Management ethics: approaches to training in business establishments

Abstract

God Almighty has chosen the word "ethics" from among all the vocabulary to describe His noble messenger, our Prophet Muhammad (peace be upon him), addressing him by saying: "And indeed, you are of a great moral character" (Qalam 68:4). The Prophet Muhammad (peace be upon him) described his prophetic role, for which he was sent, by saying, "I was only sent to perfect good manners" (Muwatta Malik, vol. 4, p. 192). In this elevated context, ethics was intended by the messengers and prophets (peace be upon them) to serve as a barrier between the self and its desires, the inclinations of the heart, and to outline a path for humanity distinguished by righteous deeds and virtues. In Islamic law, ethics represent the practical aspect of a Muslim in all relationships. Islam preceded contemporary administrative thought schools by establishing theoretical and practical foundations for ethical training for hundreds of years, emphasizing that ethics can be acquired through example and companionship. Islam also provided various means to elevate, refine, replace, or abandon instincts and defined ethical standards through honesty, modesty, truthfulness, and justice. Discussions on management ethics have increased in the last three decades of the past century, with growing ethical scandals and the spread of administrative and economic corruption. As a result of the decline in moral systems, the measures taken to address these phenomena have mostly focused on tightening control mechanisms and intensifying the rules governing behaviour. This, in turn, has led to an increase in sophisticated cheating based on the principle that "anything prohibited becomes desirable." The complexity of business and globalization has become a topic that cannot be ignored, and the view of business based solely on profit must be met with a perspective that does not overlook the importance of administrative ethics.

The importance of efficiency is not less than profitability and effectiveness standards, as Drucker (1990:199) believes that the organization's efficiency lies outside it because the customer is the profit centre. In contrast, inside the organization, there is only the cost centre. In addition, the social responsibility of an organization towards the external environment has placed it in constraints and controls that must be committed to and seriously considered as long as these controls govern the social return that the organization receives.

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