000			03577cam a2200349 i 4500
001			17444684
003			BD-DhUL
005			20161121131457.0
008			120828s2013 enk b 001 0 eng
020			_a9781107000032
040			_aDLC _beng _cDLC _erda _dDLC _dBD-DhUL
082			_a174.4 _bOBS
100	1		_aWerhane, Patricia Hogue.
245	1	0	_aObstacles to ethical decision-making : _bmental models, Milgram and the problem of obedience / _cPatricia H. Werhane, Laura Pincus Hartman, Crina Archer, Elaine E. Englehardt, and Michael S. Pritchard.
260			_aCambridge : _aNew York ; _bCambridge University Press, _c2013.
300			_axii, 246 p. ; _c23 cm
336			_atext _2rdacontent
337			_aunmediated _2rdamedia
338			_avolume _2rdacarrier
504			_aIncludes bibliographical references (pages 213-234) and indexes.
505	8		_aMachine generated contents note: 1. Introduction; 2. The role of mental models in social construction; 3. The Milgram studies: obedience, disobedience, and ethical context; 4. Obstacles to ethical decision-making in the perception of ethical context; 5. Obstacles to ethical decision-making in impact analysis and action; 6. Managing ethical obstacles; 7. Problematic mental models: some applications; 8. Conclusion.
520			_a"In commerce, many moral failures are due to narrow mindsets that preclude taking into account the moral dimensions of a decision or action. In turn, sometimes these mindsets are caused by failing to question managerial decisions from a moral point of view, because of a perceived authority of management. In the 1960s, Stanley Milgram conducted controversial experiments to investigate just how far obedience to an authority figure could subvert his subjects' moral beliefs. In this thought-provoking work, the authors examine the prevalence of narrow mental models and the phenomenon of obedience to an authority to analyse and understand the challenges which business professionals encounter in making ethical decisions. Obstacles to Ethical Decision-Making proposes processes - including collaborative input and critique - by which individuals may reduce or overcome these challenges. It provides decision-makers at all levels in an organisation with the means to place ethical considerations at the heart of managerial decision-making"-- _cProvided by publisher.
520			_a"Patricia H. Werhane is the Callista Wicklander Chair of Business Ethics and Director, Institute for Business and Professional Ethics at DePaul University. She was formerly the Peter and Adeline Ruffin Chair of Business Ethics and Senior Fellow at the Olsson Center for Applied Ethics in the Darden Graduate School of Business Administration at the University of Virginia, where she is now Professor Emeritus. Until 1993, she was the Henry J. Wirtenberger Professor of Business Ethics at Loyola University of Chicago. She received her B.A. from Wellesley College, and M.A. and Ph.D. from Northwestern University"-- _cProvided by publisher.
650		0	_aBusiness ethics.
650		0	_aDecision making _xMoral and ethical aspects.
650		7	_aBUSINESS & ECONOMICS / Business Ethics. _2bisacsh
856	4	1	_3Table of contents only _uhttp://www.loc.gov/catdir/enhancements/fy1215/2012035058-t.html
856	4	2	_3Contributor biographical information _uhttp://www.loc.gov/catdir/enhancements/fy1215/2012035058-b.html
856	4	2	_3Publisher description _uhttp://www.loc.gov/catdir/enhancements/fy1215/2012035058-d.html
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2ddc _cBK
999			_c126663 _d126663