Ethics

AURIESHEAUA BELL Normative Ethics: Utilitarianism and Deontology AuRiesheaua Bell TUI University ETH 501 Dr. Cliff Butler July 20, 2009 FLUOR In this paper, I will focus on the normative ethics to include utilitarianism, deontology, teleology, consequentialism, and egoism. I will use these terms to describe the dilemma that Alan Boeckmann faces as the CEO of FLUOR, a construction company. Moral philosophy can be divided into three categories: “Meta ethics, normative ethics, and applied ethics “(Kagan, 1997; pg. 2). People’s right and wrong actions are governed by moral philosophy (Fieser, 2006). Moral philosophies lay the blueprint for resolving conflicts that affect human lives. These philosophies also try to balance all those who would be affected by certain ethical decisions so that all reap some benefit. Moral philosophies are perspectives that provide people with certain moral principles as the live throughout their life (P.L.E., 2008). Normative ethics is geared towards defining the basic moral principles in which we should live by. Kagan states that normative ethics is judging an act by right or wrong (Kagan,1997; pg. 2). It focuses on how people should or “ought” to act (Kagan, 1997; pg. 8). Normative ethics is often referred to as prescriptive ethics as well (P.L.E., 2008). The rule of doing unto others as you would have them do unto you is considered an example of normative ethics (Fieser, 2006). Whether a single or a set of principles is applied, normative theories are to judge actions (Fieser, 2006). Such is the case of CEO Alan Boeckmann. Here is a man who as a young adult witnessed firsthand that lying can cost you everything. His company, FLUOR, is trying to set the bar for utility business making in the construction industry (Kimes, 2009). While his intentions are clear, those who are in competition with him are not so honest. The numerous bribes that constantly take place in the industry suggests that normative ethics is not considered a part of the business deals (Kimes, 2009). So with actions, come consequences. Teology is a moral philosophy that considers an act morally right or acceptable if it produces a desired result such as career growth, or wealth. Teleological philosophies assess the moral worth of a behavior by examining the consequences, and may be known as consequentialist theories (Sims, 2002; pg. 126). The principles of consequentialism force us to weigh the good and bad consequences of one’s actions (Fieser, 2006). After doing so, the determination is made that if there are more good consequences than bad, one’s actions can be considered in good moral standing. However, if the bad consequences are the majority, one’s action has to be considered in poor moral taste (Darwall, 2003; pg.1). Consequentialist theories consider the end result of one’s action as the key point of one’s morality (Fieser, 2009). In the case of Mr. Boeckmann, his actions to keep corruption from being a part of his company is to be commended (Dutton, 2008). It shows that he is not concerned with the possibility of losing some contracts because he chooses not to play dirty (Kimes, 2009). His actions are in line with the philosophy of teleology because he is sticking by his morals and yet his company is still at the top of the industry. Under consequentialism, Mr. Boeckmann has weighed his options and chooses to be the one choosing the morally high road. Consequentialism appeals to consequences of one’s actions that have high public visibility. Two subdivisions of consequentialism that I will further elaborate on are: egoism, and utilitarianism. These subdivisions are often used in business decision making of individuals. Egoism deals with an individual’s perception of their behavior and the consequences that follow (Sims, 2002; pg. 127). They clearly look for options that bolster themselves over others. When it comes to ethical decisions, they will choose the one that will benefit their behalf. These types of people will do whatever they have to do to take opportunities to better themselves (Sims, 2002; pg. 127). Those in the construction industry that choose to give and take bribes can consider themselves as egoists. They are concerned only about how they can be elevated. They take into consideration how they can achieve more power for themselves. Utilitarianism deals with consequences, but the consequences that affect the greatest number of people in a positive way (Sims, 2002; pg. 128). Utilitarians base their decisions by weighing the costs and benefits to a number of people. After such, they consider the utility of all consequences and select the one or ones that yield the best benefits (Sims, 2002; pg. 128). Utilitarians use various criteria to judge the morality of an action. A revised version of utilitarianism is called rule-utilitarianism. According to rule-utilitarianism, a behavioral code or rule is morally right if the consequences of adopting that rule are more favorable than unfavorable to everyone. Unlike act utilitarianism, which weighs the consequences of each action, rule-utilitarianism offers a test of moral rules (Sims, 2002; pg. 128). Mr. Boeckmann can be considered as a utilitarian. He is surrounded in an industry where honesty is a joke, but yet chooses to not participate in illegal deals. He believes in what he is doing so much that he invests those same ideals towards that people that work for him. Deontology is a sublet of normative ethics. It is considered to be the duty in which we do what is right; our obligation (Sims, 2002; pg. 129). The word refers to moral philosophies that focus on the rights of individuals (Ferrell, Fraedrich, & Ferrell, 2006; pg. 153). Deontology also deals more with one’s intentions rather than their consequences (Fieser, 2006). Equal respect to all people is considered important in deontology. Deontologists believe that all acts, regardless of utility, should not be committed (Ferrell, Fraedrich, & Ferrell, 2006; pg. 153). Deontologists believe that compliance with certain principles defines ethicalness (Fieser, 2006). They believe that individuals have certain absolute rights and are entitled to due process (Fieser, 2006). To decide if a behavior is ethical, deontologists look for “conformity to moral principles” (Ferrell, Fraedrich, & Ferrell, 2006; pg. 154). Deontologists are divided into two groups who consider either moral rules or the nature of acts. Rule deontology is measured by the” relationship between the basic rights of the individual and a set of rules governing conduct” (Ferrell, Fraedrich, & Ferrell, 2006; pg. 154). Act deontologists believe that actions are the key “on which to judge morality or ethicalness” (Ferrell, Fraedrich, & Ferrell, 2006; pg. 155). Deontology was best explored by Immanuel Kant. His contemporary view of deontology was that our moral actions would be judged by our actions rather than by what we achieve (Kay, 1997). Mr. Boeckmann is exercising his deontological right. He knows he has a duty to make things right in the industry regardless of who is against him. He could be like the other companies and land a deal by deceptive means, but he knows that that is not the right way (Dutton, 2008). He is doing more than just believing in his moral ethics, he is exercising them. The most important first step for Fluor CEO Alan Boeckmann is to state and stick by his philosophy of no corruption. I think he is putting his money where his mouth is. Money talks even in the slum villages and third world countries. I think that by allowing himself to be guided by his beliefs and not his money, he has the mindset to evoke some change. He is doing what he can to ensure that his beliefs are not just an idea that sounds good. He is going to great lengths to ensure that those who work for him understand that doing what is right may not win the popularity contest, but it will keep you true to yourself and those you represent. I like the fact that training on what is legal and what isn’t is a part of the requirement to work for the company (Dutton, 2008). Mr. Boeckmann ensures that there is no reason why anyone does not understand what is expected and what won’t be tolerated. I was astonished to learn that construction was the most corrupt industry, but I guess I am not surprised. I think the efforts to promote whistle blowing on corruption even if it is within the company, is a reminder and a testament that it will not be tolerated from the top. Fluor shows other companies that through hard work and honesty, you can still be on top. To answer the question of whether he will succeed, I think he already has. One person is not going to change the world overnight, but clearly a continuous effort will start to change another and then another. He is changing the minds of those who are currently working for him. Not all may agree, but if he can prevent just one future CEO from entering into the shady dealings to advance personal gain, then he has done his job (Kimes, 2009). Mr. Boeckmann is to be applauded for his efforts. He understands that he has a deontological duty to do what is right. His desire to incorporate his normative ethics in an industry where corruption is ever present, speaks volumes for his character. Teleologically, he understands that jobs are gotten by bribes, but in the end they were in violation of the law and of ethical morality. He is the first to admit that his company is not perfect. However his commitment as a utilitarian to do good for all those who work for him will hopefully pay off. The egoists who think that using bribes to gain jobs will soon be caught in their lying ways. Mr. Boeckmann has a tough road ahead, but he is showing his commitment to what he believes in by practicing it himself. References Darwell, Stephen, L. (2003). Deontology. Wiley-Blackwell. Retrieved on July 23, 2009 from http://books.google.com/books'id=tzrrwH5HzwQC&dq=deontology&printsec=frontcover&source=bl&ots=_Xempd5Wye&sig=DYObecKKBTed7JmBYiiFElrAMRg&hl=en&ei=fNVoSvfcA5uwtgfE8f2oCw&sa=X&oi=book_result&ct=result&resnum=6#v=onepage&q=&f=false. Dutton, Gail. (2008). Do Strong Ethics Hurt U.S. Global Competitiveness' World Trade 100. Retrieved on July 23, 2009 from http://www.worldtrademag.com/Articles/Article_Rotation/BNP_GUID_9-5-2006_A_10000000000000274420. Ferrell, O.C., Fraedrich, John, & Ferrell, Linda. (2006). Business Ethics: Ethical Decision Making and Cases. South-Western. Fieser, James. (2006). Ethics. The Internet Encyclopedia of Philosophy. Retrieved on July 25, 2009 from http://www.iep.utm.edu/e/ethics.htm#H2. Kagan, Shelly. (1997). Normative Ethics. Westview Press. Retrieved on July 23, 2009 from http://books.google.com/books'id=YllnYJ9R0q0C&dq=normative+ethics&printsec=frontcover&source=bl&ots=ZFQhYIAaVX&sig=8PYaOAk3x5BKLRvoGg_q3HZ3dtQ&hl=en&ei=NtlnSvuEMsa_tgfUid3ACw&sa=X&oi=book_result&ct=result&resnum=6#v=onepage&q=&f=false. Kay, Charles, D. (1997). Notes on Deontology. Retrieved on July 24, 2009 from http://webs.wofford.edu/kaycd/ethics/deon.htm. Kimes, Mina. (2009). Fluor’s Corporate Crime Fighter. Fortune 159(3); pg. 26. Retrieved on July 20, 2009 from Proquest. “Morals, Ethics, and Metaethics” (2008). P.L.E. Retrieved on July 24, 2009 from http://philosophy.lander.edu/ethics/types.html. Sims, Ronald, R. (2002). Teaching business ethics for effective learning. Greenwood Publishing Group. Retrieved on July 22, 2009 from http://books.google.com/books'id=REzfK9dPLhYC&printsec=frontcover&source=gbs_navlinks_s#v=onepage&q=&f=false