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Environmental Engineering Sciences > Engineering Ethics > Flashcards

Engineering Ethics Flashcards

1
Q

business’s obligation, beyond that
required by law and economics, to pursue
long-term goals that are good for society.

A

Social Responsibility

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2
Q

Management’s role is to maximize profits
for the benefit of the stockholders
Doing “social good” unjustifiably increases costs

A

Classical View

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3
Q

Management’s social responsibility goes
beyond making profits but also protect and
improve society’s welfare

A

Socioeconomic View

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4
Q

how the company engage responsibility especially in society

A

Approaches to social responsibility

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5
Q

4 approaches to social responsibility

A

-Obstructionist Approach
-Defensive Approach
-Accommodative Approach
-Proactive Approach

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6
Q

-Avoid Social Responsibility.
-it is when the company neglects or denies any social responsibility or any environmental concern. They might engage in activities that might harm the environment and might ignore or deny the unacceptable practice in case legal actions are being taken by any stakeholder.

A

Obstructionist Approach

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7
Q

=Minimal commitment to Social Responsibility.
= a company is sure to follow the law so that legal action can’t be taken against it, but the main focus is on profits.

A

Defensive Approach

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8
Q

=Moderate commitment to Social Responsibility
=transition from a company more consumed by profits to a company that believes that social responsibility should be a priority.

A

Accommodative Approach

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9
Q

=Strong commitment to Social Responsibility
=involves business strategies and practices adopted voluntarily by firms that go beyond regulatory requirements in order to manage their social responsibilities, and thereby contribute broadly and positively to society.

A

Proactive Approach

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10
Q

When managers consider the impact of their
organization on the natural environment.

A

Green Management

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11
Q

How to Organizations
Go “Green” (2 reasons)

A

-fulfill their
social obligation.
-changed their
products and even their production
processes.

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12
Q

4 Green Approaches

A

Legal Approach
Stakeholder Approach
Market Approach
Activist Approach

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13
Q

according to iso 14000

A

Legal Approach

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14
Q

environmental preferences

A

market approach

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15
Q

meeting environmental demands and standards

A

Stakeholder
Approach

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16
Q

looks for ways to protect the earth’s natural resources

A

Activist Approach

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17
Q

Evaluating Green
Management (3 checklist like)

A

=Global Reporting Initiative 23
=ISO 14000 (Environmental Management) Standards
=Global 100 Most Sustainable Corporations in the World

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18
Q

An approach to managing in which managers
establish, promote, and practice an
organization’s shared values

A

Value-Based Management

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19
Q

Explicit or implicit fundamental beliefs, concepts,
and principles that underlie the culture of an
organization, and which guide decisions and
behavior of its employees, management, and
members.

A

Shared Values

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20
Q

4 shared Organizational values

A

-Guide Managers’ Decisions & Actions
-Influence Marketing Efforts
-Shape Employee Behavior
-Build Team Spirit

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21
Q

They act as guide posts for
managerial decisions and
actions

A

Guide Managers’
Decisions & Actions

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22
Q

The shared corporate values also
can influence the organization’s
marketing efforts.

A

Influence Marketing
Efforts

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23
Q

They also serve to shape
employee behavior and to
communicate what the
organization expects of its
members

A

Shape Employee
Behavior

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24
Q

Finally, shared values are a way
to build team spirit in
organizations.

A

Build Team Spirit

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25
Q

stated Values of Organizations

A

Customer satisfaction-77%
Ethics/integrity-76%
Accountability-61%
Respect for others-59%
Open communication-51%
Profitability-49%
Teamwork-47%
Innovation/change-47%
Continuous learning-43%
Positive work environment-42%
Diversity-41%
Community service-38%
Trust-37%
Social responsibility-33%
Security/safety-33%
Empowerment-32%
Employee job satisfaction-31%
Have fun-24%

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26
Q

64% of respondents said
that their organization’s
values were linked to
performance
evaluations and
compensation.

A

American Management
Association (AMA) Corp.
Values Survey Oct 2002

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27
Q

In these organizations,
shared values serve as a
powerful incentive to
employee behavior —
good or bad, ethical or
unethical

A

American Management
Association (AMA) Corp.
Values Survey Oct 2002

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28
Q

Refers to the rules, principles, values and
beliefs that define right and wrong
conduct and behavior

A

Ethics

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29
Q

.Four Views of Ethics

A

1.Utilitarian View
2.Rights View
3. Theory of Justice
4. Integrative Social Contracts Theory

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30
Q

Greatest good is provided for
the greatest number
* Encourages efficiency and
productivity and is consistent
with the goal of profit
maximization

A

Utilitarian View

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31
Q

Organizational rules are
enforced fairly and impartially
and follow all legal rules and
regulations
* Protects the interests of under
represented stakeholders and the
rights of employees

A

The Theory of Justice

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32
Q

Respecting and protecting
individual liberties and
privileges
* Seeks to protect individual
rights of conscience, free
speech, life and safety, and
due process

A

Rights View

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33
Q
  • Ethical decisions should be based
    on existing ethical norms in
    industries and communities
  • Based on integration of the
    general social contract and the
    specific contract between
    community members
A

Integrative Social
Contracts Theory

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34
Q

7 Factors That Affect Ethical and Unethical Behavior

A

-Stages of Moral Development
-Ethical Dilemma
-Ethical and Unethical Behavior
-Individual Characteristics
-Structural Variable
-Organizational Culture
-Issue Intensity

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35
Q

5 Factors That Affect Employee Ethics

A
  1. Stages of Moral Development
    2.Individual Characteristics
    3 Structural Variable
    4 Organizational Culture
    5 Issue Intensity
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36
Q

interacts with:
Individual characteristics
The organization’s structural design
The organization’s culture
The intensity of the ethical issue

A

stages of Moral Development

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37
Q

A measure of independence from outside influences
Levels of Individual Moral Development

A

Preconventional
Conventional
Principled

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38
Q

-Following rules only when doing so is in your immediate interest.
-Sticking to rules to avoid physical punishment

A

Preconventional

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39
Q

-Living up to what is expected by people close to you.
-Maintaining conventional order by fulfilling obligations to which you have agreed

A

Conventional

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40
Q

-Valuing rights of others and upholding absolute values and rights regardless of the majority’s opinion.
-Following self-chosen ethical principles even if they violate the law

A

Principled

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41
Q

affect a person’s ethical behavior at work, such as knowledge, values, personal goals, morals and personality

A

individual characteristics

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42
Q

2 types of individual characteristics

A

-Values
-Measuring Employee Satisfaction

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43
Q

Are basic convictions about what
is right or wrong on a broad range
of issues.

A

Values

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44
Q

2 personality variables have been
found to influence an individual’s
actions according to his/her beliefs
about what is right or wrong.
* Ego strength - measures the
strength of a person’s convictions.
* Locus of control - measures the
degree to which people believe they
control their own life

A

Measuring Employee Satisfaction

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45
Q

2 personality variables

A

-Ego strength
-Locus of control -

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46
Q

measures the
strength of a person’s convictions.
*

A

Ego strength -

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47
Q

measures the
degree to which people believe they
control their own life

A

Locus of control -

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48
Q

2 types of locus of control

A

Internal
External

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49
Q

believe that they are responsible for their own success.

A

Internal

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50
Q

believe that external forces, like luck, determine their outcomes.

A

External

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51
Q

Good structural design minimizes ambiguity and uncertainty and fosters ethical behavior

A

structural Variables

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52
Q

Organizational characteristics and mechanisms that guide
and influence individual ethics: (3 Systems)

A

*Performance Appraisal Systems
* Reward Allocation Systems
* Behaviors (ethical) of Managers

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53
Q

refers to the method you use to evaluate employee performance and analyze performance trends.
example, perfect attendance( the commitment)

A

Performance Appraisal Systems

54
Q

a rule, procedure, and standard for defining, determining, and allocating benefits and compensations to employees for their contributions. The reward may be in terms of monetary or non-monetary as well as intrinsic or extrinsic;
example: doing great things and claim rewards

A

Reward Allocation Systems

55
Q

the way managers act and conduct themselves. This includes the way they complete their own work, how they treat others and how they lead their teams. Many factors influence a manager’s behaviour, including: Personality. The culture of their organisation

A

Behaviors (ethical) of Managers

56
Q

Cultures high in risk tolerance, control, and conflict
tolerance are most likely to encourage high ethical
standards
* Weak cultures have less ability to encourage high ethical
standard

A

Organizational Culture

57
Q

it is How important is the ethical issue to an individual

A

Issue Intensity

58
Q

what are the 6 determinants of issue intensity

A

-consensus of wrong
-probability of harm
-immediacy of consequences
-proximity to victims
-concentration effect
-greatness of harm

59
Q

how much agreement is there that this action wrong?

A

-consensus of wrong

60
Q

how likely is it that this action will cause harm?

A

probability of harm

61
Q

will harm be felt immediately?

A

-immediacy of consequences

62
Q

how close are the potential victims?

A

proximity to victims

63
Q

how concentrated is the effect of the action on the victims?

A

concentration effect

64
Q

how many people will be harmed?

A

-greatness of harm

65
Q

How Managers Can Improve Ethical
Behavior in an Organization (7 ethical behaviors)

A

*high ethical standards.
* Establish codes of ethics
* Lead
* Delineate
* ethics training.
* independent social audits.
* support for individuals facing
ethical dilemmas.

66
Q

Effective Use of
Code of Ethics? (4 codes)

A

*guide decision making.
* Communicate regularly.
* show commitment to the code.
* Publicly reprimand and discipline those who
break the code

67
Q

guide of principles designed to help professionals conduct business honestly and with integrity.

A

Code of Ethics

68
Q

What is Code of Ethics?

A

A formal statement of an organization’s
primary values and the ethical rules it
expects its employees to follow.
* Be a dependable organizational citizen
* Don’t do anything unlawful or improper
that will harm the organization
* Be good to customers

69
Q

A formal statement of an organization’s
primary values and the ethical rules it
expects its employees to follow.
(3 ethical rule)

A
  • Be a dependable organizational citizen
  • Don’t do anything unlawful or improper
    that will harm the organization
  • Be good to customers
70
Q

leadership that is directed by respect for ethical beliefs and values and for the dignity and rights of others. It is thus related to concepts such as trust, honesty, consideration, charisma, and fairness.

A

Ethical Leadership

71
Q

Managers must be good role models by:
* Being ethical and honest at all times.
* Telling the truth
* Admitting failure and not trying to cover it
up.
* Communicating shared ethical values to
employees through symbols, stories, and
slogans.
* Rewarding employees who behave
ethically and punishing those who do not.
* Protecting employees (whistleblowers)
who bring to light unethical behaviors or
raise ethical issues

A

Ethical Leadership

72
Q

Managers must be good role models by: (6 good characteristics)

A

*ethical and honest at all times.
* Telling the truth
* Admitting failure
* Communicating shared ethical values to employees
* Rewarding employees
* Protecting employees (whistleblowers)
who bring to light unethical behaviors or
raise ethical issues

73
Q

The Value of Ethics
Training (4 outcomes)

A

*make a difference
*increases employee awareness
of ethical issues in business decisions.
*clarifies and reinforces
* Employees are more confident of support
when taking unpopular but ethically
correct stance

74
Q

is synonymous with morality, it refers to moral
values that are sound or reasonable, actions or
policies that are morally required (right),
morally permissible (all right), or otherwise
morally desirable (good).
-
-

A

Ethics

75
Q

it is the study of the characteristics of morals.
- principles of right and wrong.

A

Ethics

76
Q

it also deals with the moral choices that are
made by each person in his or her
relationship with other persons.

A

Ethics

77
Q

“We have been studying engineering, such as
design, analysis, and performance
measurement.”

A

Ethics in an Engineering Course

78
Q

How Ethics Fits into Engineering?
Engineers…..

A

Build products
Develop processes

79
Q

such as cell phones, home
appliances, heart valves, bridges, & cars.
In general they advance society by
building new technology.

A

Build products

80
Q

such as the process to
convert salt water into fresh water or the
process to recycle bottles. These processes
change how we live and what we can
accomplish

A

Develop processes

81
Q

How Ethics Fits into Engineering?

A

● Decisions made by engineers
usually have serious consequences
to people – often to multitudes of
people.

82
Q

How Ethics Fits into Engineering?

A

Ethics and ethical reasoning guide
decision-making.

83
Q

Consists of the responsibilities and rights that
ought to be endorsed by those engaged in
engineering, and also of desirable ideals
and personal commitments in engineering

A

Engineering Ethics

84
Q

The study of the decisions, policies, and
values that are morally desirable in
engineering practice and research.

A

Engineering Ethics

85
Q

It is a body of philosophy indicating
the ways that engineers should conduct
themselves in their professional capacity

A

Engineering Ethics

86
Q

● Engineering is one of the most important
professions in society.
● As engineers we don’t just build things
and develop processes.
● We build things and make processes in order
to better society.
● In order to make society better we have to
reflect constantly on the products and
processes that we make

A

The Essence of an Engineering
Career

87
Q

The Essence of an Engineering
Career

A

● Engineering is one of the most important
professions in society.
● As engineers we don’t just build things
and develop processes.
● We build things and make processes in order
to better society.
● In order to make society better we have to
reflect constantly on the products and
processes that we make

88
Q

Two Dimensions of Ethics to
Engineering

A

Engineers need to be socially responsible
when building products and processes for
society.
Social responsibility requires taking into
consideration the needs of the society.
● Social responsibility requires professional
responsibility

88
Q

Typical Ethical Issues that
Engineers Encounter

A

Safety
* Acceptable risk
* Compliance
* Confidentiality
* Environmental health
* Data integrity
* Conflict of interest
* Honesty/Dishonesty
* Societal impact
* Fairness
* Accounting for uncertainty,

89
Q

Meanings of Responsibility

A

Obligations
Accountable
Conscientious, integrity
Blameworthy/Praiseworthy

90
Q

are types of actions that are
morally mandatory. They could be:
● incumbent on each of us such as to be
honest, fair & decent.
● role responsibilities when we take on special
roles such as:
- parents
- employees
- professionals
- Engineering students

A

Obligations

91
Q

● role responsibilities when we take on special
roles such as:

A
  • parents
  • employees
  • professionals
  • Engineering students
92
Q

being responsible also means
being morally accountable which entails
having the general capacities for moral
agency including the capacity to
understand and act on moral reasons.
We also hold ourselves accountable for
meeting our obligations, sometimes
responding with emotions of self-respect
and pride, other times responding with
guilt for harming others and shame
for falling short of our ideals.

A

Accountable –

93
Q

Wrongdoings takes 2 primary forms

A

Voluntary wrongdoing
Unintentional negligence

94
Q

when it is clear that right
conduct is at issue.

A

Praiseworthy

94
Q

the flagrant disregard of
known risks & responsibilities

A

recklessness

95
Q

occurs when we
knew we were doing wrong and were not
coerced and could be caused by:
→ recklessness - the flagrant disregard of
known risks & responsibilities
→ weakness of will

A

Voluntary wrongdoing

96
Q

occurs
when we unintentionally fail to
exercise due care in meeting
responsibilities. We might not have
known what we were doing, but we should
have known.

A

Unintentional negligence

97
Q

diligently trying
to do the right thing, and eventually
succeeding even under difficult circumstances.

A

Conscientious, integrity

98
Q

when it is clear that
accountability for wrongdoing is at issue.

A

Blameworthy

99
Q

4 types of responsibility

A

Moral responsibility:
Causal responsibility
Job responsibility:
Legal responsibility:

100
Q

consists of one’s assigned tasks at the place of
employment

A

Job responsibility:

100
Q

When a person met his responsibilities
(obligations); he was responsible
(accountable) for doing so; he acted
responsibly (conscientiously); and he is
admirable (praiseworthy).

A

Moral responsibility:

100
Q
  • consists simply in being a cause of some event,
    such as a young child playing with
    matches causes a house to burn down;
    but the adult who left the child with
    the matches is morally responsible.
A

Causal responsibility

101
Q

is whatever the law requires, including legal
obligations and accountability for meeting
them.

A

Legal responsibility:

102
Q

Senses of Corporate Responsibility:
- Just like individuals, corporations also have:

A

● obligations
● accountabilities
● conscientious, integrity
● blameworthy/praiseworthy

103
Q

run on algorithms their actions are a
direct consequence of the program under
which they operate. As a consequence, for
any input into the program, the output is
determined.

A

Robots

104
Q

do not run on algorithms. We have
freewill. At least some of our actions come
from our ability to willingly do something.
●unlike robots, are responsible for
their actions because humans are free
agents.

A

Humans

105
Q

is about practice and virtue.
It is about going beyond the codes, and
practicing behavior that leads to an ethical
life

A

Ethical Behavior:

106
Q

Understands and applies knowledge of, and promotes compliance with, appropriate statues, regulations, policies, and procedures

no one can just program you to
be an ethical engineer that follows the
codes.
● It is possible to know the code of ethics for
engineering, yet fail to follow them

A

Ethical Knowledge

107
Q

is a set of formal rules enforced by the government

A

Law

108
Q

is a system of informal, self-regulated values and principles guiding individual conduct

A

morality

109
Q

Law vs Morality

A

Legal and Moral
Legal and Immoral
Illegal and Moral
Illegal and Immoral

110
Q

Designing a system to be safe

A

Legal and Moral

111
Q

Owning a slave pre civil war in the US

A

Legal and Immoral

112
Q

Smoking Marijuana

A

Illegal and Moral

113
Q

Killing Innocent people

A

Illegal and Immoral

114
Q

Many components go into being a good
engineering student.
● One of the most important, as reflected by the
codes of ethics for engineers, is to be
competent in your field of engineering.
● To be competent, it is necessary that one
actually knows what they claim to know.
● Proving to others that you know what you
are supposed to know requires certification
through a degree.

A

Plagiarism and Cheating

115
Q

What Students Say?

A

70% of American high school seniors admit to
cheating on at least one test.
● 95% of the students who said they cheated
were never caught.
● An average of 75% of college students
report cheating sometime during their
college career

116
Q

Academic Dishonesty

A

Cheating
Copying
Unauthorized Sources
Surrogate

117
Q

is the act of obtaining or
attempting to obtain credit for academic work
through the use of any dishonest, deceptive,
or fraudulent means

A

Cheating

118
Q

Working on a team for an assigned project is
not cheating.
● However, failing to do your assigned task on a
team project is a form of cheating. It is
called free-riding, which is benefiting from
the work of others without doing any work
of your own.
●Teamwork is important in engineering, but
free-riding is wrong, since if everyone did
it, nothing would get done.

A

Cheating vs. Team Work

119
Q

failing to do your assigned task on a
team project is a form of

A

cheating

119
Q

which is benefiting from
the work of others without doing any work
of your own

A

free-riding

120
Q

occurs when someone else
either does your homework, takes an
exam for you, or writes your paper

A

Surrogate cheating

120
Q

important in engineering, but
free-riding is wrong, since if everyone did
it, nothing would get done.

A

teamwork

120
Q

One obvious type of cheating that we all
recognize is copying someone’s work on a
homework assignment, exam, or paper.

A

Copying

120
Q

● Using sources that one is not allowed to use as
deemed by the instructor or the university
as a whole is a kind of cheating, such as
solution manuals.

A

Unauthorized Sources

120
Q

Submitting someone’s work as your own is a
kind of cheating.

A

Copying

121
Q

Doing someone’s work for them is a kind of
cheating

A

Surrogate cheating

122
Q

Also a text message from your friend with the
answer to a question on the exam is a
form of cheating

A

Unauthorized Sources

Environmental Engineering Sciences (6 decks)

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