I.

Introduction
Moral standard has been around for the beginning of time of humanity, what will happen if it
doesn’t exist? A place without any restriction such as law or the difficulty in justifying what is
right and wrong is just several problems human will face if moral standard disappears. There are
many great philosopher such as Demin in 21th century or Aristotle ( 384-322 BC), Solomon
(1942-2007) in the past. Nowadays, along side with statistical data, the top managers and leaders
of business in all size also need to make decision with ethics factors. This paper aim to critically
compared and unearthing the two articles via the ethics theories. Looking first at the abstract of
the two articles, the first one used mainly the Teleology approach. Virtue ethics is the goal in the
second article. This paper uses Critical Literature Review format with sentence constructed in an
argumentative form

II. Critical Analysis

Monahan, S. C., & Quinn, B. A. (2006) 'Beyond ‘bad apples’ and ‘weak leaders’ Toward
a neo-institutional explanation of organizational deviance', Theoretical Criminology,
10(3), 361-385
Critical Analysis Direct Illustrative Quotations
These activities took place behind the symbolic
The authors used the paragraph to represent
as a definitive statement, hence, curtain of clear chains of command and
emphasizing and clearly describing the formalized
nature of the ethics theory as well as the standard operating procedures. For architecture’s
unearthing the decision making happened in IDP, flexibility at the
the case study. Throughout the whole ground level was effected through a combination
article, the authors believed that the of geographically dispersed training sites and a
cooperation or organization has the highly formalized and nationally centralized
responsibility to cover the deviance of reporting system. Falsification in architecture also
individuals decision inside of it. takes place behind a
Furthermore, the two cases have similarity symbolic curtain, but in this case, the curtain
in the structural feature in which the consists of ‘guarantees’ by
deviance in both cases happen in a supposedly trustworthy architectural professionals
formalized bureaucratic structure. whose word is not
Looking at the first similarity which is the questioned, what Meyer and Rowan (1977) refer
organization structure. According to Taylor to as ‘the logic of
and Weber, they identified any form of confidence and good faith’.
organization is an oppression system. This Organizational leaders can maintain the façade
mean that the organization itself will that formal structure
control, monitor, and weight every accurately reflects action only if they do not
individual inside of it (Taylor, 1911; Weber, examine too closely what
1947 [1924]). However, the authors actually happens on the ground. Too much
considered the organization action has no internal attention to institutionalized requirements
related to the technicality of itself. Hence can, after all, lead to gross inefficiencies; that is
their strategy of decoupling the organization
the problem solved by decoupling. Thus, minimal
is through using what is called as symbolic
or ceremonial inspection
capital. This is the believed of the people in
and evaluation is a hallmark of decoupled
organizations (Meyer and
the organization itself. A good symbolic
capital is the military and the IDP. The Rowan, 1977).
military is established to protect the people The strategy of
and the architecture’s IDP program is to decoupling allows organizations to have it both
help architect know better about their jobs. ways: the institutionalized
However, the culture in these two is wrong structure is a symbolic display, while action
which is result of the lack of control over within the organization
the chain of command. The bad culture proceeds largely independently from the structure.
make the individual personality is affected That independent
Secondly the lack of control chain is one of action—the ‘domains of discretion, flexibility and
the most critical problem that these two individual initiative’
organizations are facing. As the authors (Scott, 2003: 284)—is one locus of deviance that
stated that, the organization need a constant occurs within organizations. Although not all
inspection to prevent the decoupled ‘discretionary’ activity is necessarily deviance,
organizations (Meyer and Rowan, 1977). In deviance is a predictable and even productive
the case of IDP, they had have a chance to response to such institutionalized structures.
actual control their internal through audit Consequently, the dismay of organizational
via NCARB but they don’t. The individual executives
inside each cases has their moral awareness and managers, when they profess surprise at such
twisted. Since the person who do wrong deviance, should be read
think that their colleague will do the same as with caution and perhaps cynicism.
them, even it is wrong in ethics perspective, Christensen S. L and Kohls J (Ethical Decision,
they will commit the crime. page 367).
Thirdly, the environment of the two cases
has their own conflict inside of the
organization itself. Moreover, the authors
also found out that the strategy for
decoupling will benefit the organization in
both ends which are: they can still keep the
symbolic capital and separate their action
that will not related to the public face in all
ways. This is also one of the deviances that
linger inside all organization that operate the
same way. If the top manager don’t follow
their moral compass, the middle manager
dismay is quite easy to predict.
From all of the above information, the
authors might hold the perspective of neo-
humanism. They also use the Teleology
Approach for the cases. In detail, they apply
egoism to analyse the deviance of
organization. As mentioned above, the lack
of control in the organization lead to the
lack of control in each person moral
awareness. Since they don’t have any
control, they will priorities their self-
interests even if that interest is not ethical
suitable.

Hiekkataipale, M. and Lämsä, A.-M. (2017), '(A)moral agents in organisations? The

significance of ethical organisational culture for middle managers’ exercise of moral
agency in ethical problems', Journal of Business Ethics Vol. 155, No. 1, 147–161
Critical Analysis Column Direct Illustrative Quotations
The social cognitive theory (Bandura 1991;
The main idea of the whole article is reflected in Bandura et al. 1996, 2001) suggests that the
the sentence which is about the virtue ethics. relationship between moral thought and
Integrity and Constancy is considered as two conduct is mediated through the exercise of
core virtues which make a person to be good as
self-regulation and, more specifically, the
MacIntyre has stated. Moving on, he also
mechanism of moral agency. Self-
claimed that individual who want to constant
learning via educated themselves is identified as regulation, which is a key concept with
an integrity person. This person’s personality regard to the theory of moral agency,
will vary depend on the environment context includes self-monitoring one’s own conduct,
that surrounding them. Secondly, the identical exercising moral judgment of the rightness
goods in an extensive cycle is also the goal for or wrongness of one’s conduct in terms of
constancy (Statman 2012). The nature of the one’s personal standards and the relevant
virtue ethics mainly focus on the actor in which circumstances, and affective self-reactions
is the moral characteristic rather than the nature (Bandura 1991, 2001). External social
of the act, in this case, good personality is the sanctions (such as isolation in the
one who have self-regulation. Lastly, the
workplace, dismissal, or reprimands) and
leadership position such acquire this trait
internalised self-sanctions (such as self-
especially the middle manager.
contempt, guilt, or self-condemnation) play
a major role in self-regulation (Bandura
1991, 2001).

III. Conclsuion
In short, Teleology or Consequentialist Approach is used by the first article. Virtue Ethics is
reflected by the second paper. These two particles unearth the effect of ethics upon the leader
and the inside of the organisation. The first article illustrates how fragile and decoupling an
organization can be without proper control tactics. This paper aim to provide a review about the
approach of both articles via analysing the business world under the impact of ethics.
IV. Reference
Demin, M, 2019, 'Aristotle in Prussian Gymnasiums: Why the Texts of the Ancient Philosopher
Became Popular for Teaching Logic.', History and philosophy of logic, vol. 40, no. 4, pp. 374–
388.

MacIntyre, A, 1999, 'Social structures and their threat to moral agency', Philosophy, vol. 74, pp.
311-29

Meyer, John and Brian Rowan (1977) ‘Institutionalized Organizations: Formal Structure as Myth
and Ceremony’, American Journal of Sociology 83(2): 340–63.

Monahan, S. C., & Quinn, B. A. (2006) 'Beyond ‘bad apples’ and ‘weak leaders’ Toward a neo-
institutional explanation of organizational deviance', Theoretical Criminology, 10(3), 361-385.

Parker, K, 1992, 'Solomon as Philosopher King? The Nexus of Law and Wisdom in 1 Kings 1-
11.', Journal for the study of the Old Testament, vol. 17, no. 53, pp. 75–91.

Taylor, Frederick (1911) The Principles of Scientific Management. New York: Harper.

Weber, Max (1947 [1924]) The Theory of Social and Economic Organization. Ed. A.H.
Henderson and Talcott Parsons. Glencoe, IL: Free Press.