Elements of Utilitarianism as a Philosophical Theory

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Table of Contents

Introduction
Happiness and Unhappiness
Varying effect of actions
Position of a right and a wrong action
Compromise of utilitarianism and trust
Uncertainties of actions
Compromise of other peoples interests and those of a decision-maker
References

Introduction

Utilitarianism is a moral philosophy that involves making the right decisions that will please the greatest number of people in society. This paper will purpose to make a study of the features of utilitarianism in business ethics, with a close analysis of how utilitarianism benefits the customer.

Happiness and Unhappiness

First, in Utilitarianism, the decision-makers should not only consider the happiness that the decision brings but also the unhappiness or pain. The cause of action should lead to the lowest unhappiness level in the business environment possible. This means an action bound to bring both higher levels of happiness and unhappiness might be dropped in favor of that which brings considerably low levels of happiness but much lower levels of unhappiness. Decision-making based on utilitarianism should be based on the net difference between happiness and unhappiness upon which those with the lowest level of unhappiness are the right action.

Varying effect of actions

Secondly, utilitarianism as a theory notes that actions always affect people in the set environment differently (Shaw, 2008). It is thus possible that a single action within an environment will affect people differently and to a varying degree. Consequently, actions should only be based on those that provide the greatest net amount of happiness.

Position of a right and a wrong action

Thirdly, proponents of utilitarianism view all causes of actions as being morally right depending on the situation at hand and the time of execution. Actions are evaluated according to their consequences to the affected. But since it has been proved that actions elicit different reactions in different situations, then by principle virtually all decisions might be morally right depending on the circumstances and time (Hinman, 2003). For example, whereas failing to honor a promise like paying debt on an agreed date comes with unhappiness on the part of the recipient and some level of guilt, a decision to fail in some circumstances draws on balance more happiness. In this case, utilitarianism requires that one should not honor the date of the debt.

Compromise of utilitarianism and trust

Fourthly, the theory of utilitarianism acknowledges the importance of forming trust in the people one is working with. Although they value the net happiness which leaves few cases of unhappiness, this school of thought also takes into consideration of the long-term impression in the people. They caution that although lying sometimes bring more happiness than unhappiness, they are quick to note that whenever those who are deceived get to find out, they are not only happy but also the reputation between the two parties are damaged hence a strain in the normal relationship expected (Greenawalt, 1989). This poses a serious risk that managers wishing to apply this theory are advised to manage.

Uncertainties of actions

Fifth, it is not possible for people to predict future consequences of their action with certainties’. Therefore, when one faces a decision of taking a gamble, utilitarianism notes that the only guiding principle is any action that brings maximum happiness. Accordingly, we have to act so as the expected or likely happiness is as great as possible. This is partly so because we lack precise measures for alternative actions for the decisions we make and thus we are left to make the best decisions that we expect maximum happiness (Fielder, 1992).

Compromise of other peoples interests and those of a decision-maker

Lastly, utilitarianism requires one to weigh his pleasure and pain when coming up with action. We have to strive to take into consideration our happiness and other people around us. Therefore, decision-makers should be calculative enough to ensure their prejudice does not overrule their decisions, especially when their interests are compromised.

References

Fielder, J. (1992). Organizational Loyalty. Business and Professional Ethics Journal 11: 80- 87.

Greenawalt, K. (1989). Conflicts of Law and Morality. New York: Oxford University Press.

Hinman, L. M. (2003). Ethics: A Pluralistic Approach to Moral Theory: Chapter 5: The Ethics of Consequences: Utilitarianism. (3rd Edition). Belmont, CA: Wadsworth.

Shaw, W. (2008). Business Ethics (7^th ed). Wadsworth: Cengage Learning.

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