Pursuing Social Responsibility

7/23/2019 Pursuing Social Responsibility

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Management, 7e

Schermerhorn

Prepared by

Michael K, McCuddy

Valparaiso University

John Wiley & Sons, Inc


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COPYRIGHT

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in(ormation contained herein%


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Schermerhorn Chapter 3

Chapter

4thical 5ehavior and Social 'esponsibility

Planning ahead6study -uestions

"hat is ethical behavior8

9o) do ethical dilemmas complicate the)or*place8

9o) can high ethical standards be maintained8

"hat is organi:ational social responsibility89o) do organi:ations and government )or*

together in society8


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Schermerhorn Chapter ;

4thics

Code o( moral principles%

Set standards o( good and bad and right and

)rong%

4thical behavior

"hat is accepted as good and right in the

contet o( the governing moral code%



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Schermerhorn Chapter

4thical behavior should also be legal in a ?ust

and (air society%

=egal behavior is not necessarily ethical

behavior%

Personal values help determine individual

ethical behavior%



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Utilitarian vie) o( ethics6greatest good to the

greatest number o( people%

$ndividualism vie) o( ethics6primarycommitment is to one@s longterm sel(interests%

Moralrights vie) o( ethics6respects the

(undamental rights o( all people%

!ustice vie) o( ethics6(air and impartial treatmento( people according to rules and standards%


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Cultural issues in ethical behavior>

Cultural relativism

A 4thical behavior is al)ays determined by culturalcontet%

4thical imperialism

A 5ehavior that is unacceptable in one@s homeenvironment should not be acceptable any)here

else%



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Schermerhorn Chapter B


9o) companies can respect core or universal values>

Respect for human dignity

A Create culture that values employees, customers, and suppliers%

A Keep a sa(e )or*place%

A Produce sa(e products and services%

Respect for basic rights

A Protect rights o( employees, customers, and communities%

A &void anything that threatening sa(ety, health, education, and livingstandards%

Be good citizens

A Support social institutions, including economic and educational systems%

A "or* )ith local government and institutions to protect environment%


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&n ethical dilemma occurs )hen choices o((er

potential (or personal and1or organi:ational bene(it

but may be considered unethical%

4thical dilemmas include>

.iscrimination

Seual harassment

Con(licts o( interest Customer con(idence

Drgani:ational resources



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Schermerhorn Chapter +0

9o) do ethical dilemmas complicate the

)or*place8 4thical behavior can be rationali:ed by convincing

yoursel( that>

5ehavior is not really illegal%

5ehavior is really in everyone@s best interests%

Eobody )ill ever (ind out%

/he organi:ation )ill FprotectG you%


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Schermerhorn Chapter ++

Hactors in(luencing ethical behavior include>

/he person

A Hamily in(luences, religious values, personal standards, and

personal needs

/he organi:ation

A Supervisory behavior, policy statements and )ritten rules, and

peer group norms and behavior

/he environment

A Iovernment la)s and regulations, societal norms and values,

and competition climate in an industry



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4thics training>

Structured programs that help

participants to understand ethical aspectso( decision ma*ing%

9elps people incorporate high ethical

standards into daily li(e%9elps people deal )ith ethical issuesunder pressure%

9o) can high ethical standards bemaintained8


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"histleblo)ers

4pose misdeeds o( others to

A Preserve ethical standards

A Protect against )aste(ul, harm(ul, or illegal acts



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Schermerhorn Chapter +;

9o) can high ethical standards be

maintained8 =a)s protecting )histleblo)ers vary%

5arriers to )histleblo)ing include> Strict chain o( command

Strong )or* group identities

&mbiguous priorities

Drgani:ational methods (or overcoming)histleblo)ing barriers> 4thics advisors

4thics sta(( units

Moral -uality circles


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Schermerhorn Chapter +

/op managers serve as ethical role models%

&ll managers can in(luence the ethical behavior o(

people )ho )or* (or and )ith them%

4cessive pressure can (oster unethical behavior%

Managers should be realistic in setting per(ormance

goals (or others%


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Codes o( ethics> D((icial )ritten guidelines on ho) to behave in situations

susceptible to the creation o( ethical dilemmas%

&reas o(ten covered by codes o( ethics> "or*(orce diversity

5ribes and *ic*bac*s

Political contributions

9onesty o( boo*s or records Customer1supplier relationships

Con(identiality o( corporate in(ormation



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United Eations@ Ilobal Compact guidelines

(or corporate codes o( ethics>

9uman rights

=abor

4nvironment



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Schermerhorn Chapter +B

"hat is organi:ational social

responsibility8Drgani:ation Jcorporate social

responsibility>

=oo*s at ethical issues on the organi:ation

level%

Dbligates organi:ations to act in )ays that

serve both its o)n interests and the interests o(

eternal sta*eholders%


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responsibility8 5elie(s that drive organi:ational social

responsibility>

People do their best )ith a balance o( )or* and (amilyli(e%

Drgani:ations per(orm best in healthy communities%

Drgani:ations gain by respecting the naturalenvironment%

Drgani:ations must be managed and led (or longtermsuccess%

Drgani:ations must protect their reputations%


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responsibility8Perspectives on social responsibility>

Classical vie)6

A Management@s only responsibility is to maimi:e

pro(its%

Socioeconomic vie)6

A Management must be concerned (or the broader

social )el(are, not ?ust pro(its%


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Schermerhorn Chapter 2+

"hat is organi:ational socialresponsibility8

&rguments against social

responsibility>

'educed business pro(its

9igher business costs .ilution o( business

purpose

/oo much social po)er (or

business

=ac* o( public

accountability

&rguments in (avor o(

social responsibility>

&dds longrun pro(its

5etter public image &voids more government

regulation

5usinesses have resources

and ethical obligation

5etter environment

Public )ants it


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responsibility8

Criteria (or evaluating corporate social

per(ormance>

$s the organi:ation@s L

A 4conomic responsibility met8

A =egal responsibility met8

A 4thical responsibility met8

A .iscretionary responsibility met8


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responsibility8

Strategies (or pursuing social responsibility> Dbstructionist6meets economic

responsibilities% .e(ensive6meets economic and legal

responsibilities%

&ccommodative6meets economic, legal, and

ethical responsibilities% Proactive6meets economic, legal, ethical, and

discretionary responsibilities%


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Schermerhorn Chapter 2;

9o) do organi:ations and government)or* together in society8 9o) government in(luences organi:ations6

Some governmental agencies that monitor compliance

)ith legislative mandates>

A Hederal &viation &dministration JH&&

A 4nvironmental Protection &gency J4P&

A Dccupational Sa(ety and 9ealth &dministration JDS9&

A Hood and .rug &dministration JH.&


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A Dccupational sa(ety and health

AHair labor practices

A Consumer protection

A 4nvironmental protection


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9o) do organi:ations and government

)or* together in society89o) organi:ations in(luence government6

Personal contacts and net)or*s

Public relations campaigns

=obbying

Political action committees


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9o) do organi:ations and government)or* together in society8Managers ma*e the di((erence in ethics and social

responsibility because L

Managers Jand )or*ers must accept personalresponsibility (or doing the FrightG things%

Managers play a crucial role in responding to public

demands%

4thics and social responsibility play a central role in

managers@ decisions and activities%

Documents

Pursuing Social Responsibility