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Registration for the Fall 2019 semester begins June 25.  Watch your email for more details.

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Applied Legal and Ethical Decision Making for Managers, Professionals and Executives

Course Code: BUSN 4490
Faculty: Commerce & Business Administration
Department: Business
Credits: 3.0
Semester: 15 Weeks X 4 Hours per Week = 60 Hours
Learning Format: Lecture, Seminar
Typically Offered: TBD. Contact Department Chair for more info.
course overview

This course is intended for senior students in the applied business degree programs. It is an application driven course that will focus on real world cases and examine thereby both the theory and practice of legal, moral and social decision making in the 21st century. The emphasis, however, will be on practice as opposed to theory. The course will begin with a brief introduction to the various leading theories of business issues in this business area, and then focus on the process of how managerial decisions are made or not made. The students will be introduced to several models to apply and hopefully emulate in their personal careers, followed by an intensive look at numerous real world cases that will challenge and compel students to examine their own values, morals and choices in life. Cases will be drawn from the private, public and non-profit sectors of our society and economy. The last quarter of the course will focus on the role of leadership in the successful implementation of management decision making and practice. It is highly recommended that students complete BUSN 2420 or BUSN 3730 before taking this course.

Course Content

  1. The basics of moral reasoning in the context of business ethics; the distinctions between and overlapping of morality and law.
  2. Ethical organizational behaviour and outsiders: social and shareholder governance and accountability, environmental issues, advertising issues, governmental and community relations, consumer protection, and international cultural differences.
  3. Ethical organizational behaviour and insiders: the role of whistleblowers, employee and employer conflicts over power, discrimination and recognition of human rights, health and safety issues, respect for the law, and the development of employee autonomy, success and happiness.
  4. Ethics for professionals: the role of codes of conduct, legal sanctions and protections, conflicts of interest, ethical issues unique to our leading professions (e.g. auditing issues for accountants, taxation compliance or avoidance, etc.), governmental regulation.
  5. The role of leadership in the ethical process: various leadership theories and their manifestations in our world; charismatic and ‘hero’ leadership models, transformational and values based leadership, and Robert Greenleaf’s ‘Servant Leadership’ concept.

Methods of Instruction

Lectures, seminar discussions, case analyses, role playing, interactive exercises, documentary videos and formal presentations. 

This is a fourth year seminar class usually completed by a degree student in the last or penultimate term. Higher levels of student preparation, commitment, presentation and participation will be expected and will form an integral part of the learning experience of this capstone-type course.  Student presentation and interactive discussions will form an integral part of the learning experience.

Means of Assessment

Evaluation will be based on the following in accordance with Douglas College policy:

Quizzes, written assignments  10%
Participation  10
Mid term exam  25
Formal written case analysis  20-30
Presentation of case analysis   5
 Written research paper  20-30
  100%

Learning Outcomes

At the end of the course, the student should be able to:

  1. describe and demonstrate knowledge of the leading ethical theories introduced in this course;
  2. utilize a decision making model to explain and understand how an ethical decision is made;
  3. think critically, on a continuing basis, about the moral issues surrounding business and professional practice and imbedded in all executive decision making;
  4. apply ethical decision making models to real world business, public sector and professional moral issues, controversies and dilemmas facing practitioners in a 21st century organization;
  5. explain the ethical decision making processes, or lack thereof, that occurred in the numerous cases studied in depth in this course; 
  6. demonstrate an understanding of the role and importance, for both leaders and followers, to develop a moral compass that will guide and influence them in their future careers.
  7. recognize and develop the practices upon which moral leadership is derived.

course prerequisites

BUSN 1320 and ENGL 1130 (with a C grade or better)

curriculum guidelines

Course Guidelines for previous years are viewable by selecting the version desired. If you took this course and do not see a listing for the starting semester/year of the course, consider the previous version as the applicable version.

course schedule and availability
course transferability

Below shows how this course and its credits transfer within the BC transfer system. 

A course is considered university-transferable (UT) if it transfers to at least one of the five research universities in British Columbia: University of British Columbia; University of British Columbia-Okanagan; Simon Fraser University; University of Victoria; and the University of Northern British Columbia.

For more information on transfer visit the BC Transfer Guide and BCCAT websites.

assessments

If your course prerequisites indicate that you need an assessment, please see our Assessment page for more information.