An-Institut der Stiftung Weltethos
an der Universität Tübingen
First slide

Management and Ethics

DozentInProf. Dr. theol. lic. phil. Peter G. Kirchschläger
VeranstaltungsartBlockseminar, Masterveranstaltung
SWS2
SpracheEnglisch
Wochentag/ UhrzeitDienstag, 25.10.22, 16.00-18.00 Uhr s.t. (Online)
Freitag, 03.02.23, 10.00-17.30 Uhr c.t. (Präsenz)
Samstag, 04.02.23, 10.00-17.30 Uhr c.t. (Präsenz)
Sonntag, 05.02.23, 10.00-17.30 Uhr c.t. (Präsenz)
Ort          Weltethos-Institut, Hintere Grabenstraße 26, 72070 Tübingen
Voraussetzungen/ ZielgruppeMasterstudierende
Leistungsnachweis/ Prüfungsform
ECTS-Credits		Aktive Teilnahme, Referat
Hausarbeit 3-6 ECTS
AnmeldungTo register, please send an email including your name, date and place of birth, student number, and address to lehre@weltethos-institut.org. Please also indicate your major concentration and how many semesters of study you have completed.
Anmeldefrist10. Oktober 2022
Max. Teilnehmerzahl20

Literatur

  • Bass, B. M./Avolio, B. J., Transformational Leadership and Organizational Culture, in: International Journal of Public Administration 17 (1994) 541-554.
  • Blackburn, S., Being Good. A short introduction to ethics, Oxford 2001, 108-135.
  • Carroll, A. B., Ethics in management, in: Frederick R. E. (ed.), A Companion to Business Ethics, 

Maiden 1999, 141-152.

  • Ciulla, J. B., Leadership Ethics. Mapping the Territory, in: Business Ethics Quarterly 5/1 (1995) 5-28.
  • Enderle, G., Corporate Responsibility for Wealth Creation and Human Rights, Cambridge 2021.
  • George, B., Authentic Leadership. Rediscovering the Secrets to Creating Lasting Value, San Francisco 2003.
  • Greenleaf, R. K., The Servant as Leader, in: Ciulla, J. B. (ed.), The Ethics of Leadership, Toronto 2003, 212-218.
  • Kirchschlaeger, P. G., Digital Transformation and Ethics. Ethical Considerations on the Robotization and Automation of Society and the Economy and the Use of Artificial Intelligence, Baden-Baden 2021.
  • Lawton, A. and Páez, I. (2015). Developing a Framework for Ethical Leadership, Journal of Business Ethics 130, 639-649.
  • May, D. R./Chan, A. Y./Hodges, T. D. & Avolio, B. J., Developing the moral component of authentic leadership, in: Organizational Dynamics 32 (2003) 247-260.
  • Munro I./Thanem T., The Ethics of Affective Leadership: Organizing Good Encounters Without Leaders, in: Business Ethics Quarterly 28/1 (2018) 51-69.
  • Saidon I. M./Said R., Ethics, Governance and Risk Management in Organizations, Singapore 2020. 

Beschreibung

In the VUCA world (Volatility, Uncertainty, Complexity and Ambiguity), management has to find the right path facing volatility, uncertainty, as well as complex and ambiguous environments. At the same time, ethics itself is highly complex due to the plurality of ethics and because it goes far beyond following rules and respecting norms. Managers need an even stronger basis of values, ethics and principles to work, partner and collaborate.

What should a manager do? What should a manager not do? Where can a manager find ethical orientation while struggling with these questions? Which ethical guidelines could inform a manager’s decision-making process? How can a manager assess if an action, a decision, or a behavior is fair to the own organization as well as to all parties involved? Which challenges to management ethics need to be mastered? How can these challenges be overcome from an ethical standpoint?

The seminar “Management and Ethics” will address these and similar topics. The learning outcomes for this seminar are:

  • To enable participants to develop the skills to manage with a strong foundation of values, principles and ethics;
  • To understand the requirements for an ethical justification of ethical values, principles, and norms;
  • To apply the requirements for an ethical justification of their own values, principles, and norms;
  • To enable participants to create a clear ethical management-approach at personal, team, and organizational levels.