

In the following section, the investigator offers a brief dialogue on the complexity theory. The investigation will begin by a review of the basic subject matter on the complexity theory issue. This models and definitions which are provided will then be accepted into the following segment where the important blocks from the complexity theory will be presented with enough necessity placed on the complexity theory issue. This section is not at all complete. It comprises only of the information enough to provide the reader with enough information to stimulate the rest of the dissertation.

The complexity theory is identified as the different type of complexity and carries certain assumptions about the nature of the complex systems. They are mainly the emergent phenomena system characterized by the non linear and the feedback loops (Hatch & Cunliffe, 2006). The current competitive market is a good example of a complex system. The existent evolution between the competitors causes adaptation and thereby leading to complexity. The system in the market operates on the edge of much chaos, global instability, while at the same time retaining its ability to abruptly change unpredictably. This process is inherently non linear and this creates much difficulty in the creation of accurate forecasts in the short-term. It creates also an environment that provides difficulty in trying to draw focus. This complexity theory is more related to the budgetary slack variable. The existent systems are complex and are sometimes difficult to figure out what is immoral. It may at times take years of preparation to understand.

Research earlier on conducted suggests that the organizations may apply two mechanisms on complexity to try and deal with the environmental uncertainty: there is adoption and reduction. Except for some hearsay evidence, there is no theoretical establishment developed to integrate the two opposite mechanisms into one framework and also to provide the contingent framework of implementing them at once (Tang, 2009).

Business operations entail the wide Diaspora of the complexity issues involved in trying to achieve optimization, practical instances which may be large or medium scaled in the instances which cannot be solved conclusively within the framework of the reasonable time. So as to deal with this real life problem instances, the decision makers should consider laying their focus on the realistic approximate optimization methods which have the potential of to yield satisfaction at the expense of the reasonable efforts of computation (Aarts&Lenstra, 1997). Most of the enterprise system implementation fails to succeed due to the lack of focus on the business process and the change of the tactics of management. The week implementation of the business systems does not do any good to the cross functional business processes among the company owners, the end users, business process analysts and the software developers before their deployment (Corner & Hinton, 2002).

According to Cheng &Prabhu (2007) the complexity measure is still a relatively new field. A good number of researchers focused on the complexity of the software programs and the software complexity measures have succeeded in the prediction of the error rates, estimating the maintenance costs or even identifying the software modules that should be re-programmed (p. 637).

 In the large establishments, the separation managers may not be having the primary motive of serving the interests of their organizations but could only perhaps be willing to serve their individual interests but in a disguised manner. This desire to serve individual interests may yield ambiguity in the budget construction initiative because of the contradicting interests. A difficulty in the control process arises when the detachment managers use the isolated information to reproduce some decisions that are not aimed at meeting the interests of the society but the interests of some individuals. This can happen in two different ways in the budgeting system (Huang & Chen, 2009).

If for example a stakeholder contributes an investment idea to the firm and the investment is accepted by the firm, then the firm owes the stakeholder the duty of care to maximize the benefits of the investment and/or reduce the harm to the lower limits for the sake of that stakeholder (Greenwood, 2007). This stakeholder theory is related to the social responsibility, the theory takes into its consideration that in order for an employee to consider adopting the philosophical view then they have to buy into the overall culture of the organization. Different businesses respond differently to the many diverse stakeholder issues in their own different ways (Berroneet al., 2007; Brickson, 2007; Clarkson, 1991, 1995; Jones et al., 2007). Phillips (2003) regarded the stakeholders are of operation as the notable application to the organization analysis. He argued that one of the features of ethics of any organization is the fact that they do have specific substantiated aims that are reasonable (p. 56).

Some of the literature synthesis reveals that involving stakeholders in the process of strategic decision making will result in a process that is characterized by political behavior, rationality and intuition. The issue of rationality occurs only when the decision makers who are the stakeholders in this case gather information and also act upon it in the making of their strategic decisions (Chaserant 2003). They actually do argue that information is available when there are a variety of stakeholders who are informed. Due to this, decision makers will get into decision situations with a known objective. The set objectives will determine the turn of events or the consequences of the actions and develop a set of the alternative cause of action that ought to be taken. The best of the alternatives i.e. the alternatives that will give the best solutions will then be selected (Elbanna and Younies 2008).

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