Social Responsibility and Managerial Ethics 5(ppt 27页).ppt

1、PowerPoint Presentation by Charlie Cook Copyright 2005 Prentice Hall, Inc. All rights reserved.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,52,L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.,What is Social Responsibility Contrast the classic

2、al and socioeconomic views of social responsibility. Discuss the role that stakeholders play in the four stages of social responsibility. List and explain the arguments for and against social responsibility. Differentiate between social obligation, social responsiveness, and social responsibility. S

3、ocial Responsibility and Economic Performance Explain what research studies have shown about the relationship between an organizations social involvement and its economic performance.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,53,L E A R N I N G O U T L I N E (contd) Follow this Learnin

4、g Outline as you read and study this chapter.,Social Responsibility and Economic Performance (contd) Discuss the methodological concerns raised about these research studies. Define social screening. Explain what conclusion can be reached regarding social responsibility and economic performance. The

5、Greening of Management Tell what the greening of management is and why it is important. Describe how organizations can go green.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,54,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,The Green

6、ing of Management (contd) Relate the approaches to being green to the concepts of social obligation, social responsiveness, and social responsibility. Values-Based Management Define values-based management. Discuss what purposes shared values serve. List some of the core values held by U.S. companie

7、s. Describe the relation of values-base management to ethics.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,55,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,Managerial Ethics Define ethics. Contrast the four views of ethics. Discuss

8、the factors that affect ethical and unethical behavior. Describe the three levels of moral development. Define values, ego strength, and locus of control. Explain the structural variables and organizational culture variables that can influence the decision to behave ethically or not. Discuss the six

9、 determinants of issue intensity.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,56,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,Managerial Ethics Explain the challenges of international ethics. Discuss the seven suggestions for impr

10、oving ethical behavior. Tell what codes of ethics are an how their effectiveness can be improved. Describe the important roles managers play in encouraging ethical behavior. Social Responsibility and Ethics in Todays World Explain why ethical leadership is important. Describe how managers can provid

11、e ethical leadership.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,57,What Is Social Responsibility?,The Classical View Managements only social responsibility is to maximize profits (create a financial return) by operating the business in the best interests of the stockholders (owners of

12、the corporation). Expending the firms resources on doing “social good” unjustifiably increases costs that lower profits to the owners and raises prices to consumers.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,58,What Is Social Responsibility? (contd),The Socioeconomic View Managements s

13、ocial responsibility goes beyond making profits to include protecting and improving societys welfare. Corporations are not independent entities responsible only to stockholders. Firms have a moral responsibility to larger society to become involved in social, legal, and political issues. “To do the

14、right thing”,Copyright 2005 Prentice Hall, Inc. All rights reserved.,59,From Obligation to Responsiveness to Responsibility,Social Obligation The obligation of a business to meet its economic and legal responsibilities and nothing more. Social Responsiveness The capacity of a firm to adapt to changi

15、ng societal conditions through the practical decisions of its managers in responding to important social needs. Social Responsibility A firms obligations as a moral agent extends beyond its legal and economic obligations, to the pursuit of long-term goals that are good for society.,Copyright 2005 Pr

16、entice Hall, Inc. All rights reserved.,510,Does Social Responsibility Pay?,Studies appear to show a positive relationship between social involvement and the economic performance of firms. Difficulties in defining and measuring “social responsibility” and “economic performance raise issues of validit

17、y and causation in the studies. Mutual funds use social screening in investment decision slightly outperformed other mutual funds. A general conclusion is that a firms social actions do not harm its long-term performance.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,511,The Greening of Ma

18、nagement,The recognition of the close link between an organizations decision and activities and its impact on the natural environment. Global environmental problems facing managers: Air, water, and soil pollution from toxic wastes Global warming from greenhouse gas emissions Natural resource depleti

19、on,Copyright 2005 Prentice Hall, Inc. All rights reserved.,512,How Organizations Go Green,Legal (of Light Green) Approach Firms simply do what is legally required by obeying laws, rules, and regulations willingly and without legal challenge. Market Approach Firms respond to the preferences of their

20、customers for environmentally friendly products. Stakeholder Approach Firms work to meet the environmental demands of multiple stakeholdersemployees, suppliers, and the community. Activist Approach Firms look for ways to respect and preserve environment and be actively socially responsible.,Copyrigh

21、t 2005 Prentice Hall, Inc. All rights reserved.,513,Values-Based Management,Values-Based Management An approach to managing in which managers establish and uphold an organizations shared values. The Purposes of Shared Values Serving as guideposts for managerial decisions Shaping employee behavior In

22、fluencing the direction of marketing efforts The Bottom Line on Shared Corporate Values An organizations values are reflected in the decisions and actions of its employees.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,514,Managerial Ethics,Ethics Defined The rules and principles that defi

23、ne right and wrong conduct. Four Views of Ethics The utilitarian view The rights view The theory of justice view The integrative social contracts theory,Copyright 2005 Prentice Hall, Inc. All rights reserved.,515,Managerial Ethics (contd),Utilitarian View Ethical decisions are made solely on the bas

24、is of their outcomes or consequences such that the greatest good is provided for the greatest number. Encourages efficiency and productivity and is consistent with the goal of profit maximization. Rights View Concerned with respecting and protecting individual liberties and privacy. Seeks to protect

25、 individual rights of conscience, free speech, life and safety, and due process.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,516,Managerial Ethics (contd),The Theory of Justice Organizational rules are enforced fairly and impartially and follow all legal rules and regulations. Protects t

26、he interests of underrepresented stakeholders and the rights of employee. Integrative Social Contracts Theory Ethical decisions should be based on existing ethical norms in industries and communities in order to determine what constitutes right and wrong. Based on integration of the general social c

27、ontract and the specific contract between community members.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,517,Factors That Affect Employee Ethics,Moral Development A measure of independence from outside influences Level of Individual Moral Development Preconventional level Conventional le

28、vel Principled level Stage of moral development interacts with: Individual characteristics The organizations structural design The organizations culture The intensity of the ethical issue,Copyright 2005 Prentice Hall, Inc. All rights reserved.,518,Factors That Affect Employee Ethics (contd),Moral De

29、velopment Research Conclusions: People proceed through the stages of moral development sequentially. There is no guarantee of continued moral development. Most adults are in Stage 4 (“good corporate citizen”).,Copyright 2005 Prentice Hall, Inc. All rights reserved.,519,Individual Characteristics,Val

30、ues Basic convictions about what is right or wrong on a broad range of issues Stage of Moral Development A measure of an individuals independence from outside influences,Copyright 2005 Prentice Hall, Inc. All rights reserved.,520,Individual Characteristics,Personality Variables Ego strength A person

31、ality measure of the strength of a persons convictions Locus of Control A personality attribute that measures the degree to which people believe they control their own life. Internal locus: the belief that you control your destiny. External locus: the belief that what happens to you is due to luck o

32、r chance.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,521,Structural Variables,Organizational characteristics and mechanisms that guide and influence individual ethics: Performance appraisal systems Reward allocation systems Behaviors (ethical) of managers An organizations culture Intens

33、ity of the ethical issue Good structural design minimizes ambiguity and uncertain and foster ethical behavior.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,522,Ethics in an International Context,Ethical standards are not universal. Social and cultural differences determine acceptable beha

34、viors Foreign Corrupt Practices Act Makes it illegal to corrupt a foreign official yet “token” payments to officials are permissible when doing so is an accepted practice in that country.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,523,How Managers Can Improve Ethical Behavior in An Orga

35、nization,Hire individuals with high ethical standards. Establish codes of ethics and decision rules. Lead by example. Delineate job goals and performance appraisal mechanisms. Provide ethics training. Conduct social audits. Provide support for individuals facing ethical dilemmas.,Copyright 2005 Pren

36、tice Hall, Inc. All rights reserved.,524,Effective Use of a Code of Ethics,Develop a code of ethics as a guide in handling ethical dilemmas in decision making. Communicate the code regularly to all employees. Have all levels of management continually reaffirm the importance of the ethics code and th

37、e organizations commitment to the code. Publicly reprimand and consistently discipline those who break the code.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,525,The Value of Ethics Training,Training in ethical problem solving can make a difference in ethical behaviors. Training in ethics increase employee awareness of ethic