L1-We are now a broad coalition of MBA students, graduates and advisors, representing over

250 schools from around the world. We are partnering with the and the World Economic Forum.
We want our degree to mean something more than it currently does. This oath is our way of
laying out the principles of what we think an MBA ought to stand for.
We hope the Oath will: a) make a difference in the lives of MBAs who take the oath b)
challenge other MBAs to work with a higher professional standard, whether they sign the oath or
not and c) create a public conversation in the press about professionalizing and improving
management.
Our long-term hope is to transform the field of management into a true profession, one in
which MBAs are respected for their integrity, professionalism, and leadership. We hope to see
hundreds of thousands of MBAs take the MBA oath, or something like it, as a step towards
realizing this vision.
My oath is important to me because I have not only worked very hard to get my MBA but
have worked to overcome a lot of adversities in my life and strove to become a better person. I
want people to view someone with an MBA as a business leader, not someone out for their own
gain.
The MBA program is there to allow leaders from all walks of life the opportunity to add
sustainable value to life and possibly inspire/influence a greater entrepreneurial spirit within the
societies we work and live in. The test will be to see whether we have the improved
competencies to apply and articulate ourselves to the impoverished society amongst us.
Certain circles regard MBAs as confident to the point of arrogance and concerned only
about how shareholder return maximizes personal reward. As the global economy searches for
stable ground, people need someone to blame, and MBAs fit the bill. We lead most of the
organizations that took extreme risk to reap short-term rewards. We asked for bailout money. We
insisted on paying ridiculous bonuses to employees that failed so brilliantly their companies
declared bankruptcy. It’s harsh to put on paper; I almost hate to call myself part of the MBA.
The global spotlight on MBAs, B-School programs, and developing ethical world
business leaders makes this an exciting time. We have the opportunity to change the world
through our leadership. Administrators are rolling out new curriculums with emphasis on ethical
strategic thinking, long-term sustainability and real world crisis management. Corporations are
redefining goals and objectives to include a holistic view rather than focusing on short-term
returns. And students are making themselves heard through initiatives like the MBA Oath.
Modeled after the Hippocratic Oath taken by doctors, the goal of the oath is “to begin a
widespread movement of MBAs who aim to lead in the interests of the greater good and who
have committed to living out the principles articulated in the Oath.” This oath is important to our
future.
By deepening conversations around ethics and integrity, MBAs open their minds to
creating sustainable business models that contribute to the broader objectives of people, planet
and profit, not just the all mighty bottom line. Professors pledge to teach students the best ways
to lead with this objective. Administrators develop platforms to support these efforts, and
ultimately, businesspeople lead more thoughtfully.
L2-Explain the ethical framework of utilitarianism and some challenges to utilitarian decision making.

We all have an image of our better selves-of how we are when we act ethically or are "at our
best." We probably also have an image of what an ethical community, an ethical business, an
ethical government, or an ethical society should be. Ethics really has to do with all these levels-
acting ethically as individuals, creating ethical organizations and governments, and making our
society as a whole ethical in the way it treats everyone.
Simply stated, ethics refers to standards of behavior that tell us how human beings ought
to act in the many situations in which they find themselves-as friends, parents, children, citizens,
businesspeople, teachers, professionals, and so on. It is helpful to identify what ethics is NOT:
Ethics is not the same as feelings. Feelings provide important information for our ethical
choices. Some people have highly developed habits that make them feel bad when they do
something wrong, but many people feel good even though they are doing something wrong. And
often our feelings will tell us it is uncomfortable to do the right thing if it is hard.
Ethics is not religion. Many people are not religious, but ethics applies to everyone. Most
religions do advocate high ethical standards but sometimes do not address all the types of
problems we face.
Ethics is not following the law. A good system of law does incorporate many ethical
standards, but law can deviate from what is ethical. Law can become ethically corrupt, as some
totalitarian regimes have made it. Law can be a function of power alone and designed to serve
the interests of narrow groups. Law may have a difficult time designing or enforcing standards in
some important areas, and may be slow to address new problems.
Ethics is not following culturally accepted norms. Some cultures are quite ethical, but
others become corrupt -or blind to certain ethical concerns (as the United States was to slavery
before the Civil War). "When in Rome, do as the Romans do" is not a satisfactory ethical
standard.
Ethics is not science. Social and natural science can provide important data to help us
make better ethical choices. But science alone does not tell us what we ought to do. Science may
provide an explanation for what humans are like. But ethics provides reasons for how humans
ought to act. And just because something is scientifically or technologically possible, it may not
be ethical to do it.
The Utilitarian Approach, Some ethicists emphasize that the ethical action is the one that
provides the most good or does the least harm, or, to put it another way, produces the greatest
balance of good over harm. The ethical corporate action, then, is the one that produces the
greatest good and does the least harm for all who are affected-customers, employees,
shareholders, the community, and the environment. Ethical warfare balances the good achieved
in ending terrorism with the harm done to all parties through death, injuries, and destruction. The
utilitarian approach deals with consequences; it tries both to increase the good done and to
reduce the harm done.

L3-Explain principle-based, or rights-based framework of ethics and several challenges to principle-based ethics.
Decisions about right and wrong permeate everyday life. Ethics should concern all levels of life:
acting properly as individuals, creating responsible organizations and governments, and making
our society as a whole more ethical. This document is designed as an introduction to making
ethical decisions.  It recognizes that decisions about “right” and “wrong” can be difficult, and
may be related to individual context. It first provides a summary of the major sources for ethical
thinking, and then presents a framework for decision-making.
Serious qualms or a sense of uneasiness • No clear options • Two or more equally
(un)desirable alternatives • Involves important value-laden issues e.g. rights, duties, justice,
fairness • Generally involves various stakeholders • Has far-reaching implications • Often
overrides most other considerations.
STEP ONE: Identify the Problem Name the problem clearly. Where is the conflict? What is
causing the qualm, uneasiness, or apprehension? Who are the legitimate stakeholders, and what
does each have at stake? How much time is there to arrive at a decision? What are the relevant
resources at the team's disposal? Why are there conflict and/or disagreement amongst team
members and/or the patient and/or family members regarding treatment or placement options?
STEP TWO: Acknowledge Feelings what are the “gut” reaction, biases and/or loyalties? What
are the intuitions about the issue?
STEP THREE: Gather the Facts what are the ethically relevant facts? Have all the relevant
perspectives been obtained? Who else do we need involved in this decision-making process?
What do the institution’s policies or guidelines say? What does the relevant law say? Legal
information is not the same as legal advice, where legal advice is the application of law to an
individual’s specific circumstances. We recommend that you consult a lawyer if you want
professional legal advice in a subject area that is appropriate to your particular situation. Clinical
Ethics Issues – Adapted from the Four-Box Method (Jonsen et al. 1992) Clinical Indications o
Does the patient/ client have capacity to make this decision? o Who is the appropriate decision-
maker(s)? o What is the patient’s medical diagnosis and prognosis? o What are the goals of
treatment? o What are the likelihoods of benefits and harms associated with various treatment
options? Quality of Life (from the patient’s perspective) o What is the probability that the patient
can return to a pre-hospital admission quality of life? What are the relevant changes given
physical, mental and social needs now required? o What does the patient consider to be a good
quality of life or an undesirable quality of life? What can health care providers do to enhance
quality of life? o Are there any underlying conditions (e.g. depression, anxiety) that we can
address in order to increase quality of life? o Should we change the treatment plan given
assessments of quality of life, such as forgoing life-sustaining treatment? Patient /SDM Wishes o
What are the patient’s values, wishes and beliefs and how do they inform this specific decision?
o If the patient has capacity, does she have all the relevant information to provide an informed
decision regarding treatment/ placement? o If incapable, does the patient have an Advanced
Directive? Does she have any prior expressed capable wishes – how can the substitute decision-
maker and team apply them to this current decision? o If even the patient is incapable, how can
we involve her in decision-making? What are alternatives if the patient does not want to
participate in the treatment? Contextual Features –e.g. Religion, Culture, Psycho-social issues,
Relationships o Are there religious or cultural issues that might affect clinical decisions? o What
is the patient’s narrative? Where does she come from and who is part of her support system? o
Are there financial factors that create conflicts of interest in clinical decisions? o Are there
parties other than clinicians and patients, such as family members, who have an interest in
clinical decisions? o What are the limits imposed on patient confidentiality by the legitimate
interests of third parties? o Are there issues of public health and safety or infection control that
affect clinical decisions? Business/ Organizational Ethics Issues: Examples: o Governance o
Partnerships and cooperation o Allocation/Rationing of Scarce Resources o Conscientious
Objection o Employer/Employee Relationships o Conflict of Interest o Alternative Sources of
Revenue o Abuse of Care Providers o Whistle blowing o Zero budgeting and reduction in service
o New funding formulas o Care of the homeless and issues of justice o Uninsured patient
populations o Safety – patients, staff, volunteers, co-patients, families, visitors o Moral distress,
compassion fatigue, burnout o Erosion of trust and collaboration with ministry o Disclosure of
error o Fundraising and naming opportunities

L5- Define corporate social responsibility. Describe and evaluate the economic model of corporate social responsibility
with your own example.

To survive in the modern business world, your company needs to take stand – a social stand, that
is.
Today's consumers are looking for more than just high-quality products and services when they
make a purchase. They're prioritizing corporate social responsibility (CSR), and holding
corporations accountable for effecting social change with their business beliefs, practices and
profits.
"While the tenants of social responsibility will continue to be grounded in tangible, operational
elements – such as ethical workplace practices or energy efficiency – companies are now
demanded to share more intangible values – such as what they stand for and what they are
willing to stand up for," Stacy Anderson wrote in a blog post on We First.
To illustrate how critical CSR has become, a 2study by Cone Communications found that more
than 60 percent of Americans hope businesses will drive social and environmental change in the
absence of government regulation. The majority of consumers surveyed (87 percent) said they
would purchase a product because a company supported an issue they care about. More
importantly, a whopping 76 percent will refuse to buy from a company if they learn it supports
an issue contrary to their own beliefs.
But consumers aren't the only ones who are drawn to businesses that give back. Susan Cooney,
global diversity and inclusion program manager at Symantec, said that a company's CSR strategy
is a big factor in where today's top talent chooses to work.
"The next generation of employees is seeking out employers that are focused on the triple bottom
line: people, planet and revenue," Cooney told Business News Daily. "Coming out of the
recession, corporate revenue has been getting stronger. Companies are encouraged to put that
increased profit into programs that give back."

L6 - Explain the two definitions of privacy and describe the ethical sources of privacy as a fundamental value.
The first is that privacy helps individuals maintain their autonomy and individuality. ...
American privacy allows our many cultures and subcultures to define for themselves how
personal information moves in the economy and society. A second reason
that privacy is important is because of its functional benefit. There are two general reasons why
privacy is important.
The first is that privacy helps individuals maintain their autonomy and individuality.
People define themselves by exercising power over information about themselves and a free
country does not ask people to answer for the choices they make about what information is
shared and what is held close. At the same time, this does not mean that public policy should
shield people from the costs of their choices. American privacy allows our many cultures and
subcultures to define for themselves how personal information moves in the economy and
society.
A second reason that privacy is important is because of its functional benefits. This area
has been especially slippery for policy-makers because they have often use the term "privacy" to
refer to one or more of privacy's benefits.
For example,  protect the privacy of people's identities, which has the functional benefit
that someone may speak at a political rally — or go to a bar — and not have to answer later to
political opponents or unwanted suitors. Anonymity and pseudonymity lend to both
privacy and these safeguards for safety and peace of mind.
Another example was the word "privacy" often substitutes for an important benefit of
privacy or confidentiality is identity. Very commonly today, proposed legal limits on uses of
Social Security Numbers or account numbers have been touted as "privacy protection."
Few people care about privacy in their Social Security Numbers for its own sake or
because of autonomy or individuality. Nearly every American has been assigned such a string of
numbers, which makes the fact perfectly mundane. The numbers themselves are mundane too.
The aim of limits on SSN use is a functional benefit of "privacy": crime control. Keeping
identification and account numbers from the general public is analogous to keeping car keys in
one's pocket or purse rather than in the ignition. Such measures make it practically more difficult
for criminals to steal our cars or access our accounts.
There are many more complexities to the privacy issue. Unfortunately, few today have
yet sorted them out. The ever-increasing use of the Internet has provided businesses with more
ways than ever before to collect data about their customers and potential customers. This
information is often gathered without the website visitor even realizing it, due to the use of
unobtrusive data collection methods.
When you visit a company’s website, you could be unwittingly providing that company
with information such as your IP address, the page that referred you to the website and the pages
you’re viewing. If the website also utilizes cookies and other tracking devices, companies can
gather even more information.
These practices are popular because they can benefit the company’s marketing efforts. In
fact, because this information can be used to provide a more personalized browsing experience,
some website visitors may even enjoy some of the end results. However, there is now more of a
focus on privacy issues and on what customers may be giving up in order to reap this kind of
personalization. As more people become aware of privacy issues, many companies are
discovering the need to change the way they do business in order to satisfy their customers’
concerns.
L7 - Why should business be concerned with, and value, the natural world?