《management教学资料》10erobb课件

Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,51,SocialResponsibilityandManagerialEthics,Chapter5,ManagementStephenP.RobbinsMaryCoulter,tenthedition,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,52,LearningOutcomesFollowthisLearningOutlineasyoureadandstudythischapter.,5.1WhatIsSocialResponsibility?Differentiatebetweensocialobligation,socialresponsivenessandsocialresponsibility.Discusswhetherorganizationsshouldbesociallyinvolved.Describewhatconclusioncanbereachedregardingsocialinvolvementandeconomicimportance.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,53,LearningOutcomes,5.2GreenManagement.Definegreenmanagement.Describehoworganizationscangogreen.Explainhowgreenmanagementcanbeevaluated.5.3ManagersAndEthicalBehaviorDefineethics.Discussthefactorsthatinfluencewhetherapersonbehaveethicallyorunethically.Describewhatmanagersneedtoknowaboutinternationalethics.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,54,LearningOutcomes,5.4EncouragingEthicalBehaviorDescribemanagersimportantroleinencouragingethicalbehavior.Discussspecificwaysmanagerscanencourageethicalbehavior.5.5SocialResponsibilityAndEthicsIssuesInTodaysWorld.Discusshowmanagerscanmanageethicallapsesandsocialresponsibility.Explaintheroleofsocialentrepreneurs.Discusshowbusinessescanpromotepositivesocialchange.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,55,LearningOutcomes,5.5SocialResponsibilityIssuesInTodaysWorld.Discusshowmanagersandorganizationscanprotectemployeeswhoraiseethicalissuesorconcerns.Explainwhatrolesocialentrepreneursplay.Discusshowbusinessescanpromotepositivesocialchange.,Fishdeathcausedbyheavypollution,CopperMineinMichiganState,在冬春枯水季节，沙颖河两岸经常臭气逼人。距离沙颖河不足百米的沈丘县槐店镇中学学生，只好带上口罩和墨镜坚持上课。在淮河支流沙颖河沿岸的河南省沈丘县，出现了多个“癌症高发村”。有些村庄一年的非正常死亡人数竟有近人。因为怀疑此事和沙颖河水质严重污染有关，当地村民纷纷高价购买桶装纯净水充当饮用水源。,IndustrialAreaaroundMoscow,Whatdoourentrepreneursdo?,Wenchuanearthquakein5.12,Discussion,Shouldenterprises/entrepreneursassumesocialresponsibilities?Whatresponsibilitiesshouldenterprises/entrepreneurstake?,WhatIsSocialResponsibility?TheClassicalView:MiltonFriedman,Managementsonlysocialresponsibilityistomaximizeprofits(createafinancialreturn)byoperatingthebusinessinthebestinterestsofthestockholders(ownersofthecorporation).Expendingthefirmsresourcesondoing“socialgood”unjustifiablyincreasescoststhatlowerprofitstotheownersandraisespricestoconsumers.,Argumentsagainstsocialresponsibilities,ViolationofprofitmaximizationDilutionofpurposeCostsToomuchpowerLackofskills,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,515,WhatIsSocialResponsibility?,TheSocioeconomicViewManagementssocialresponsibilitygoesbeyondmakingprofitstoincludeprotectingandimprovingsocietyswelfare.Corporationsarenotindependententitiesresponsibleonlytostockholders.Firmshaveamoralresponsibilitytolargersocietytobecomeinvolvedinsocial,legal,andpoliticalissues.“Todotherightthing”,Argumentsforsocialresponsibility,PublicexpectationsLong-runprofitsEthicalobligationPublicimageBetterenvironmentDiscouragementoffurthergovernmentalregulationBalanceofresponsibilityandpowerStockholderinterestsSuperiorityofpreventionovercures,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,517,FromObligationtoResponsivenesstoResponsibility,SocialObligationTheobligationofabusinesstomeetitseconomicandlegalresponsibilitiesandnothingmore.SocialResponsivenessWhenafirmengagesinsocialactionsinresponsetosomepopularsocialneed.SocialResponsibilityAbusinesssintention,beyonditslegalandeconomicobligations,todotherightthingsandactinwaysthataregoodforsociety.,Responsibilitiestoemployees,NotdiscriminatingemployeesRegularorirregulartrainingofemployeesConstructgoodworkenvironmentforemployees,Responsibilitiestocustomers,ProvidesafeproductsProvidecorrectproductinformationProviderearsalesserviceProvidenecessaryinstructionProvidecustomerswithfreechoiceofproducts,Responsibilitiestocompetitors,Notsuppresscompetition,nomaliciouscompetitionCooperationwhilecompetition,competitionwhilecooperationEconomyofscale,Socialresponsibilitiestoinvestors,ProducegoodinvestmentreturnProvidetimelyandaccurateinformationtoinvestors,Socialresponsibilitiestocommunity,ProvideemploymentopportunitiesPaybackpartoftheprofitstothecommunityParticipateinpublicbenefitsorcharityactivities,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,523,Exhibit51SocialResponsibilityVersusSocialResponsiveness,Source:AdaptedfromS.L.WartickandP.L.Cochran,“TheEvolutionoftheCorporateSocialPerformanceModel,”AcademyofManagementReview,October1985,p.766.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,524,DoesSocialResponsibilityPay?,Studiesappeartoshowapositiverelationshipbetweensocialinvolvementandtheeconomicperformanceoffirms.Difficultiesindefiningandmeasuring“socialresponsibility”and“economicperformance”raiseissuesofvalidityandcausationinthestudies.Mutualfundsusingsocialscreeningininvestmentdecisionsslightlyoutperformedothermutualfunds.Ageneralconclusionisthatafirmssocialactionsdonotharmitslong-termperformance.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,525,Exhibit53TrendsinSRI,Source:SocialInvestmentForumFoundation.,TheeconomicfunctionofmanufacturinginChina,Grossdomesticproduct：1/3Industrialproduction：4/5NationalRevenue：1/3Totalexport：90%Employment：over80million,FeaturesofChineseeconomicgrowth:ExtensivetypeEnergyconsumptionof1dollarproducedinChinais5.9timesoftheaverageconsumptionofthe7industrialcountriesinEurope;4.3timesofthatoftheUnitedState;7.7timesofthatofGermanyandFrench;11.5timesofthatofJapan,GreenManufacturing,绿色制造是一种综合考虑环境影响和资源效率的现代制造模式，它的目标是使产品从设计、制造、运输、使用到报废处理的整个产品生命周期中，对环境的负作用最小、资源效率最高。,GreenWeek,BerlinGermany,Environmental-friendlycar,RecyclingActionbyNokia,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,533,TheGreeningofManagement,Therecognitionofthecloselinkbetweenanorganizationsdecisionandactivitiesanditsimpactonthenaturalenvironment.Globalenvironmentalproblemsfacingmanagers:Air,water,andsoilpollutionfromtoxicwastesGlobalwarmingfromgreenhousegasemissionsNaturalresourcedepletion,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,534,HowOrganizationsGoGreen,Legal(orLightGreen)ApproachFirmssimplydowhatislegallyrequiredbyobeyinglaws,rules,andregulationswillinglyandwithoutlegalchallenge.MarketApproachFirmsrespondtothepreferencesoftheircustomersforenvironmentallyfriendlyproducts.StakeholderApproachFirmsworktomeettheenvironmentaldemandsofmultiplestakeholdersemployees,suppliers,andthecommunity.ActivistApproachFirmslookforwaystorespectandpreserveenvironmentandbeactivelysociallyresponsible.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,535,Exhibit54GreenApproaches,Source:BasedonR.E.Freeman.J.Pierce,andR.Dodd.ShadesofGreen:BusinessEthicsandtheEnvironment(NewYork:OxfordUniversityPress,1995).,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,536,EvaluatingtheGreeningofManagement,Organizationsbecome“greener”byUsingtheSustainabilityReportingGuidelinestodocument“green”actions.AdoptingISO14000standardsforenvironmentalmanagement.Beingnamedasoneofthe100MostSustainableCorporationsintheWorld.,Discussion,ListsomeunethicalbehaviorsbyourenterprisesShouldemployeesuseofficephonetodealwithprivateaffairs?Whatshouldyoudowhenyoufindthatyourbossororganizationisinvolvedinillegalbusiness?Doyouhavetoignoretheillegalbehaviorswhileyouareloyaltoyourorganization?Whatdoyouthinkofwhistle-blowing?Ifitwillthreatenyourposition,willyoustillblowthewhistle?,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,538,ManagerialEthics,EthicsDefinedPrinciples,values,andbeliefsthatdefinewhatisrightandwrongbehavior.,ViewsofEthics,Utilitarianviewofethics(道德的功利观）Rightsviewsofethics（道德的权力观）Theoryofjusticeviewofethics（道德公正理论观）Integrativesocialcontractstheory（社会契约整合理论）,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,540,Exhibit55FactorsThatDetermineEthicalandUnethicalBehavior,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,541,FactorsThatAffectEmployeeEthics,MoralDevelopmentAmeasureofindependencefromoutsideinfluencesLevelsofIndividualMoralDevelopmentPre-conventionallevelConventionallevelPrincipledlevelStageofmoraldevelopmentinteractswith:IndividualcharacteristicsTheorganizationsstructuraldesignTheorganizationscultureTheintensityoftheethicalissue,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,542,Exhibit56StagesofMoralDevelopment,Source:BasedonL.Kohlberg,“MoralStagesandMoralization:TheCognitive-DevelopmentApproach,”inT.Lickona(ed.).MoralDevelopmentandBehavior:Theory,Research,andSocialIssues(NewYork:Holt,Rinehart&Winston,1976),pp.3435.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,543,FactorsThatAffectEmployeeEthics,MoralDevelopmentResearchConclusions:Peopleproceedthroughthestagesofmoraldevelopmentsequentially.Thereisnoguaranteeofcontinuedmoraldevelopment.MostadultsareinStage4(“goodcorporatecitizen”).,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,544,FactorsThatAffectEmployeeEthics,IndividualCharacteristicsValuesBasicconvictionsaboutwhatisrightorwrong.PersonalityEgostrength-ApersonalitymeasureofthestrengthofapersonsconvictionsLocusofControlApersonalityattributethatmeasuresthedegreetowhichpeoplebelievetheycontroltheirownlife.Internallocus:thebeliefthatyoucontrolyourdestiny.Externallocus:thebeliefthatwhathappenstoyouisduetoluckorchance.,Storyofamillionareandabeggar,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,546,FactorsThatAffectEmployeeEthics,StructuralVariablesOrganizationalcharacteristicsandmechanismsthatguideandinfluenceindividualethics:PerformanceappraisalsystemsRewardallocationsystemsBehaviors(ethical)ofmanagers,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,547,FactorsThatAffectEmployeeEthics,OrganizationsCultureValues-BasedManagementAnapproachtomanaginginwhichmanagersestablishandupholdanorganizationssharedvalues.ThePurposesofSharedValuesGuidingmanagerialdecisionsShapingemployeebehaviorInfluencingthedirectionofmarketingeffortsBuildingteamspiritTheBottomLineonSharedCorporateValuesAnorganizationsvaluesarereflectedinthedecisionsandactionsofitsemployees.IntensityoftheEthicalIssue,Brokenwindowtheory,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,549,Exhibit57DeterminantsofIssueIntensity,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,550,EthicsinanInternationalContext,Ethicalstandardsarenotuniversal.Socialandculturaldifferencesdetermineacceptablebehaviors.ForeignCorruptPracticesActMakesitillegaltocorruptaforeignofficial,yet“token”paymentstoofficialsarepermissiblewhendoingsoisanacceptedpracticeinthatcountry.TheGlobalCompact,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,551,Exhibit58TenPrinciplesoftheUnitedNations,HumanRightsPrinciple1:Supportandrespecttheprotectionofinternationalhumanrightswithintheirsphereofinfluence.Principle2:Makesurebusinesscorporationsarenotcomplicitinhumanrightsabuses.LaborStandardsPrinciple3:Freedomofassociationandtheeffectiverecognitionoftherighttocollectivebargaining.Principle4:Theeliminationofallformsofforcedandcompulsorylabor.Principle5:Theeffectiveabolitionofchildlabor.Principle6:Theeliminationofdiscriminationinrespectofemploymentandoccupation.EnvironmentPrinciple7:Supportaprecautionaryapproachtoenvironmentalchallenges.Principle8:Undertakeinitiativestopromotegreaterenvironmentalresponsibility.Principle9:Encouragethedevelopmentanddiffusionofenvironmentallyfriendlytechnologies.Principle10:Businessesshouldworkagainstcorruptioninallitsforms,includingextortionandbribery.,Source:CourtesyofGlobalCompact.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,552,HowManagersCanImproveEthicalBehaviorinAnOrganization,Hireindividualswithhighethicalstandards.Establishcodesofethicsanddecisionrules.Leadbyexample.Setrealisticjobgoalsandincludeethicsinperformanceappraisals.Provideethicstraining.Conductindependentsocialaudits.Providesupportforindividualsfacingethicaldilemmas.,案例:MORTOR公司的正直,MORTOR是一家最受瞩目的朝道的商业实践前进的公司。公司的领导者很清楚地告诉员工，无论谁在商业行为违反了公司的道德标准之一(这些道德标准在全世界统一地实行)，结果都是立刻被解雇。曾有一个例子是这样的：在1950年那一年，MORTOR在全球的营业额只有20亿美元(现在的营业额是200亿美元)。公司竞标南美某国政府的一个1000万美元的定单，做一个微波通讯系统。这一年的年未，MORTOR赢得了这个合同。可是这个时候，公司里负责这个项目的主管却说他不愿意做这笔生意，这项目的主管说，购买设备的人希望MORTOR公司能够把合同的金额改为1100万美元，并且提供更多的培训，这个主管认为出来的100万元很可能会流到一些将军的口袋之中。他不愿意跟这些从事不道德行为的进行交易，他认为这样会有捐公司正直的信誉，所以虽然放弃这个定单会令公司损失1000元万元，可是他还是愿意这样做。,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,554,Exhibit59CodesofEthics,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.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,555,EffectiveUseofaCodeofEthics,Developacodeofethicsasaguideinhandlingethicaldilemmasindecisionmaking.Communicatethecoderegularlytoallemployees.Havealllevelsofmanagementcontinuallyreaffirmtheimportanceoftheethicscodeandtheorganizationscommitmenttothecode.Publiclyreprimandandconsistentlydisciplinethosewhobreakthecode.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,556,Exhibit510TwelveQuestionsApproach,Haveyoudefinedtheproblemaccurately?Howwouldyoudefinetheproblemifyoustoodontheothersideofthefence?Howdidthissituationoccurinthefirstplace?Towhomandtowhatdoyougiveyourloyaltyasapersonandasamemberofthecorporation?Whatisyourintentioninmakingthisdecision?Howdoesthisintentioncomparewiththeprobableresults?Whomcouldyourdecisionoractioninjure?Canyoudiscusstheproblemwiththeaffectedpartiesbeforeyoumakethedecision?Areyouconfidentthatyourpositionwillbeasvalidoveralongperiodoftimeasitseemsnow?Couldyoudisclosewithoutqualmyourdecisionoractiontoyourboss,yourchiefexecutiveofficer,theboardofdirectors,yourfamily,societyasawhole?Whatisthesymbolicpotentialofyouractionifunderstood?Ifmisunderstood?Underwhatconditionswouldyouallowexceptionstoyourstand?,Source:Reprintedbypermissionof