
Management Education for Integrity
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Content
- Front Cover
- Management Education for Integrity: Ethically Educating Tomorrow's Business Leaders
- Copyright Page
- Contents
- List of Contributors
- List of Reviewers
- Acknowledgements
- PART I: INTRODUCTION
- 1. Management Education for Integrity
- Transcending Amoral Business Curricula
- References
- PART II: BUSINESS ETHICS EDUCATION: ACROSS THE CURRICULUM AND BEYOND
- 2. Sensemaking: A Fresh Framework for Ethics Education in Management
- 2.1. Sensemaking as a Framework for Ethics Instruction
- 2.2. Sensemaking and Assessment
- 2.3. Discussion
- Acknowledgments
- References
- 3. Three Pedagogical Tools to Advance Management Integrity Capacity
- 3.1. The Concept of Integrity Capacity
- 3.2. Indicator of Readiness for Management Ethics Inquiry
- 3.3. Process Integrity Capacity Auction
- 3.4. Intra-Organizational Ethics Bowl Event
- 3.5. Conclusion
- References
- Appendix 3.A. Indicator of Readiness for Management Ethics Inquiry (IRMEI) ©
- Appendix 3.B. Process Integrity Capacity Auction (PICA) ©
- 4. Using Literature to Encourage Moral Engagement in Business Ethics Courses
- 4.1. Sources of Failure in Business Ethics
- 4.2. Seeking ''Internalization''
- 4.3. The Imaginative Alternative
- 4.4. Different Kinds of Imagination
- 4.5. Using Imaginative Literature
- 4.6. What the Teacher must bring to the Course
- 4.7. A Course using Imaginative Literature
- 4.8. Conclusion
- Acknowledgments
- References
- Appendix. Some Works used by the Author in His Business Ethics Course
- 5. Fostering Integrity in Business Education: An Analysis of Academic Administrators' Perceptions at Spanish Business Schools
- 5.1. Introduction
- 5.2. Fostering Integrity at Business Schools: Theoretical Review
- 5.3. Implementing Integrity-Based Experiences at Business Schools: Empirical Review
- 5.4. Integrity at Spanish Business Schools: Academic Administrators' Perceptions
- 5.5. Conclusions
- Acknowledgments
- References
- PART III: VALUES AS PATHWAYS TO ETHICAL ACTION
- 6. Teaching ''How'' - Not ''Whether'' - to Manage with Integrity: Undergraduate and MBA Applications of the ''Giving Voice to Values'' Curriculum
- 6.1. GVV with Undergraduates at the Mason School of Business, College of William & Mary
- 6.2. GVV in the Simmons SOM MBA Program
- 6.3. Conclusion
- References
- 7. Four Key Steps in Developing Leader Integrity
- 7.1. Motivate
- 7.2. Equip
- 7.3. Follow-Up
- 7.4. Manage the Larger Organizational Context
- 7.5. Summary
- Acknowledgments
- References
- 8. Scenario-based Approach as a Teaching Tool to Promote Integrity Awareness: A Chinese Perspective
- 8.1. Consistency of Thought, Voice, and Action
- 8.2. Inconsistency of Thought, Voice, and Action
- 8.3. Chinese Integrity-Related Core Values
- 8.4. Scenario Analysis for Promoting Integrity Awareness
- 8.5. TVA Analytical Model for Integrity: An Illustration
- 8.6. Discussion
- 8.7. Conclusion
- Acknowledgment
- References
- Appendix 8.A. Worksheet for ''Indonesia Expatriation'': A Scenario
- Appendix 8.B. MBA Class Feedback Information as the Basis for Group Discussions
- Appendix 8.C. EMBA Class Feedback Information as the Basis for Group Discussions
- PART IV: DEVELOPING CURRICULA BASED ON A LIBERAL APPROACH TO EDUCATION: A WAY TOWARD RESPONSIBLE CITIZENS
- 9. Returning to a Holistic Management Education and the Tradition of Liberal Education
- 9.1. The Call to Transform Management Education
- 9.2. Liberal Education: Rediscovering and Returning to Our Roots
- 9.3. Traditional Undergraduates as a Unique Population
- 9.4. Re-Thinking How to Teach for Integrity
- 9.5. A Model for Integrated, Liberal Management Education Experiences
- 9.6. Conclusions and Recommendations
- Acknowledgments
- References
- 10. Education for Integrity: Business, Elitism, and the Liberal Arts
- 10.1. Introduction
- 10.2. Liberal Arts, Management Education, and the Organization of Business - A Short History
- 10.3. How Can the Liberal Arts Strengthen the Integrity of Undergraduate Management Students?
- 10.4. Conclusions
- References
- 11. Meeting the Objectives of Business Ethics Education: The Marriott School Model and Agenda for Utilizing the Complete Collegiate Educational Experience
- 11.1. Introduction
- 11.2. Level One: Personal Ethical Understanding
- 11.3. Level Two: Application of Ethical Principles to Business Situations
- 11.4. Level Three: Moral Courage and Organizational Savvy
- 11.5. Level Four: Ethical Leadership
- 11.6. Agenda for Utilizing the Complete Collegiate Educational Experience
- Acknowledgment
- References
- About the authors
- Author Index
- Subject Index
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