Suche senden
Hochladen
10erobbins ppt05 r
âą
Als PPT, PDF herunterladen
âą
1 gefÀllt mir
âą
378 views
N
Ng Xiang
Folgen
MANAGEMENT
Weniger lesen
Mehr lesen
Business
Melden
Teilen
Melden
Teilen
1 von 38
Jetzt herunterladen
Empfohlen
Bba business ethics 1
Bba business ethics 1
NGAMING1
Â
Managerial ethics and Social responsibility
Managerial ethics and Social responsibility
Sajeed Mahaboob
Â
Social responsibility and business ethics presentation
Social responsibility and business ethics presentation
Shuhel Ahmed
Â
Managerial Ethics And Corporate Social Responsibility
Managerial Ethics And Corporate Social Responsibility
Sabih Kamran
Â
Chap010 strategy. ethics and social resposnsibility
Chap010 strategy. ethics and social resposnsibility
Ajit Kumar
Â
Biz Ethics
Biz Ethics
sundayadebowale
Â
CH-2.ppt
CH-2.ppt
AmirHussain855807
Â
Business ethics
Business ethics
Ibtihaj Hussain
Â
Empfohlen
Bba business ethics 1
Bba business ethics 1
NGAMING1
Â
Managerial ethics and Social responsibility
Managerial ethics and Social responsibility
Sajeed Mahaboob
Â
Social responsibility and business ethics presentation
Social responsibility and business ethics presentation
Shuhel Ahmed
Â
Managerial Ethics And Corporate Social Responsibility
Managerial Ethics And Corporate Social Responsibility
Sabih Kamran
Â
Chap010 strategy. ethics and social resposnsibility
Chap010 strategy. ethics and social resposnsibility
Ajit Kumar
Â
Biz Ethics
Biz Ethics
sundayadebowale
Â
CH-2.ppt
CH-2.ppt
AmirHussain855807
Â
Business ethics
Business ethics
Ibtihaj Hussain
Â
Robbins9 ppt05
Robbins9 ppt05
Raviraj Prasad Kushwaha
Â
CH -1.ppt
CH -1.ppt
AmirHussain855807
Â
CSR & Ethics - lecture 1
CSR & Ethics - lecture 1
manupt123
Â
MGMT 374 Week 8 Lecture Presentation
MGMT 374 Week 8 Lecture Presentation
Michael Hill
Â
MGMT 374 Week 5 Lecture PowerPoint
MGMT 374 Week 5 Lecture PowerPoint
Michael Hill
Â
Social responsibility of business management ethics
Social responsibility of business management ethics
abinavbharath
Â
Ebert be9 inppt02
Ebert be9 inppt02
tyra pweeti
Â
Lecture4 chap5
Lecture4 chap5
Hafeni Hamukoto
Â
Chapter 3 ethics and diversity ppt
Chapter 3 ethics and diversity ppt
Harshat Kaur
Â
MGMT 374 Week 7 Lecture Powerpoint
MGMT 374 Week 7 Lecture Powerpoint
Michael Hill
Â
Po pertemuan 1 organizational behaviour
Po pertemuan 1 organizational behaviour
robert_ab
Â
Chap3
Chap3
Saleem Gul
Â
Business Ethic
Business Ethic
University Institute of Management sciences
Â
Ferrell7e Student Ch07
Ferrell7e Student Ch07
Maria123mar
Â
MGMT 374 Week 12 Lecture Presentation
MGMT 374 Week 12 Lecture Presentation
Michael Hill
Â
Developing an Effective Ethics Program
Developing an Effective Ethics Program
Zubair Bhatti
Â
Coursework selections
Coursework selections
LuvHud
Â
factors influencing ethical behaviors
factors influencing ethical behaviors
uonenifsha
Â
Criticism on Carroll's Model
Criticism on Carroll's Model
Taimur Khan
Â
ARC MGMT 374 Week 5 Presentation
ARC MGMT 374 Week 5 Presentation
Michael Hill
Â
Ipsos Global @dvisor Wave 44: Corporate Social Responsibility
Ipsos Global @dvisor Wave 44: Corporate Social Responsibility
Ipsos UK
Â
social responsibilities and managerial ethics
social responsibilities and managerial ethics
uni of sindh dep; iba
Â
Weitere Àhnliche Inhalte
Was ist angesagt?
Robbins9 ppt05
Robbins9 ppt05
Raviraj Prasad Kushwaha
Â
CH -1.ppt
CH -1.ppt
AmirHussain855807
Â
CSR & Ethics - lecture 1
CSR & Ethics - lecture 1
manupt123
Â
MGMT 374 Week 8 Lecture Presentation
MGMT 374 Week 8 Lecture Presentation
Michael Hill
Â
MGMT 374 Week 5 Lecture PowerPoint
MGMT 374 Week 5 Lecture PowerPoint
Michael Hill
Â
Social responsibility of business management ethics
Social responsibility of business management ethics
abinavbharath
Â
Ebert be9 inppt02
Ebert be9 inppt02
tyra pweeti
Â
Lecture4 chap5
Lecture4 chap5
Hafeni Hamukoto
Â
Chapter 3 ethics and diversity ppt
Chapter 3 ethics and diversity ppt
Harshat Kaur
Â
MGMT 374 Week 7 Lecture Powerpoint
MGMT 374 Week 7 Lecture Powerpoint
Michael Hill
Â
Po pertemuan 1 organizational behaviour
Po pertemuan 1 organizational behaviour
robert_ab
Â
Chap3
Chap3
Saleem Gul
Â
Business Ethic
Business Ethic
University Institute of Management sciences
Â
Ferrell7e Student Ch07
Ferrell7e Student Ch07
Maria123mar
Â
MGMT 374 Week 12 Lecture Presentation
MGMT 374 Week 12 Lecture Presentation
Michael Hill
Â
Developing an Effective Ethics Program
Developing an Effective Ethics Program
Zubair Bhatti
Â
Coursework selections
Coursework selections
LuvHud
Â
factors influencing ethical behaviors
factors influencing ethical behaviors
uonenifsha
Â
Criticism on Carroll's Model
Criticism on Carroll's Model
Taimur Khan
Â
ARC MGMT 374 Week 5 Presentation
ARC MGMT 374 Week 5 Presentation
Michael Hill
Â
Was ist angesagt?
(20)
Robbins9 ppt05
Robbins9 ppt05
Â
CH -1.ppt
CH -1.ppt
Â
CSR & Ethics - lecture 1
CSR & Ethics - lecture 1
Â
MGMT 374 Week 8 Lecture Presentation
MGMT 374 Week 8 Lecture Presentation
Â
MGMT 374 Week 5 Lecture PowerPoint
MGMT 374 Week 5 Lecture PowerPoint
Â
Social responsibility of business management ethics
Social responsibility of business management ethics
Â
Ebert be9 inppt02
Ebert be9 inppt02
Â
Lecture4 chap5
Lecture4 chap5
Â
Chapter 3 ethics and diversity ppt
Chapter 3 ethics and diversity ppt
Â
MGMT 374 Week 7 Lecture Powerpoint
MGMT 374 Week 7 Lecture Powerpoint
Â
Po pertemuan 1 organizational behaviour
Po pertemuan 1 organizational behaviour
Â
Chap3
Chap3
Â
Business Ethic
Business Ethic
Â
Ferrell7e Student Ch07
Ferrell7e Student Ch07
Â
MGMT 374 Week 12 Lecture Presentation
MGMT 374 Week 12 Lecture Presentation
Â
Developing an Effective Ethics Program
Developing an Effective Ethics Program
Â
Coursework selections
Coursework selections
Â
factors influencing ethical behaviors
factors influencing ethical behaviors
Â
Criticism on Carroll's Model
Criticism on Carroll's Model
Â
ARC MGMT 374 Week 5 Presentation
ARC MGMT 374 Week 5 Presentation
Â
Andere mochten auch
Ipsos Global @dvisor Wave 44: Corporate Social Responsibility
Ipsos Global @dvisor Wave 44: Corporate Social Responsibility
Ipsos UK
Â
social responsibilities and managerial ethics
social responsibilities and managerial ethics
uni of sindh dep; iba
Â
Ch 6 managers as decision makers
Ch 6 managers as decision makers
Nardin A
Â
Ch 8 strategic management
Ch 8 strategic management
Nardin A
Â
Corporate Social Responsibility (CSR)of Nestle
Corporate Social Responsibility (CSR)of Nestle
Desiree Castillo Matibag, MBA
Â
Chapter 3 management (9 th edition) by robbins and coulter
Chapter 3 management (9 th edition) by robbins and coulter
Md. Abul Ala
Â
Ethical Behavior and Social Responsibility
Ethical Behavior and Social Responsibility
Muhammad Syukhri Shafee
Â
CSR of Walt Disney
CSR of Walt Disney
Skthayumanavan Kailasanathan
Â
Ch 1 introduction to management and organizations
Ch 1 introduction to management and organizations
Nardin A
Â
Andere mochten auch
(9)
Ipsos Global @dvisor Wave 44: Corporate Social Responsibility
Ipsos Global @dvisor Wave 44: Corporate Social Responsibility
Â
social responsibilities and managerial ethics
social responsibilities and managerial ethics
Â
Ch 6 managers as decision makers
Ch 6 managers as decision makers
Â
Ch 8 strategic management
Ch 8 strategic management
Â
Corporate Social Responsibility (CSR)of Nestle
Corporate Social Responsibility (CSR)of Nestle
Â
Chapter 3 management (9 th edition) by robbins and coulter
Chapter 3 management (9 th edition) by robbins and coulter
Â
Ethical Behavior and Social Responsibility
Ethical Behavior and Social Responsibility
Â
CSR of Walt Disney
CSR of Walt Disney
Â
Ch 1 introduction to management and organizations
Ch 1 introduction to management and organizations
Â
Ăhnlich wie 10erobbins ppt05 r
Principles of management chapter number 6
Principles of management chapter number 6
israshahid1
Â
Ch 5 social responsibility and managerial ethics
Ch 5 social responsibility and managerial ethics
Nardin A
Â
Robbins9 ppt05
Robbins9 ppt05
umar0007
Â
Principal of management 9erobbins ppt05 lecture_3
Principal of management 9erobbins ppt05 lecture_3
Malik Saif
Â
Social Responsibilities and Managerial Ethics.
Social Responsibilities and Managerial Ethics.
Abdul Wahab Raza
Â
Ch no. 5 Social Responsibility and Managerial Ethics
Ch no. 5 Social Responsibility and Managerial Ethics
Aqib Syed
Â
Management Ch 5. PPT.pptx
Management Ch 5. PPT.pptx
NovalonPolymers
Â
Management ch5
Management ch5
julianmillar
Â
Social responcibilities and ethics
Social responcibilities and ethics
Aashray For Everyone
Â
Chapter 5 Social Responsibility And Managerial Ethics Ppt05
Chapter 5 Social Responsibility And Managerial Ethics Ppt05
D
Â
Chap05
Chap05
Niki Tabuty
Â
Stu R C8e Ch05
Stu R C8e Ch05
D
Â
Social responsibility
Social responsibility
New Delhi Institute of Management Studies
Â
Hrmg100 week 8.
Hrmg100 week 8.
nalytad
Â
Business ethics
Business ethics
Nawab Zada
Â
Social responsibility
Social responsibility
Pisey Pich
Â
LS 607 Managing Organizational Change chapter 8
LS 607 Managing Organizational Change chapter 8
BHUOnlineDepartment
Â
2robbins_mgmt15_ppt_06.pdf
2robbins_mgmt15_ppt_06.pdf
mohamedelgedamy2
Â
Challenges Of Corporate Social Responsibility
Challenges Of Corporate Social Responsibility
Elijah Ezendu
Â
RICKROLL
RICKROLL
DiyaVerma14
Â
Ăhnlich wie 10erobbins ppt05 r
(20)
Principles of management chapter number 6
Principles of management chapter number 6
Â
Ch 5 social responsibility and managerial ethics
Ch 5 social responsibility and managerial ethics
Â
Robbins9 ppt05
Robbins9 ppt05
Â
Principal of management 9erobbins ppt05 lecture_3
Principal of management 9erobbins ppt05 lecture_3
Â
Social Responsibilities and Managerial Ethics.
Social Responsibilities and Managerial Ethics.
Â
Ch no. 5 Social Responsibility and Managerial Ethics
Ch no. 5 Social Responsibility and Managerial Ethics
Â
Management Ch 5. PPT.pptx
Management Ch 5. PPT.pptx
Â
Management ch5
Management ch5
Â
Social responcibilities and ethics
Social responcibilities and ethics
Â
Chapter 5 Social Responsibility And Managerial Ethics Ppt05
Chapter 5 Social Responsibility And Managerial Ethics Ppt05
Â
Chap05
Chap05
Â
Stu R C8e Ch05
Stu R C8e Ch05
Â
Social responsibility
Social responsibility
Â
Hrmg100 week 8.
Hrmg100 week 8.
Â
Business ethics
Business ethics
Â
Social responsibility
Social responsibility
Â
LS 607 Managing Organizational Change chapter 8
LS 607 Managing Organizational Change chapter 8
Â
2robbins_mgmt15_ppt_06.pdf
2robbins_mgmt15_ppt_06.pdf
Â
Challenges Of Corporate Social Responsibility
Challenges Of Corporate Social Responsibility
Â
RICKROLL
RICKROLL
Â
KĂŒrzlich hochgeladen
Chennai Call Gril 80022//12248 Only For Sex And High Profile Best Gril Sex Av...
Chennai Call Gril 80022//12248 Only For Sex And High Profile Best Gril Sex Av...
pujan9679
Â
Challenges and Opportunities: A Qualitative Study on Tax Compliance in Pakistan
Challenges and Opportunities: A Qualitative Study on Tax Compliance in Pakistan
vineshkumarsajnani12
Â
Horngrenâs Cost Accounting A Managerial Emphasis, Canadian 9th edition soluti...
Horngrenâs Cost Accounting A Managerial Emphasis, Canadian 9th edition soluti...
ssuserf63bd7
Â
Arti Languages Pre Seed Teaser Deck 2024.pdf
Arti Languages Pre Seed Teaser Deck 2024.pdf
will854175
Â
Marel Q1 2024 Investor Presentation from May 8, 2024
Marel Q1 2024 Investor Presentation from May 8, 2024
Marel
Â
Unveiling Falcon Invoice Discounting: Leading the Way as India's Premier Bill...
Unveiling Falcon Invoice Discounting: Leading the Way as India's Premier Bill...
Falcon Invoice Discounting
Â
Pre Engineered Building Manufacturers Hyderabad.pptx
Pre Engineered Building Manufacturers Hyderabad.pptx
Roofing Contractor
Â
The Abortion pills for sale in Qatar@Doha [+27737758557] []Deira Dubai Kuwait
The Abortion pills for sale in Qatar@Doha [+27737758557] []Deira Dubai Kuwait
daisycvs
Â
Cuttack Call Girl Just Call 8084732287 Top Class Call Girl Service Available
Cuttack Call Girl Just Call 8084732287 Top Class Call Girl Service Available
pr788182
Â
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Tim Wilson
Â
PARK STREET đ Call Girl 9827461493 Call Girls in Escort service book now
PARK STREET đ Call Girl 9827461493 Call Girls in Escort service book now
kapoorjyoti4444
Â
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
daisycvs
Â
Puri CALL GIRL â€ïž8084732287â€ïž CALL GIRLS IN ESCORT SERVICE WE ARW PROVIDING
Puri CALL GIRL â€ïž8084732287â€ïž CALL GIRLS IN ESCORT SERVICE WE ARW PROVIDING
priyakumari801827
Â
Jual Obat Aborsi ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan Cytotec
Jual Obat Aborsi ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan Cytotec
ZurliaSoop
Â
Berhampur CALL GIRLâ€7091819311â€CALL GIRLS IN ESCORT SERVICE WE ARE PROVIDING
Berhampur CALL GIRLâ€7091819311â€CALL GIRLS IN ESCORT SERVICE WE ARE PROVIDING
pr788182
Â
Katrina Personal Brand Project and portfolio 1
Katrina Personal Brand Project and portfolio 1
kcpayne
Â
GUWAHATI đ Call Girl 9827461493 Call Girls in Escort service book now
GUWAHATI đ Call Girl 9827461493 Call Girls in Escort service book now
kapoorjyoti4444
Â
Bangalore Call Girl Just Callâ„ïž 8084732287 â„ïžTop Class Call Girl Service Avai...
Bangalore Call Girl Just Callâ„ïž 8084732287 â„ïžTop Class Call Girl Service Avai...
pr788182
Â
PHX May 2024 Corporate Presentation Final
PHX May 2024 Corporate Presentation Final
PanhandleOilandGas
Â
UAE Bur Dubai Call Girls â 0564401582 Call Girl in Bur Dubai
UAE Bur Dubai Call Girls â 0564401582 Call Girl in Bur Dubai
jaehdlyzca
Â
KĂŒrzlich hochgeladen
(20)
Chennai Call Gril 80022//12248 Only For Sex And High Profile Best Gril Sex Av...
Chennai Call Gril 80022//12248 Only For Sex And High Profile Best Gril Sex Av...
Â
Challenges and Opportunities: A Qualitative Study on Tax Compliance in Pakistan
Challenges and Opportunities: A Qualitative Study on Tax Compliance in Pakistan
Â
Horngrenâs Cost Accounting A Managerial Emphasis, Canadian 9th edition soluti...
Horngrenâs Cost Accounting A Managerial Emphasis, Canadian 9th edition soluti...
Â
Arti Languages Pre Seed Teaser Deck 2024.pdf
Arti Languages Pre Seed Teaser Deck 2024.pdf
Â
Marel Q1 2024 Investor Presentation from May 8, 2024
Marel Q1 2024 Investor Presentation from May 8, 2024
Â
Unveiling Falcon Invoice Discounting: Leading the Way as India's Premier Bill...
Unveiling Falcon Invoice Discounting: Leading the Way as India's Premier Bill...
Â
Pre Engineered Building Manufacturers Hyderabad.pptx
Pre Engineered Building Manufacturers Hyderabad.pptx
Â
The Abortion pills for sale in Qatar@Doha [+27737758557] []Deira Dubai Kuwait
The Abortion pills for sale in Qatar@Doha [+27737758557] []Deira Dubai Kuwait
Â
Cuttack Call Girl Just Call 8084732287 Top Class Call Girl Service Available
Cuttack Call Girl Just Call 8084732287 Top Class Call Girl Service Available
Â
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Â
PARK STREET đ Call Girl 9827461493 Call Girls in Escort service book now
PARK STREET đ Call Girl 9827461493 Call Girls in Escort service book now
Â
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
Â
Puri CALL GIRL â€ïž8084732287â€ïž CALL GIRLS IN ESCORT SERVICE WE ARW PROVIDING
Puri CALL GIRL â€ïž8084732287â€ïž CALL GIRLS IN ESCORT SERVICE WE ARW PROVIDING
Â
Jual Obat Aborsi ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan Cytotec
Jual Obat Aborsi ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan Cytotec
Â
Berhampur CALL GIRLâ€7091819311â€CALL GIRLS IN ESCORT SERVICE WE ARE PROVIDING
Berhampur CALL GIRLâ€7091819311â€CALL GIRLS IN ESCORT SERVICE WE ARE PROVIDING
Â
Katrina Personal Brand Project and portfolio 1
Katrina Personal Brand Project and portfolio 1
Â
GUWAHATI đ Call Girl 9827461493 Call Girls in Escort service book now
GUWAHATI đ Call Girl 9827461493 Call Girls in Escort service book now
Â
Bangalore Call Girl Just Callâ„ïž 8084732287 â„ïžTop Class Call Girl Service Avai...
Bangalore Call Girl Just Callâ„ïž 8084732287 â„ïžTop Class Call Girl Service Avai...
Â
PHX May 2024 Corporate Presentation Final
PHX May 2024 Corporate Presentation Final
Â
UAE Bur Dubai Call Girls â 0564401582 Call Girl in Bur Dubai
UAE Bur Dubai Call Girls â 0564401582 Call Girl in Bur Dubai
Â
10erobbins ppt05 r
1.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â1 Social Responsibility and Managerial Ethics Chapter 5 Management Stephen P. Robbins Mary Coulter tenth edition
2.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â2 Learning Outcomes Follow this Learning Outline as you read and study this chapter. âą 5.1 What Is Social Responsibility? âą Differentiate between social obligation, social responsiveness and social responsibility. âą Discuss whether organizations should be socially involved. âą Describe what conclusion can be reached regarding social involvement and economic importance.
3.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â3 Learning Outcomes 5.2 Green Management. âą Define green management. âą Describe how organizations can go green. âą Explain how green management can be evaluated. 5.3 Managers And Ethical Behavior âą Define ethics. âą Discuss the factors that influence whether a person behave ethically or unethically. âą Describe what managers need to know about international ethics.
4.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â4 Learning Outcomes 5.4 Encouraging Ethical Behavior âą Describe managerâs important role in encouraging ethical behavior. âą Discuss specific ways managers can encourage ethical behavior. 5.5 Social Responsibility And Ethics Issues In Todayâs World. âą Discuss how managers can manage ethical lapses and social responsibility. âą Explain the role of social entrepreneurs. âą Discuss how businesses can promote positive social change.
5.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â5 Learning Outcomes 5.5 Social Responsibility Issues In Todayâs World. âą Discuss how managers and organizations can protect employees who raise ethical issues or concerns. âą Explain what role social entrepreneurs play. âą Discuss how businesses can promote positive social change.
6.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â6 From Obligation to Responsiveness to Responsibility âą Social Obligation ïThe obligation of a business to meet its economic and legal responsibilities and nothing more. âą Social Responsiveness ïWhen a firm engages in social actions in response to some popular social need. âą Social Responsibility ïA businessâs intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.
7.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â7 What Is Social Responsibility? âą The Classical View ïManagementâs only social responsibility is to maximize profits (create a financial return) by operating the business in the best interests of the stockholders (owners of the corporation). ïExpending the firmâs resources on doing âsocial goodâ unjustifiably increases costs that lower profits to the owners and raises prices to consumers.
8.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â8 What Is Social Responsibility? âą The Socioeconomic View ïManagementâs social responsibility goes beyond making profits to include protecting and improving societyâs welfare. ïCorporations are not independent entities responsible only to stockholders. ïFirms have a moral responsibility to larger society to become involved in social, legal, and political issues. ïâTo do the right thingâ
9.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â9 Exhibit 5â1Social Responsibility Versus Social Responsiveness Social Responsibility Social Responsiveness Major consideration Ethical Pragmatic Focus Ends Means Emphasis Obligation Responses Decision framework Long term Medium and short term Source: Adapted from S.L. Wartick and P.L. Cochran, âThe Evolution of the Corporate Social Performance Model,â Academy of Management Review, October 1985, p. 766.
10.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â10 Exhibit 5â2 Arguments For and Against Social Responsibility âą For ï Public expectations ï Long-run profits ï Ethical obligation ï Public image ï Better environment ï Discouragement of further governmental regulation ï Balance of responsibility and power ï Stockholder interests ï Possession of resources ï Superiority of prevention over cures âą Against ï Violation of profit maximization ï Dilution of purpose ï Costs ï Too much power ï Lack of skills ï Lack of accountability
11.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â11 Does Social Responsibility Pay? âą Studies appear to show a positive relationship between social involvement and the economic performance of firms. ïDifficulties in defining and measuring âsocial responsibilityâ and âeconomic performanceâ raise issues of validity and causation in the studies. ïMutual funds using social screening in investment decisions slightly outperformed other mutual funds. âą A general conclusion is that a firmâs social actions do not harm its long-term performance.
12.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â12 Exhibit 5â3 Trends in SRI Source: Social Investment Forum Foundation.
13.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â13 The Greening of Management âą The recognition of the close link between an organizationâs decision and activities and its impact on the natural environment. ïGlobal environmental problems facing managers: ï¶ Air, water, and soil pollution from toxic wastes ï¶ Global warming from greenhouse gas emissions ï¶ Natural resource depletion
14.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â14 How Organizations Go Green âą Legal (or Light Green) Approach ï Firms simply do what is legally required by obeying laws, rules, and regulations willingly and without legal challenge. âą Market Approach ï Firms respond to the preferences of their customers for environmentally friendly products. âą Stakeholder Approach ï Firms work to meet the environmental demands of multiple stakeholdersâemployees, suppliers, and the community. âą Activist Approach ï Firms look for ways to respect and preserve environment and be actively socially responsible.
15.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â15 Exhibit 5â4 Green Approaches Source: Based on R.E. Freeman. J. Pierce, and R. Dodd. Shades of Green: Business Ethics and the Environment (New York: Oxford University Press, 1995).
16.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â16 Evaluating the Greening of Management âą Organizations become âgreenerâ by ïUsing the Sustainability Reporting Guidelines to document âgreenâ actions. ïAdopting ISO 14000 standards for environmental management. ïBeing named as one of the 100 Most Sustainable Corporations in the World.
17.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â17 Managerial Ethics Ethics Defined ïPrinciples, values, and beliefs that define what is right and wrong behavior.
18.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â18 Exhibit 5â5 Factors That Determine Ethical and Unethical Behavior
19.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â19 Factors That Affect Employee Ethics âą Moral Development ïA measure of independence from outside influences ï¶ Levels of Individual Moral Development â Preconventional level â Conventional level â Principled level ïStage of moral development interacts with: ï¶ Individual characteristics ï¶ The organizationâs structural design ï¶ The organizationâs culture ï¶ The intensity of the ethical issue
20.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â20 Exhibit 5â6 Stages of Moral Development Source: Based on L. Kohlberg, âMoral Stages and Moralization: The Cognitive- Development Approach,â in T. Lickona (ed.). Moral Development and Behavior: Theory, Research, and Social Issues (New York: Holt, Rinehart & Winston, 1976), pp. 34â35.
21.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â21 Factors That Affect Employee Ethics âą Moral Development ïResearch Conclusions: ï¶ People proceed through the stages of moral development sequentially. ï¶ There is no guarantee of continued moral development. ï¶ Most adults are in Stage 4 (âgood corporate citizenâ).
22.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â22 Factors That Affect Employee Ethics Individual Characteristics ïValues ï¶ Basic convictions about what is right or wrong. ïPersonality ï¶ Ego strength - A personality measure of the strength of a personâs convictions ï¶ Locus of Control â A personality attribute that measures the degree to which people believe they control their own life. â Internal locus: the belief that you control your destiny. â External locus: the belief that what happens to you is due to luck or chance.
23.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â23 Factors That Affect Employee Ethics âą Structural Variables ïOrganizational characteristics and mechanisms that guide and influence individual ethics: ï¶ Performance appraisal systems ï¶ Reward allocation systems ï¶ Behaviors (ethical) of managers
24.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â24 Factors That Affect Employee Ethics âą Organizationâs Culture ïValues-Based Management ï¶ An approach to managing in which managers establish and uphold an organizationâs shared values. ïThe Purposes of Shared Values ï¶ Guiding managerial decisions ï¶ Shaping employee behavior ï¶ Influencing the direction of marketing efforts ï¶ Building team spirit ïThe Bottom Line on Shared Corporate Values ï¶ An organizationâs values are reflected in the decisions and actions of its employees. âą Intensity of the Ethical Issue
25.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â25 Exhibit 5â7 Determinants of Issue Intensity
26.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â26 Ethics in an International Context âą Ethical standards are not universal. ïSocial and cultural differences determine acceptable behaviors. âą Foreign Corrupt Practices Act ïMakes it illegal to corrupt a foreign official, yet âtokenâ payments to officials are permissible when doing so is an accepted practice in that country. âą The Global Compact
27.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â27 Exhibit 5â8 Ten Principles of the United Nations Human Rights Principle 1: Support and respect the protection of international human rights within their sphere of influence. Principle 2: Make sure business corporations are not complicit in human rights abuses. Labor Standards Principle 3: Freedom of association and the effective recognition of the right to collective bargaining. Principle 4: The elimination of all forms of forced and compulsory labor. Principle 5: The effective abolition of child labor. Principle 6: The elimination of discrimination in respect of employment and occupation. Environment Principle 7: Support a precautionary approach to environmental challenges. Principle 8: Undertake initiatives to promote greater environmental responsibility. Principle 9: Encourage the development and diffusion of environmentally friendly technologies. Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery. Source: Courtesy of Global Compact.
28.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â28 How Managers Can Improve Ethical Behavior in An Organization 1. Hire individuals with high ethical standards. 2. Establish codes of ethics and decision rules. 3. Lead by example. 4. Set realistic job goals and include ethics in performance appraisals. 5. Provide ethics training. 6. Conduct independent social audits. 7. Provide support for individuals facing ethical dilemmas.
29.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â29 Exhibit 5â9 Codes of Ethics Cluster 1. Be a Dependable Organizational Citizen 1. Comply with safety, health, and security regulations. 2. Demonstrate courtesy, respect, honesty, and fairness. 3. Illegal drugs and alcohol at work are prohibited. 4. Manage personal finances well. 5. Exhibit good attendance and punctuality. 6. Follow directives of supervisors. 7. Do not use abusive language. 8. Dress in business attire. 9. Firearms at work are prohibited. Cluster 2. Do Not Do Anything Unlawful or Improper That Will Harm the Organization 1. Conduct business in compliance with all laws. 2. Payments for unlawful purposes are prohibited. 3. Bribes are prohibited. 4. Avoid outside activities that impair duties. 5. Maintain confidentiality of records. 6. Comply with all antitrust and trade regulations. 7. Comply with all accounting rules and controls. 8. Do not use company property for personal benefit. 9. Employees are personally accountable for company funds. 10. Do not propagate false or misleading information. 11. Make decisions without regard for personal gain. Cluster 3. Be Good to Customers 1. Convey true claims in product advertisements. 2. Perform assigned duties to the best of your ability. 3. Provide products and services of the highest quality. Source: F. R. David, âAn Empirical Study of Codes of Business Ethics: A Strategic Perspective,â paper presented at the 48th Annual Academy of Management Conference, Anaheim, California, August 1988.
30.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â30 Effective Use of a Code of Ethics âą Develop a code of ethics as a guide in handling ethical dilemmas in decision making. âą Communicate the code regularly to all employees. âą Have all levels of management continually reaffirm the importance of the ethics code and the organizationâs commitment to the code. âą Publicly reprimand and consistently discipline those who break the code.
31.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â31 Exhibit 5â10 Twelve Questions Approach 1. Have you defined the problem accurately? 2. How would you define the problem if you stood on the other side of the fence? 3. How did this situation occur in the first place? 4. To whom and to what do you give your loyalty as a person and as a member of the corporation? 5. What is your intention in making this decision? 6. How does this intention compare with the probable results? 7. Whom could your decision or action injure? 8. Can you discuss the problem with the affected parties before you make the decision? 9. Are you confident that your position will be as valid over a long period of time as it seems now? 10. Could you disclose without qualm your decision or action to your boss, your chief executive officer, the board of directors, your family, society as a whole? 11. What is the symbolic potential of your action if understood? If misunderstood? 12. Under what conditions would you allow exceptions to your stand? Source: Reprinted by permission of Harvard Business Review. An exhibit from âEthics Without the Sermon,â by L. L. Nash. NovemberâDecember 1981, p. 81. Copyright © 1981 by the President and Fellows of Harvard College. All rights reserved.
32.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â32 The Value of Ethics Training âą Can make a difference in ethical behaviors. âą Increases employee awareness of ethical issues in business decisions. âą Clarifies and reinforces the organizationâs standards of conduct. âą Helps employees become more confident that they will have the organizationâs support when taking unpopular but ethically correct stances.
33.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â33 Exhibit 5â11 Being an Ethical Leader âą Be a good role model by being ethical and honest. ° Tell the truth always. ° Donât hide or manipulate information ° Be willing to admit your failures. âą Share your personal values by regularly communicating them to employees. âą Stress the organizationâs or teamâs important shared values. âą Use the reward system to hold everyone accountable to the values.
34.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â34 Managing Ethical Lapses and Social Irresponsibility âą Provide ethical leadership âą Protect employees who raise ethical issues (whistle-blowers)
35.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â35 Awareness of Social Issues âą Social Entrepreneurs ïAre individuals or organizations who seek out opportunities to improve society by using practical, innovative, and sustainable approaches. ïWant to make the world a better place and have a driving passion to make that happen.
36.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â36 Businesses Promoting Positive Social Change âą Corporate Philanthropy ïCampaigns ïDonations ïFunding own foundations âą Employee Volunteering Efforts ïTeam volunteering ïIndividual volunteering during work hours
37.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â37 Terms to Know âą classical view âą socioeconomic view âą social obligation âą social responsiveness âą social responsibility âą social screening âą greening of management âą values-based management âą ethics âą values âą ego strength âą locus of control âą code of ethics âą whistle-blower âą social entrepreneur
38.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 5â38 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Jetzt herunterladen