chapter 05管理学Management刘冰老师教学课件 英文版

Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 1 SocialResponsibilityandManagerialEthics Chapter5 ManagementStephenP RobbinsMaryCoulter tenthedition Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 2 LearningOutcomesFollowthisLearningOutlineasyoureadandstudythischapter 5 1WhatIsSocialResponsibility 5 2GreenManagement 5 3ManagersAndEthicalBehavior5 4EncouragingEthicalBehavior5 5SocialResponsibilityAndEthicsIssuesInToday sWorld ChinaDomesticCSRTop10 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 3 MultinationalCSRTop10 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 4 FortuneChinaCSRrankingdomains Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 5 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 6 FromObligationtoResponsivenesstoResponsibility SocialObligationTheobligationofabusinesstomeetitseconomicandlegalresponsibilitiesandnothingmore SocialResponsivenessWhenafirmengagesinsocialactionsinresponsetosomepopularsocialneed SocialResponsibilityAbusiness sintention beyonditslegalandeconomicobligations todotherightthingsandactinwaysthataregoodforsociety Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 7 WhatIsSocialResponsibility TheClassicalViewManagement sonlysocialresponsibilityistomaximizeprofits createafinancialreturn byoperatingthebusinessinthebestinterestsofthestockholders ownersofthecorporation Expendingthefirm sresourcesondoing socialgood unjustifiablyincreasescoststhatlowerprofitstotheownersandraisespricestoconsumers Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 8 WhatIsSocialResponsibility TheSocioeconomicViewManagement ssocialresponsibilitygoesbeyondmakingprofitstoincludeprotectingandimprovingsociety swelfare Corporationsarenotindependententitiesresponsibleonlytostockholders Firmshaveamoralresponsibilitytolargersocietytobecomeinvolvedinsocial legal andpoliticalissues Todotherightthing Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 9 Exhibit5 1SocialResponsibilityVersusSocialResponsiveness Source AdaptedfromS L WartickandP L Cochran TheEvolutionoftheCorporateSocialPerformanceModel AcademyofManagementReview October1985 p 766 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 10 Exhibit5 2ArgumentsForandAgainstSocialResponsibility ForPublicexpectationsLong runprofitsEthicalobligationPublicimageBetterenvironmentDiscouragementoffurthergovernmentalregulationBalanceofresponsibilityandpowerStockholderinterestsPossessionofresourcesSuperiorityofpreventionovercures AgainstViolationofprofitmaximizationDilutionofpurposeCostsToomuchpowerLackofskillsLackofaccountability Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 11 DoesSocialResponsibilityPay Studiesappeartoshowapositiverelationshipbetweensocialinvolvementandtheeconomicperformanceoffirms Difficultiesindefiningandmeasuring socialresponsibility and economicperformance raiseissuesofvalidityandcausationinthestudies Mutualfundsusingsocialscreeningininvestmentdecisionsslightlyoutperformedothermutualfunds Ageneralconclusionisthatafirm ssocialactionsdonotharmitslong termperformance Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 12 TheGreeningofManagement Therecognitionofthecloselinkbetweenanorganization sdecisionandactivitiesanditsimpactonthenaturalenvironment Globalenvironmentalproblemsfacingmanagers Air water andsoilpollutionfromtoxicwastesGlobalwarmingfromgreenhousegasemissionsNaturalresourcedepletion Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 13 HowOrganizationsGoGreen Legal orLightGreen ApproachFirmssimplydowhatislegallyrequiredbyobeyinglaws rules andregulationswillinglyandwithoutlegalchallenge MarketApproachFirmsrespondtothepreferencesoftheircustomersforenvironmentallyfriendlyproducts StakeholderApproachFirmsworktomeettheenvironmentaldemandsofmultiplestakeholders employees suppliers andthecommunity ActivistApproachFirmslookforwaystorespectandpreserveenvironmentandbeactivelysociallyresponsible Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 14 Exhibit5 4GreenApproaches Source BasedonR E Freeman J Pierce andR Dodd ShadesofGreen BusinessEthicsandtheEnvironment NewYork OxfordUniversityPress 1995 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 15 ManagerialEthics EthicsDefinedPrinciples values andbeliefsthatdefinewhatisrightandwrongbehavior Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 16 Exhibit5 5FactorsThatDetermineEthicalandUnethicalBehavior Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 17 FactorsThatAffectEmployeeEthics MoralDevelopmentAmeasureofindependencefromoutsideinfluencesLevelsofIndividualMoralDevelopmentPreconventionlevelConventionallevelPrincipledlevelStageofmoraldevelopmentinteractswith IndividualcharacteristicsTheorganization sstructuraldesignTheorganization scultureTheintensityoftheethicalissue Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 18 Exhibit5 6StagesofMoralDevelopment Source BasedonL Kohlberg MoralStagesandMoralization TheCognitive DevelopmentApproach inT Lickona ed MoralDevelopmentandBehavior Theory Research andSocialIssues NewYork Holt Rinehart Winston 1976 pp 34 35 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 19 FactorsThatAffectEmployeeEthics MoralDevelopmentResearchConclusions Peopleproceedthroughthestagesofmoraldevelopmentsequentially Thereisnoguaranteeofcontinuedmoraldevelopment MostadultsareinStage4 goodcorporatecitizen Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 20 FactorsThatAffectEmployeeEthics IndividualCharacteristicsValuesBasicconvictionsaboutwhatisrightorwrong PersonalityEgostrength Apersonalitymeasureofthestrengthofaperson sconvictionsLocusofControlApersonalityattributethatmeasuresthedegreetowhichpeoplebelievetheycontroltheirownlife Internallocus thebeliefthatyoucontrolyourdestiny Externallocus thebeliefthatwhathappenstoyouisduetoluckorchance Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 21 FactorsThatAffectEmployeeEthics StructuralVariablesOrganizationalcharacteristicsandmechanismsthatguideandinfluenceindividualethics PerformanceappraisalsystemsRewardallocationsystemsBehaviors ethical ofmanagers Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 22 FactorsThatAffectEmployeeEthics Organization sCultureValues BasedManagementAnapproachtomanaginginwhichmanagersestablishandupholdanorganization ssharedvalues ThePurposesofSharedValuesGuidingmanagerialdecisionsShapingemployeebehaviorInfluencingthedirectionofmarketingeffortsBuildingteamspiritTheBottomLineonSharedCorporateValuesAnorganization svaluesarereflectedinthedecisionsandactionsofitsemployees IntensityoftheEthicalIssue Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 23 Exhibit5 7DeterminantsofIssueIntensity Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 24 EthicsinanInternationalContext Ethicalstandardsarenotuniversal Socialandculturaldifferencesdetermineacceptablebehaviors ForeignCorruptPracticesActMakesitillegaltocorruptaforeignofficial yet token paymentstoofficialsarepermissiblewhendoingsoisanacceptedpracticeinthatcountry TheGlobalCompact Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 25 Exhibit5 8TenPrinciplesoftheUnitedNations HumanRightsPrinciple1 Supportandrespecttheprotectionofinternationalhumanrightswithintheirsphereofinfluence Principle2 Makesurebusinesscorporationsarenotcomplicitinhumanrightsabuses LaborStandardsPrinciple3 Freedomofassociationandtheeffectiverecognitionoftherighttocollectivebargaining Principle4 Theeliminationofallformsofforcedandcompulsorylabor Principle5 Theeffectiveabolitionofchildlabor Principle6 Theeliminationofdiscriminationinrespectofemploymentandoccupation EnvironmentPrinciple7 Supportaprecautionaryapproachtoenvironmentalchallenges Principle8 Undertakeinitiativestopromotegreaterenvironmentalresponsibility Principle9 Encouragethedevelopmentanddiffusionofenvironmentallyfriendlytechnologies Principle10 Businessesshouldworkagainstcorruptioninallitsforms includingextortionandbribery Source CourtesyofGlobalCompact Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 26 HowManagersCanImproveEthicalBehaviorinAnOrganization Hireindividualswithhighethicalstandards Establishcodesofethicsanddecisionrules Leadbyexample Setrealisticjobgoalsandincludeethicsinperformanceappraisals Provideethicstraining Conductindependentsocialaudits Providesupportforindividualsfacingethicaldilemmas Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 27 Exhibit5 9CodesofEthics Cluster1 BeaDependableOrganizationalCitizen1 Complywithsafety health andsecurityregulations 2 Demonstratecourtesy respect honesty andfairness 3 Illegaldrugsandalcoholatworkareprohibited 4 Managepersonalfinanceswell 5 Exhibitgoodattendanceandpunctuality 6 Followdirectivesofsupervisors 7 Donotuseabusivelanguage 8 Dressinbusinessattire 9 Firearmsatworkareprohibited Cluster2 DoNotDoAnythingUnlawfulorImproperThatWillHarmtheOrganization1 Conductbusinessincompliancewithalllaws 2 Paymentsforunlawfulpurposesareprohibited 3 Bribesareprohibited 4 Avoidoutsideactivitiesthatimpairduties 5 Maintainconfidentialityofrecords 6 Complywithallantitrustandtraderegulations 7 Complywithallaccountingrulesandcontrols 8 Donotusecompanypropertyforpersonalbenefit 9 Employeesarepersonallyaccountableforcompanyfunds 10 Donotpropagatefalseormisleadinginformation 11 Makedecisionswithoutregardforpersonalgain Cluster3 BeGoodtoCustomers1 Conveytrueclaimsinproductadvertisements 2 Performassigneddutiestothebestofyourability 3 Provideproductsandservicesofthehighestquality Source F R David AnEmpiricalStudyofCodesofBusinessEthics AStrategicPerspective paperpresentedatthe48thAnnualAcademyofManagementConference Anaheim California August1988 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 28 EffectiveUseofaCodeofEthics Developacodeofethicsasaguideinhandlingethicaldilemmasindecisionmaking Communicatethecoderegularlytoallemployees Havealllevelsofmanagementcontinuallyreaffirmtheimportanceoftheethicscodeandtheorganization scommitmenttothecode Publiclyreprimandandconsistentlydisciplinethosewhobreakthecode Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 29 Exhibit5 10TwelveQuestionsApproach Haveyoudefinedtheproblemaccurately Howwouldyoudefinetheproblemifyoustoodontheothersideofthefence Howdidthissituationoccurinthefirstplace Towhomandtowhatdoyougiveyourloyaltyasapersonandasamemberofthecorporation Whatisyourintentioninmakingthisdecision Howdoesthisintentioncomparewiththeprobableresults Whomcouldyourdecisionoractioninjure Canyoudiscusstheproblemwiththeaffectedpartiesbeforeyoumakethedecision Areyouconfidentthatyourpositionwillbeasvalidoveralongperiodoftimeasitseemsnow Couldyoudisclosewithoutqualmyourdecisionoractiontoyourboss yourchiefexecutiveofficer theboardofdirectors yourfamily societyasawhole Whatisthesymbolicpotentialofyouractionifunderstood Ifmisunderstood Underwhatconditionswouldyouallowexceptionstoyourstand Source ReprintedbypermissionofHarvardBusinessReview Anexhibitfrom EthicsWithouttheSermon byL L Nash November December1981 p 81 Copyright 1981bythePresidentandFellowsofHarvardCollege Allrightsreserved Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 30 TheValueofEthicsTraining Canmakeadifferenceinethicalbehaviors Increasesemployeeawarenessofethicalissuesinbusinessdecisions Clarifiesandreinforcestheorganization sstandardsofconduct Helpsemployeesbecomemoreconfidentthattheywillhavetheorganization ssupportwhentakingunpopularbutethicallycorrectstances Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 31 Exhibit5 11BeinganEthicalLeader Beagoodrolemodelbybeingethicalandhonest Tellthetruthalways Don thideormanipulateinformation Bewillingtoadmityourfailures Shareyourpersonalvaluesbyregularlycommunicatingthemtoemployees Stresstheorganization sorteam simportantsharedvalues Usetherewardsystemtoholdeveryoneaccountabletothevalues Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 32 ManagingEthicalLapsesandSocialIrresponsibility ProvideethicalleadershipProtectemployeeswhoraiseethicalissues whistle blowers Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 5 33 AwarenessofSocialIssues SocialEntrepreneursAreindividualsororganizationswhoseekoutopportunitiestoimprovesocietybyusingpractical innovative andsustainableappr