Managerial Ethics: Moral Management of People and Processes

By Marshall Schminke | Go to book overview
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CHAPTER FIVE
Employee Selection and the Ethic of Care
Beverly Kracher Deborah L. Wells Creighton UniversityConsider the following:
Scenario 1: A project manager has been asked by the vice president above her to submit team reports to him in a timely fashion. She is the kind of manager who feels irresponsible when she does not carry through. So, she ensures that, once team reports are submitted to her, the reports are expeditiously given to the vice president. This project manager is conscientious.
Scenario 2: A sales manager has been directed by his company to use a particular incentive system. He is to split 15% of a sale between himself and the person who makes the sale. The sales manager periodically gives the sales people the entire 15% commission rather than taking half for himself. When asked why he does this, he replies, "Look, we're all in this together. I make good money because I work with good people. It's not a big deal. I'm just trying to show them how proud I am of them and give them an incentive to keep working hard." By being altruistic and by extending himself on a regular basis, this manager ensures trust and loyalty in workplace relationships.
Scenario 3: A grassroots committee in a company has been working with their custodians to institute a recycling program. The committee chair discusses the recycling program with the director of environmental services, who refuses to go along with the program. When the chair reports to the rest of the recycling committee about the director's refusal, she focuses on the need to maintain relationships and to look to the future. Rather than deprecate the director, she invites committee members to brainstorm on plans to persuade

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