Abstract
In the field of ethics, one is faced with the root development of personal ethics, organizational or systems ethics and impacts on the decision making process. This is often a critical issue for managers while responding to directives regarding work, and can impact the ability of managers to perform with congruence. The potential challenge of ethics, as a critical issue of exploration, focuses on understanding a balance of personal ethics and organizational/systemic ethics on the choices made by organizations and its leaders. It is an adjunct issue to this research, as the field of ethics driven by theological inquiry, often sets the boundaries for individual and organizational action as an outside factor of development; not an internal perspective that is conscious in the minds of leaders within organizations.
The history of ethics reveals a widely shared conviction that ethics can and should be rooted in what has been termed the "moral point of view." For many, the moral point of view is understood in religious terms, a perspective that reflects God's will for humanity. For others, it is understood in secular terms, and is not dependent for its authority on religious faith. Setting aside differences about its ultimate source, there is significant consensus regarding the general character of ethics. The moral point of view is a mental and emotional standpoint from which all persons are seen as having a special dignity or worth. The Golden Rule gets its force; from words such as "ought, duty, and virtue" - each derive meaning from the tenets embedded in the terms; all from the consciousness of responsibility and accountability. It is the principle guide for action.
Two basic features of action are critical to one's understanding of how people and organizations make ethical decisions. Each and every action has an Aretaic Aspect, highlighting the expressive nature of our choices. When a person acts, he or she is revealing and reinforcing certain traits or habits of the heart which are called virtues (and/or vices). The same may be true of groups of persons in organizations. Sometimes the traits and habits are referred to as the culture, mindset, or value system of the organization. The key to the Aretaic aspect of action is its attention to actions as manifestations of an inner look, character, set of values or priorities.
Four classical virtues that have often been the focus of ethical analysis and reflection in the past are: (1) prudence, (2) justice, (3) temperance and (4) courage. Others include honesty, compassion, fidelity to promises, and dedication to community (the common good). Vices of individuals or groups may include greed, cruelty, indifference and cowardice.
