Analysis of the attitudes of students of management on the role of business ethics in business enterprise during the Covid-19 pandemic

Business ethics has become an indispensable part of business practice, and in the long run, a prerequisite for successful business. Unethical business can damage the reputation of the organization, which can be the cause of many negative consequences for the organization. Ethics as a key element of successful business should enable the provision of true information, as well as a correct and honest attitude of the organization towards stakeholders, the social community and the environment in which it operates. Achieving these goals was a challenge for a large number of organizations in the business environment before the COVID-19 pandemic, and it is especially increased during this pandemic. Leadership has the most important role in creating the ethical culture of the organization. Because of that, it is very important for future managers to develop awareness of the importance of business ethics for the organization's business, as well as awareness of ethical decision-making in conditions of risk and major crises, as is the case with the pandemic. The paper analyzes the attitudes of students of management, as future managers, about business ethics in the organization's business operations during the COVID-19 pandemic. The research results showed that students are aware of the importance of business ethics, but not equally of all segments that it covers.

Determinant of love of money and organization ethics environment implication to earnings management behavioural perceives

This study which aims to test the effects of love of money and the ethical environment of the organization on perception of earnings management behavior with 2x2 factorial experimental research with quasi experiment design. Data collection techniques that used in this study was questionnaire and distributed to participants in university. The result showed that, there are differences among individuals in who has a high levels of love of money and a low levels of love of money in perception of earnings management behavior; and there are differences between a company’s condition that has a high internal control elements (organizational ethical environment) and in company condition where there is no internal control elements (organizational ethical environment) is low in perception of earnings management behavior; and there are interaction between love of money and ethical environment of the organization on perception of earnings management behavior.

“Il Piccolo Principe” e la Medicina dell’Invisibile: relazione, organizzazione e prevenzione / "The Little Prince" and the Invisible Medicine: relationship, organization and prevention

In questo articolo, tentiamo di guardare a quattro temi di bioetica attraverso gli occhi del Piccolo Principe: il contesto di fine vita, la relazione medico-paziente, l’etica dell’organizzazione, la prevenzione/precauzione. Useremo un prospettiva che abbiamo chiamato “Medicina dell’Invisibile”, focalizzata sul valore. Il Piccolo Principe ci suggerisce di cercare l’invisibile come un nuovo tipo di “dato clinico” che può aiutare a rendere l’intervento assistenziale più etico ed efficace. Tale invisibile – che è la «cosa importante», la «cosa seria», anche su un piano gnoseologico ed epistemologico – è raggiungibile solo all’interno di una relazione. Perciò, il medico ha bisogno di essere “addomesticato” dal paziente, e il paziente dal medico – ognuno diventando responsabile dell’altro, ognuno diventando se stesso attraverso il dialogo con l’altro. Ma responsabilità significa anche attenzione al futuro, verso minacce alla vita che sono ancora ignote. Infatti, il Piccolo Principe ci insegna che possedere una parte di mondo – il “possesso utile” – implica l’imperativo etico di agire, al fine di salvaguardare la vita. Ma, senza la concretezza di una relazione – impregnata di tempo vissuto, di esperienze condivise, e dell’unicità individuale – non si dà alcun significato né valore. Per questo motivo la Medicina dell’Invisibile ricorda alla Bioetica che «quello che è importante, non lo si vede». ---------- In this paper, we attempt to look at four bioethical issues through the Little Prince’s eyes: the end-life context, the patient-physician relationship, the organization ethics, the prevention/precaution. We will use a perspective we have called “Medicine of the Invisible”, that is value-focused. The Little Prince suggests us to seek the invisible as a new type of ‘clinical data’ which may help to make the healthcare intervention more ethical and effective. Such an invisible – the “thing that is important”, the “matters of consequence”, even on a gnoseological and epistemological level – is attainable only within a relationship. Therefore, the physician needs to be tamed by the patient, and the patient by the physician – each one becoming responsible of the other, each one becoming himself through the dialogue with the other. But responsibility also means attention towards the future, against threats to life that are still unseen and unknown. Indeed, the Little Prince teaches us that owning a part of the world – the “useful possession” – entails the ethical imperative to act, in order to safeguard life. But, without the concreteness of a relationship – saturated with lived time, shared experiences, and individual’s uniqueness – no meaning and no value is given. For this reason the Medicine of Invisible reminds Bioethics that «the thing that is important is the thing that is not seen».

Ethical problems in nursing management

Background: Nurse managers have responsibilities relating to the quality of care, the welfare of the staff and running of the organization. Ethics plays significant role in these responsibilities. Ethical problems are part of daily management, but research in this area is limited. Objective: The aim of this study was to identify and describe ethical problems nurse managers encounter in their work to get more detailed and extensive view of these problems. Methods: The data consisted of nine interviews with nurse managers at different management levels in primary healthcare and specialized healthcare organizations, and it was analysed by inductive content analysis. Ethical considerations: Permission to conduct the interviews including ethical approval was given at all participating organizations according to national standards. The respondents were informed about the aim of the study, and voluntary participation, anonymous response and confidentiality were explained to them. Findings: Four main categories were found: conflicts in practical situations, lack of appreciation, disregard of problems and experienced inadequacy. Problems could also be divided to patient-related, staff-related, organization-related and other problems. Discussion: The findings correspond with results from earlier studies but add knowledge of the nature and details of nurse managers’ ethical problems. New information is produced related to the ethical problems with nurse managers’ own courage, motivation and values. Conclusion: Nurse managers identified a variety of different ethical problems in their work. This information is useful in the development of ethics in nursing management. Further research about the frequency and intensity of nurse managers’ ethical problems is needed as well as possible differences in different levels of management.