(Johns & Ryan 997) dives on the effect of organisational forces on individual morality by inserting that moral approbation influences moral judgement and moral actions. The author remarks that referent groups and organisational facets depending on the aspects of moral approbation influences individual behaviours and their decision making. This is because people seek ratification from their influencer depending on their desired level or an anticipated moral level of moral approbation. They further illustrate that agents decision is also dependent on one of four elements, that is the Βseverity of consequence, moral certainty, degree of complexity, and extent of pressure to behave,Β Jones & Ryan (997, p. 433-434). With regards to ethics and decision making, we can understand how ones morality varies under the effects of organisational factors.
(Gioia 992) illuminated how to script schemas drawn by the organisation differ from the real-life situation based on his own experiences with
Ford. He declares that due to the immense duties as a recall coordinator, he developed a cognitive technique, the Script Schemas, Gioia (992, p. 387) a framework used in his decision making that did not consider the issues in ethical terms because ethical dimension was not included. In other words, his decision was driven by a dominant script for time, place and context which was why he failed to evaluate ethical issues. Consequently, he disregarded critical issues by acting against his ethical principles because he was intimidated by the strong pressure to heel to company preferences, therefore following a utilitarian philosophy in the hope of keeping his job. His experiences describe how job positions and culture can influence our perception of information, hence affecting the scripts we developed. Unequivocally, in pursue of business interest, Ford has displayed the concept of amoral management (Carroll 200), in knowing their unethical decision may endanger the lives on the road.