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Establishment
Language of instruction
English
Teaching content
NEGOTIATION
Training officer(s)
S.de COLLE
Stakeholder(s)
S.de COLLE
Présentation
Prerequisite
N/A
Goal
At the end of the course, the student should be able to:
1. Understand the importance and the value added consequences of behaving ethically
2. Apply a range of appropriate ethical theories and frameworks to analyze business case-studies
3. Critically analyze business organizations’ impact on and responsibility towards a variety of stakeholders
4. Assess the quality of corporate codes of ethics
5. Identify business opportunities and challenges associated with ethics in business
6. Assist businesses in establishing business ethics programmes
The overall purpose of the course is to introduce the core concepts and methodologies of the field of study of business ethics, and discuss its practical application for decision-makers within organizations (e.g. corporate executives, entrepreneurs, public officials).
1. Understand the importance and the value added consequences of behaving ethically
2. Apply a range of appropriate ethical theories and frameworks to analyze business case-studies
3. Critically analyze business organizations’ impact on and responsibility towards a variety of stakeholders
4. Assess the quality of corporate codes of ethics
5. Identify business opportunities and challenges associated with ethics in business
6. Assist businesses in establishing business ethics programmes
The overall purpose of the course is to introduce the core concepts and methodologies of the field of study of business ethics, and discuss its practical application for decision-makers within organizations (e.g. corporate executives, entrepreneurs, public officials).
Presentation
Part 1: - Normative ethical theories and their application to the analysis of business-related decisions
Part 2: Ethical awareness / blindness (case study: "The Sadhu")
Part 3: - Descriptive ethical theories and their influence on decision making
Part 4: Dilemma analysis frameworks
Part 5: Integrating ethics into management: Methodology of development and implementation of corporate ethics programmes
Part 6: Managing risk in decision-making (case-study: "Carter Racing")
Part 7: Negotiating for whom? The relevance of Stakeholder theory for ethical decision-making
Part 8: Group presentations "My Dilemma"
Part 2: Ethical awareness / blindness (case study: "The Sadhu")
Part 3: - Descriptive ethical theories and their influence on decision making
Part 4: Dilemma analysis frameworks
Part 5: Integrating ethics into management: Methodology of development and implementation of corporate ethics programmes
Part 6: Managing risk in decision-making (case-study: "Carter Racing")
Part 7: Negotiating for whom? The relevance of Stakeholder theory for ethical decision-making
Part 8: Group presentations "My Dilemma"
Modalités
Organization
| Type | Amount of time | Comment | |
|---|---|---|---|
| Présentiel | |||
| Cours interactif | 16,00 | ||
| Autoformation | |||
| Lecture du manuel de référence | 12,00 | ||
| Recherche | 6,00 | ||
| Travail personnel | |||
| Group Project | 8,00 | ||
| Individual Project | 8,00 | ||
| Overall student workload | 50,00 | ||
Evaluation
| Control type | Duration | Amount | Weighting |
|---|---|---|---|
| Contrôle continu | |||
| Participation | 16,00 | 1 | 25,00 |
| Autres | |||
| Projet Collectif | 8,00 | 1 | 25,00 |
| Rapport écrit | 8,00 | 1 | 50,00 |
| TOTAL | 100,00 | ||
Ressources
Bibliography
R.E. Freeman, J.S. Harrison, A.C. Wicks, B.L. Parmar and S. de Colle (2010), Stakeholder Theory: The State of the Art, (only Chapter One, pages 3-29, and Chapter 8, pages: 235-264), Cambridge University Press -
R. Kidder (2001), How Good People Make Tough Choices, Chapter 1; pages 13-23 -
Banaji, Bozeman and Chugh, “How (Un)ethical Are You? Harvard Business Review , 2003) -
R. Kidder (2001), How Good People Make Tough Choices, Chapter 1; pages 13-23 -
Banaji, Bozeman and Chugh, “How (Un)ethical Are You? Harvard Business Review , 2003) -