View
2.575
Download
1
Category
Preview:
Citation preview
1010
Chapter TitleChapter Title
16/e PPT16/e PPT
Strategy,
Ethics, and
Social
Responsibility
Screen graphics created by:Jana F. Kuzmicki, Ph.D.
Troy University-Florida Region
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.
10-2
“There is one and only one social
responsibility of business – to use
its resources and engage in
activities designed to increase its
profits so long as it stays within
the rules of the game, which is to
say engages in free and open
competition, without deception or
fraud.”Milton Friedman, Nobel Prize-winning
economist
10-3
Chapter Roadmap
What Do We Mean by Business Ethics? Where Do Ethical Standards Come From – Are
They Universal or Dependent on Local Norms and Situational Circumstances?
The Three Categories of Management Morality Do Company Strategies Need to be Ethical? Why Should Company Strategies Be Ethical? Linking a Company’s Strategy to its Ethical
Principles and Core Values Strategy and Social Responsibility
10-4
Linking Strategy to Ethicsand Social Responsibility
Should there be a link between a company’s efforts to craft and execute a winning strategy and its duties to
Conduct activities in an ethical manner?
Demonstrate socially responsible behavior by
Being a committed corporate citizen?
Attending to needs of non-owner stakeholders?
Key IssuesKey Issues
10-5
What Is Business Ethics?
Business ethics involves applying general ethical principles and standards to business behavior
Ethical principles in business are not different from ethical principles in general
Business actions are judged
By general ethical standards of society
Not by a set of rules businesspeopleapply to their own conduct
10-6
Are Ethical Standards Universal or Dependent on Local Norms?
Three schools of thought regarding extentto which ethical standards can be applied . . .
Ethical UniversalismEthical Universalism
Ethical RelativismEthical Relativism
Integrative Social Contracts TheoryIntegrative Social Contracts Theory
10-7
Concept of Ethical Universalism
According to the school of ethical universalism . . .
Same standards of what is ethical and what is unethical resonate with peoples of most societies regardless of
Local traditions and
Cultural norms
Thus, common ethical standards can be used to judge conduct of personnel at companies operating in a variety of
Country markets and
Cultural circumstances
10-8
Examples of UniversalEthical Principles or Norms
Honesty Trustworthiness Treating people with dignity and respect Respecting rights of others Practicing the Golden Rule Avoiding unnecessary harm to
Workers Users of a company’s product or service
Respecting the environment
10-9
What Is the Appealof Ethical Universalism?
Draws on collective views of multiple societies and cultures to place clear boundaries on what constitutes Ethical business behavior and Unethical business behavior
Regardless of what country a company is operating in
Whenever basic moral standards do not vary significantly according to local cultural beliefs, traditions, or religious convictions, a multinational company can Apply a code of ethics more or less evenly across its
worldwide operations
10-10
Concept of Ethical Relativism
According to the school of ethical relativism . . .
Different societies/cultures/countries
Put more/less emphasis on some values than others
Have different standards of right and wrong
Have different social mores and behavioral norms
What is ethical or unethical
Must be judged in light of localcustoms and social mores and
Can vary from one country to another
10-11
A thorny ethical problem is facedby multinational companies
Degree of cross-country variability in payingbribes as part of business transactions
Companies forbidding payment of bribes in their codes of ethics face a formidable challenge in countries where payments are entrenched as a local custom
Foreign Corrupt Practices Act prohibits U.S. companies from paying bribes in all countries where they do business
Payment of Bribes and Kickbacks
10-12
Test Your Knowledge
Paying bribes and kickbacks to grease business transactions
A. violates ethical principles of right and wrong in all countries.
B. is ethically acceptable according to the principle of ethical universalism.
C. is acceptable to immoral managers but not to amoral managers.
D. should be considered ethically appropriate by a company so long as such payments are normal and customary in the countries where such payments are made.
E. may be ethically acceptable according to the principle of ethical relativism if paying bribes and kickbacks is normal and customary practice in a country.
10-13
Ethical Relativism =Multiple Sets of Ethical Standards
Proponents of the ethical relativism school maintain there are Few ethical absolutes to judge a company’s
conduct in various countries Plenty of situations where ethical
norms are contoured to fit Local customs and traditions Local beliefs about what is fair Local standards of “right” and “wrong”
Ethical problems in business cannot be fully resolved without appealing to the shared convictions of the parties in question
10-14
Drawbacks of Ethical Relativism
The ethical relativism rule of “when in Rome, doas the Romans do” presents problems When the envelope is pushed, it is
tantamount to rudderless ethical standards It is ethically dangerous for company personnel
to assume that local ethical standards are an adequate guide to ethical behavior What if local standards condone kickbacks and bribery? What if local standards blink at environmental degradation?
From a global markets perspective, ethical relativism results in a maze of conflicting ethical standards for multinational companies wanting to address the issue of what ethical standards to enforce companywide
10-15
Concept of IntegrativeSocial Contracts Theory
According to the integrative social contractstheory, the ethical standards a company should try to uphold are governed by both
A limited number of universal ethical principles thatare widely recognized as putting legitimate ethicalboundaries on actions and behavior in all situations
and
The circumstances of local cultures, traditions, andshared values that further prescribe what constitutes Ethically permissible behavior and
What does not
10-16
Appeal of IntegrativeSocial Contracts Theory
Universal ethical principles establish “moral free space” based on the collective view of multiple societies and cultures
Commonly held views about morality and ethical principles combine to form a “social contract” with society
It is appropriate for societies or companies to go beyond universal ethical principles and specify local or second-order ethical norms Where firms have developed ethical codes, the standards
they call for provide appropriate ethical guidance
Social contracts theory maintains adherence touniversal or first-order ethical norms should alwaystake precedence over local or second-order norms!
10-17
Moral manager
Amoral manager
Immoral manager
Three Categories of Management Morality
Managerial ethical and
moral principles
10-18
Dedicated to high standards of ethical behavior in
Own actions
How the company’s business is to be conducted
Considers it important to
Be a steward of ethical behavior
Demonstrate ethical leadership
Pursues business success
Within confines of both letter and spirit of laws
With a habit of operating well above what laws require
Characteristics of a Moral Manager
10-19
Characteristics of an Immoral Manager
Actively opposes ethical behavior in business Willfully ignores ethical principles in making
decisions Views legal standards as barriers to overcome Pursues own self-interests Is an example of capitalistic greed Ignores interests of others Focuses only on bottom line –
making one’s numbers Will trample on others to avoid being trampled upon
10-20
Believes business and ethics should notbe mixed since different rules apply to Business activities Other realms of life
Does not factor ethical considerations intoown actions since business activity liesoutside sphere of moral judgment
Views ethics as inappropriate for tough, competitive business world
Concept of right and wrong is lawyer-driven (what can we get by with without running afoul of the law)
Characteristics of anIntentionally Amoral Manager
10-21
Is blind to or casual about ethics ofdecision-making and business actions
Displays lack of concern regardingwhether ethics applies to company actions
Sees self as well-intentioned or personally ethical
Typical beliefs
Do what is necessary to comply with laws and regulations
Government provides legal framework stating what society will put up with—if it is not illegal, it is allowed
Characteristics of an Unintentionally Amoral Manager
10-22
Evidence of Managerial Immoralityin the Global Business Community
Evidence exists a sizable majority of managers are either
Amoral or
Immoral
Results of the 2005 Global Corruption Report indicate corruption is widespread across the world
Corruption extends beyond bribes and kickbacks
10-23
10-24
10-25
10-26
Do Company StrategiesNeed to Be Ethical?
Approaches of most company managers Ensure a company’s strategy is legal May or may not ensure all elements of strategies are
ethical Approach of senior executives with strong
ethical convictions Insist all aspects of strategy fall within ethical boundaries
Approach of immoral or amoral senior executives Use shady strategies if they think they can
get by with it Use unethical or borderline business practices Hide ethically questionable actions
10-27
Large numbers of immoraland amoral business peopleLarge numbers of immoral
and amoral business people
Overzealous pursuit of personal gain, wealth, and other selfish interests
Overzealous pursuit of personal gain, wealth, and other selfish interests
Heavy pressures on company managersto meet or beat earnings targets
Heavy pressures on company managersto meet or beat earnings targets
Company cultures that place profits andgood performance ahead of ethical behavior
Company cultures that place profits andgood performance ahead of ethical behavior
What Are the Drivers of Unethical Strategies and Business Behavior?
10-28
People obsessed with wealth accumulation, greed, power, and status often
Push ethical principles aside in their quest for self gain
Exhibit few qualms in doing whateveris necessary to achieve their goals
Look out for their own best interests
Have few scruples and ignore welfare of others
Engage in all kinds of unethicalstrategic maneuvers and behaviors
Overzealous Pursuit of Personal Gain, Wealth, and Selfish Interests
10-29
Managers often feel enormous pressure to do whateverit takes to deliver good financial performance
Actions often taken by managers Cut costs wherever savings show up immediately Squeeze extra sales out of early deliveries Engage in short-term maneuvers to make the numbers Stretch rules to extreme, until limits of ethical conduct are
overlooked Executives feel pressure to hit performance targets since
their compensation depends heavily on company performance
Fundamental problem with a “make the numbers” syndrome Company does not serve its customers or shareholders well by
placing top priority on the bottom line
Heavy Pressures on Company Managersto Meet or Beat Earnings Targets
10-30
Company Culture Places Profits and Good Performance Ahead of Ethical Behavior
In an ethically corrupt or amoral work climate,people have a company-approved license to Ignore “what’s right” and stretch rules Engage in most any behavior or employ most
any strategy they think they can get away with Play down relevance of ethical strategic
actions and business conduct
Pressures to conform to cultural norms can prompt otherwise honorable people to Make ethical mistakes Succumb to the many opportunities to engage
in unethical practices and shady behavior
10-31
Approaches to Managing a Company’s Ethical Conduct
Unconcerned or non-issue approachUnconcerned or non-issue approach
Damage control approachDamage control approach
Compliance approachCompliance approach
Ethical culture approachEthical culture approach
10-32
10-33
Characteristics of Unconcerned Approach
Prevalent at companies whose executives areimmoral and unintentionally amoral
Notions of right and wrong in business matters are defined by government via prevailing laws and regulations — after that, anything goes
If the law permits “unethical behavior,”why stand on ethical principles
Companies are usually out to makegreatest possible profit at most any cost
Strategies used, while legal, may embraceelements that are ethically shady
10-34
Characteristics ofDamage Control Approach
Favored at companies whose managers are intentionally amoral but who fear scandal
May adopt a code of ethics as window-dressing Adept at using “spin” to “explain away” the use of
unethical strategy elements or discount the impact of shady actions
Executives look the other way when shady behavior occurs
Executives may condone questionable actions that help a company reach earnings targets or bolster its market standing
10-35
Characteristics ofCompliance Approach
From light to forceful compliance is favoredat companies whose managers Lean toward being somewhat amoral but are highly
concerned about having ethically upstanding reputations or Are moral and see strong compliance methods as best
way to impose and enforce high ethical standards Emphasis is on securing broad
compliance and measuring degreeto which ethical standards are upheld
Commitment to eradicate unethicalbehavior stems from a desire to Avoid cost and damage associated with unethical conduct or Gain favor from stakeholders from having a highly regarded
reputation for ethical behavior
10-36
Pursuing a Compliance Approach:Typical Actions
Make code of ethics a visible and regularpart of communications with employees
Implement ethics training programs
Appoint a chief ethics officer
Have ethics committees to give guidance on ethics matters
Institute formal procedures for investigating alleged ethics violations
Conduct ethics audits to measure and document compliance
Give ethics awards to employees for outstanding efforts to create an ethical climate
Install ethics hotlines to help detect and deter violations
10-37
Potential Weaknessof Compliance Approach
Moral control resides in a company’scode of ethics and in the ethicscompliance system rather than in
Strong peer pressures for ethicalbehavior that come from ingraininga highly ethical corporate culture and
An individual’s own moralresponsibility for ethical behavior
10-38
Characteristics ofEthical Culture Approach
Top executives believe high ethical principles must Be deeply ingrained in the corporate culture Function as guides for “how we do things around here”
Company seeks to gain employee buy-in to Company’s ethical standards Business principles Corporate values
Ethical principles in company’s code of ethics are Integral to day-to-day operations Promoted as “business as usual”
Strategy must be ethical Employees must display ethical
behaviors in executing the strategy
10-39
Why Should Company Strategies Be Ethical?
An unethical strategy
Is morally wrong
Reflects badly on the character of company personnel
An ethical strategy is
Good business
In the best interest of shareholders
10-40
Test Your Knowledge
Which one of the following is false when it comes to making a case for why a company’s strategy should be ethical?
A. An unethical strategy can put a company’s reputation at risk and do lasting damage, especially when the misdeeds get into the public spotlight and make media headlines.
B. An ethical strategy is in the best interest of shareholders.
C. An unethical strategy reflects badly on the character of the company personnel involved.
D. Shareholders profits are not greatly reduced by using ethical strategies.
E. A strategy that is unethical in whole or in part is morally wrong.
10-41
Characteristics of Managers Committedto Ethical Approaches to Strategy-Making
Possess strong moral and ethical characteristics Strongly advocate a corporate code
of ethics and strict ethics compliance Display genuine commitment to certain corporate
values and business practices Walk the talk in
Displaying a company’s stated values Living up to ethical business principles and standards
Adopt values statements/ethics codesthat truly paint the white lines for acompany’s business practices
Consciously opt for strategicactions passing moral scrutiny
10-42
Fig. 10.1: The Business Costs of Ethical Failures
10-43
Linking Strategy to Ethics and Values
If ethical standards are to have more than a cosmetic role, boards of directors and top executives must work diligently to see they are scrupulously observed in Crafting a company’s strategy and Conducting every facet of a company’s business
Two sets of questions must be considered by senior executives when reviewing a new strategic initiative Is what we are proposing to do fully compliant with our
code of ethical conduct? Is there anything here that could be considered ethically objectionable?
Is it apparent this proposed action is in harmony with our core values? Are any conflicts or concerns evident?
10-44
For Discussion: Your Opinion
Is it unethical for a high school or college coach to accept
a “talent fee” or similar type of payment from a maker of
sports apparel or sports equipment when the coach has
authority to determine which brand of apparel or
equipment to use for his/her team and subsequently
chooses the brand of the company making the payment?
Is it unethical for the maker of the sports apparel or
equipment to make such payments in expectation that the
coach will reciprocate by selecting the company’s brand?
(Would you answer be different if “everybody” is doing it?)
10-45
For Discussion: Your Opinion
Is it unethical for a credit card company to
aggressively try to sign up new accounts when, after
an introductory period of interest-free or low-interest
charges on unpaid monthly balances, the interest rate
on unpaid balances jumps to 1.5 percent or more
monthly (even though such high rates of 18 percent
or more annually are disclosed in fine print)?
10-46
What Is Corporate Social Responsibility?
The notion that corporate executives should balance interests of all stakeholders began to blossom in the 1960s
Social responsibility as it applies to businesses concerns a company’s duty to Operate in an honorable manner Provide good working conditions for employees Be a good steward of the environment Actively work to better quality of life in
Local communities where it operates and Society at large
10-47
What Is Socially ResponsibleBusiness Behavior?
A company should strive to balance strategic actions To benefit shareholders against any possible adverse
impacts on other stakeholders To be a good corporate citizen
Socially responsible behaviors include Corporate philanthropy Actions to earn trust and respect of stakeholders for
a firm’s efforts to improve the general well-being of Customers Employees Local communities Society Environment
10-48
Fig. 10.2: Categories of Socially Responsible Business Behavior
10-49
Linking Strategy and Social Responsibility
The combination of socially responsible endeavors a company elects to pursue defines its social responsibility strategy
Management should match a company’ssocial responsibility strategy to its Core values Business mission Overall strategy
Some companies are integrating socialresponsibility objectives into their Missions Performance targets Strategies
10-50
Businesses should promote the betterment of society, acting in ways to benefit all their stakeholders because It’s the right thing to do!
Based on an implied social contract, society Grants a business the right to conduct its business affairs Agrees not to unreasonably restrain a business’ pursuit of a
fair profit
In return for a “license to operate,”a business should Act as a responsible citizen Do its fair share to promote the general welfare
The Moral Case forCorporate Social Responsibility
10-51
Reasons to Behave in aSocially Responsible Manner
Generates internal benefits Enhances recruitment of quality employees Increases retention of employees Improves employee productivity Lowers costs of recruitment and trainings
Reduces risk of reputation-damagingincidents, leading to increased buyer patronage
Works in best interest of shareholders Minimizes costly legal and regulatory actions Provides for increased investments by socially conscious
mutual funds and pension benefit managers Focusing on environment issues may enhance earnings
10-52
Test Your Knowledge
Which one of the following is false as concerns the merits of why acting in a socially responsible manner is “good business”?
A. To the extent that a company’s socially responsible behavior wins applause from consumers and fortifies its reputation, a company may win additional patronage.
B. Acting in a socially responsible manner reduces the risk of reputation-damaging incidents.
C. Acting in a socially responsible manner is in the overall best interest of shareholders.
D. Acting in a socially responsible manner is unlikely to have any effect (positive or negative) on a company’s profitability.
E. Acting in a socially responsible manner can generate internal benefits (as concerns employee recruiting, workforce retention, training, and improved worker productivity).
10-53
Four different views exist regarding use of company resources by “do-good” executives in pursuit of a better world
1. Any money authorized for social responsibilityinitiatives is theft from a company’s shareholders
2. Caution should be exercised in pursuingvarious societal obligations since this
Diverts valuable resources Weakens a company’s competitiveness
3. Social responsibilities are best satisfied through conventional business activities (doing what businesses are supposed to do, which does not include social engineering)
4. Spending money for social causes Muddies decision making by diluting focus on a firm’s business
mission Thrusts executives into role of social engineers
But Do We Really Want “Do-Good” Executives — Is There a Downside?
10-54
How Much Attention to Social Responsibility Is Enough?
What is the appropriate balance between Creating value for shareholders? Obligation to contribute to the larger social good?
What fraction of a firm’s resources ought to be aimed at Addressing social concerns? Bettering the well-being of society and the environment?
Approaches to fund a social responsibility strategy can Allocate a specified percentage of profits Avoid committing a specified percentage of profits
No widely accepted standard for judging if a companyhas fulfilled its citizenship responsibilities exists!
10-55
Linking Social Performance Targetsto Executive Compensation
A surefire way to enlist a genuine commitment to corporate social responsibility initiatives is to Link achievement of social performance targets to
executive compensation
Key role of board of directors Incorporate measures of a company’s
social and environmental performanceinto its evaluation of top executives
Key role of top executives Use compensation incentives to enlist support of down-
the-line company personnel to craft and execute a social responsibility strategy
Recommended