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The following is a column that appeared in a San Diego Ca. newspaper in 2004 regarding Business Ethics. Please read this column and prepare a concise...

Do you believe that business ethics can be taught at business schools.
The following is a column that appeared in a San Diego Ca. newspaper in 2004 regarding Business Ethics. Please read this column and prepare a concise overview of this column and discuss whether or not you believe that business ethics can be taught at business schools . Can business ethics be taught? By Craig Barkacs December 15, 2004 We may never know if Barry Bonds intentionally took steroids to boost  his performance to achieve one of the most remarkable athletic careers  in the history of baseball. But we do know that the temptation to cheat  to get ahead isn't limited to sports. Unfortunately, over the last year we  have seen many examples of business leaders getting in trouble for  allegedly bending the rules for personal gain. In October, Martha Stewart checked in at Alderson Federal Prison  Camp in Alderson, W.Va., to begin serving her five-month sentence for  conspiracy and obstruction of justice for lying about a stock trade. The  Enron indictments are turning into a slew of successful prosecutions.  And finally, it looks like New York Attorney General Eliot Spitzer's  crusade against corporate crime may have uncovered another legal  morass, this time related to widespread bid-rigging in the insurance  industry. These and other business scandals have filled the headlines over the  last year, triggering such regulatory responses as the Sarbanes-Oxley  Act, for example. Less noticeably, these transgressions also have  sparked renewed calls for business schools to formally examine ethics.  The hope is that MBAs will enter or re-enter the business world  equipped with some sort of moral compass, in addition to the more  traditional business management skills that form the core of most MBA  programs. This leads to an interesting and obvious question: Can business ethics  be taught? The cases cited above were not exactly gray areas, and it would seem  the individuals involved certainly knew when they crossed the line.  Most of us know right from wrong at a very young age, and by  adulthood, have developed the tools to figure our way through most  ethical issues we are likely to face. So how can successful, intelligent business people make what are  obviously bad ethical judgments? Were Stewart and the others just bad  people, finally exposed for the unethical business people they were at  heart? Probably not. Then what got them in trouble and how can the 
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rest of us learn from their examples? Studies have shown recurring themes among individuals like these  who make poor ethical judgments. First, there is what is called super  optimism. This is the notion that anything is possible and the  transgression will go undetected. This is accompanied by a sense of  entitlement – the individuals feel they have worked hard to earn  special treatment and various rewards. They deserve them, and the  regular rules just don't apply. Add to the above that in most business cases, individuals engaged in  these types of behaviors are very bright people. As we all know,  however, very bright people can be very good at rationalization or  concocting excuses. Certainly nothing can stop an individual who willingly crosses the line  to satisfy motivations such as greed. Ethical lapses, however, often  occur in a gradual incremental process. This is, in fact, the most  insidious kind of trap – when people begin making excuses,  infrequently at first. But as one unethical lapse leads to another, a  pattern develops. In this scenario moral lapses become more  pronounced over time. The next moral lapse doesn't seem so much  worse than the preceding one. But the final lapse is always a great  distance from the first one, by any measure. Business schools can equip managers with tools that encourage ethical  decision-making in the workplace. One of the first things ethics training can do is teach people to  recognize when they are rationalizing. Smart people have a reservoir  of excuses they can conjure up as needed. We can teach people to  realize when they are using these excuses to justify doing the wrong  thing. We also can teach people to remove themselves from a situation so  they can more objectively analyze their decisions. Under pressure or  stress, we all tend to lose the ability to step out of the moment. With  training, it is possible to be more self-critical, to ask: "If I weren't  making this decision. If I were on the other side of this, how would it  appear? Would I prescribe the same course of conduct?" Formal ethics training also introduces business leaders to the different  levels of moral reasoning. Are you following a principle or are you  calculating what will create the best outcome, i.e., the greatest good  for the greatest number? This enables businesspeople to be more  conscious of the decisions they are making and gives them a  framework for selecting the best course of action. To revisit my original question: Can business schools effectively teach  ethics? The best we can hope to do is explore ethical issues, engage  individuals in more self-analysis, teach them to be more critical, and  remind them to examine motivations. Given a formal moral 
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It is well aware that ethics are the moral values of a person that helps him in taking the
decision and make him able to distinguish between good or bad, right or wrong, justice or
crime. A child...

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