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Chapter 8 Engineers in Organizations

Chapter 8 Engineers in Organizations - CIV 402 Engineering...

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CIV 402: Engineering Ethics Chapters Summary Chapter 8: Engineers in organizations Introduction : The U.S law has been governed by the common law doctrine of “ Employment at will “ It means that in the absence of a contract, an employer may discharge an employee at any time and for virtually any reason. Public Policy exception didn’t protect the employee when there is a mere difference in judgment with the employer Public policy exception includes : o Performing an important public obligation o Exercising a clear legal right ( free speech ) o Protecting the public from threats to health and safety. Engineers and Managers: The Pessimistic Account “ There is a natural conflict between management and professionals because of their differences in educational background , socialization, values, vocational interest, work habits, and outlook . “ Joseph Raelin To analyze this, first Engineers have a conflict between loyalty to their employer and loyalty to their profession. This means that that Eng. Want to be loyal employees who are concerned about the financial well being of their firms , while they are also obligated to hold paramount the health, safety , and welfare of the public. Second, many managers are not engineers and don’t have engineering experience, so usually engineers complain that they have to use oversimplified language in explaining technical matters. Third, Engineers who are not managers aspire to the management role in the future, to have the financial rewards and prestige.
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Characteristics of managerial decision making that are useful in analyzing the manager Engineer relationship : Well being of a company is measured primarily in financial terms , but it also includes a good public image. Managers must have professional obligations that they might consider to override their obligations to the organization. Most of the time , Managers tend not to take ethical considerations seriously , unless they can affect the well being of the firm (public image ) , and this is not sufficient !!! 8.3 Being morally Responsible in an Org. without getting hurt. Organizational Culture: Set by the directors or the owners of the org. , and it is values that is dominant and influence the decisions of the org. members. It can be mindset and be dominant over behavior of an employee. “Dennis Gioia was a manager at Ford , and he made recommendations not to recall PINTO , It involved many tragic death , but his recommendations was neglected because the schemas (culture) of the firm didn’t include ethical dimensions. “ We have to be careful not to allow organizational culture to influence or override a belief in individual moral responsibility.
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