Book contents
- Next-Generation Ethics
- Next-Generation Ethics
- Copyright page
- Contents
- Contributors
- Acknowledgment
- 1 Next-Generation Ethics
- 2 Ethical Distinctions for Building Your Ethical Code
- Part I Technology
- Part II Business Enterprises
- 9 Next-Generation Business Ethics: The Impact of Artificial Intelligence
- 10 Big Data Privacy, Ethics, and Enterprise Continuous Monitoring Systems
- 11 How Management Theories and Culture Fads Kill Organizational Ethics
- 12 How Next-Generation Teams and Teaming May Affect the Ethics of Working in Teams
- 13 Transparency: The What, Why, and How of Organizational Effectiveness and Ethics
- 14 Global Engagement by Leaders Is a Moral Imperative: Building the Next Generation of Ethical Corporate Cultures
- Part III Engineering
- Part IV Society
- Index
- References
11 - How Management Theories and Culture Fads Kill Organizational Ethics
from Part II - Business Enterprises
Published online by Cambridge University Press: 18 October 2019
- Next-Generation Ethics
- Next-Generation Ethics
- Copyright page
- Contents
- Contributors
- Acknowledgment
- 1 Next-Generation Ethics
- 2 Ethical Distinctions for Building Your Ethical Code
- Part I Technology
- Part II Business Enterprises
- 9 Next-Generation Business Ethics: The Impact of Artificial Intelligence
- 10 Big Data Privacy, Ethics, and Enterprise Continuous Monitoring Systems
- 11 How Management Theories and Culture Fads Kill Organizational Ethics
- 12 How Next-Generation Teams and Teaming May Affect the Ethics of Working in Teams
- 13 Transparency: The What, Why, and How of Organizational Effectiveness and Ethics
- 14 Global Engagement by Leaders Is a Moral Imperative: Building the Next Generation of Ethical Corporate Cultures
- Part III Engineering
- Part IV Society
- Index
- References
Summary
There was a time when we were all six-sigma-ing. We did so because Jack Welch had bought into the six-sigma phenomenon and he had created a phenomenally performing General Electric (GE). Then we moved along from good to great to the search for excellence to becoming great by choice to whatever superlative Jim Collins told us was the way to a company that was built to last. Then someone moved our cheese. We had no time for that because we were just one-minute managers. We smoothed earnings, incentivized employees, and created three tiers of employees – including getting rid of the bottom tier of employees, whether they deserved termination or kudos. We all wanted to be part of the Fortune 100, the Fortune Most Admired Companies, even as we were led by Fortune CEOs and CFOs of the year – many of whom ended up doing time.
- Type
- Chapter
- Information
- Next-Generation EthicsEngineering a Better Society, pp. 143 - 157Publisher: Cambridge University PressPrint publication year: 2019
References
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