Scribd Logo
Upload

Welcome to Scribd!

  • 3 views

    Robbins Mgmt12 Ppt05 GE

    Uploaded by

    adhamepic2

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd

    Robbins Mgmt12 Ppt05 GE

    Uploaded by

    adhamepic2
    3 views14 pages

    Copyright

    © © All Rights Reserved

    Available Formats

    PPTX, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    3 views14 pages

    Robbins Mgmt12 Ppt05 GE

    Uploaded by

    adhamepic2

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 14

    Social

    Responsibility
    and Ethics

    Copyright
    Copyright©©2012
    2014 Pearson Education,
    Pearson Education 5-1
    Inc. Publishing as Prentice Hall
    From Obligation to Responsiveness
    to Responsibility
    • Social obligation - the obligation of a business
    to meet its economic and legal responsibilities
    and nothing more.
    • Classical view - the view that management’s
    only social responsibility is to maximize profits

    Copyright
    Copyright©©2012
    2014 Pearson Education,
    Pearson Education 5-2
    Inc. Publishing as Prentice Hall
    From Obligation to Responsiveness
    to Responsibility (cont.)

    • Socioeconomic view - the view that


    management’s social responsibility goes
    beyond making profits to include
    protecting and improving society’s welfare
    • Social responsiveness - when a firm
    engages in social actions in response to
    some popular social need

    Copyright
    Copyright©©2012
    2014 Pearson Education,
    Pearson Education 5-3
    Inc. Publishing as Prentice Hall
    From Obligation to Responsiveness
    to Responsibility (cont.)

    • Social responsibility
    - a business’s
    intention, beyond its
    legal and economic
    obligations, to do the
    right things and act in
    ways that are good for
    society.

    Copyright
    Copyright©©2012
    2014 Pearson Education,
    Pearson Education 5-4
    Inc. Publishing as Prentice Hall
    Should Organizations Be
    Socially Involved?
    • Social screening - applying social criteria
    (screens) to investment decisions
    • SRI funds usually will not invest in
    companies involved in liquor, gambling,
    tobacco, nuclear power, weapons, fraud,
    or in companies that have poor product
    safety.

    Copyright
    Copyright©©2012
    2014 Pearson Education,
    Pearson Education 5-5
    Inc. Publishing as Prentice Hall
    Green Management and
    Sustainability
    • Green management - managers consider
    the impact of their organization on the
    natural environment

    Copyright
    Copyright©©2012
    2014 Pearson Education,
    Pearson Education 5-6
    Inc. Publishing as Prentice Hall
    How Organizations Go Green

    • Legal (or 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 customers for
    environmentally friendly products.

    Copyright
    Copyright©©2012
    2014 Pearson Education,
    Pearson Education 5-7
    Inc. Publishing as Prentice Hall
    How Organizations Go Green
    (cont.)
    • Stakeholder Approach - firms work to
    meet the environmental demands of
    multiple stakeholders—employees,
    suppliers, and the community.
    • Activist Approach - firms look for ways to
    respect and preserve the environment and
    be actively socially responsible

    Copyright
    Copyright©©2012
    2014 Pearson Education,
    Pearson Education 5-8
    Inc. Publishing as Prentice Hall
    Exhibit 5-2
    Green Approaches

    Copyright
    Copyright©©2012
    2014 Pearson Education,
    Pearson Education 5-9
    Inc. Publishing as Prentice Hall
    Managers and Ethical Behavior

    • Ethics - principles, values, and beliefs that


    define right and wrong behavior.
    • Many decisions managers make require
    them to consider both the process and
    who’s affected by the result

    Copyright
    Copyright©©2012
    2014 Pearson Education,
    Pearson Education 5-10
    Inc. Publishing as Prentice Hall
    Encouraging Ethical Behavior

    • Employee Selection - an opportunity to


    learn about an individual’s level of moral
    development, personal values, ego
    strength, and locus of control
    • Code of ethics - a formal statement of an
    organization’s primary values and the
    ethical rules it expects its employees to
    follow

    Copyright
    Copyright©©2012
    2014 Pearson Education,
    Pearson Education 5-11
    Inc. Publishing as Prentice Hall
    Encouraging Ethical Behavior (cont.)

    • Leadership - doing business ethically


    requires a commitment from top managers
    because
    – they’re the ones who uphold the shared
    values and set the cultural tone
    – they’re role models in terms of both words and
    actions
    – what they do is far more important than what
    they say

    Copyright
    Copyright©©2012
    2014 Pearson Education,
    Pearson Education 5-12
    Inc. Publishing as Prentice Hall
    Encouraging Ethical Behavior (cont.)

    • Job Goals and Performance Appraisal


    – Unrealistic goals provide stress which may
    pressure ethical employees to do whatever is
    necessary to meet those goals.
    – If performance appraisals focus only on
    economic goals, ends will begin to justify
    means. (trying to gain profit by any mean)
    – To encourage ethical behavior, both ends and
    means should be evaluated

    Copyright
    Copyright©©2012
    2014 Pearson Education,
    Pearson Education 5-13
    Inc. Publishing as Prentice Hall
    Encouraging Ethical Behavior (cont.)

    • Ethics Training - seminars, workshops,


    and similar ethics training programs to
    encourage ethical behavior
    • Independent Social Audits - evaluate
    decisions and management practices in
    terms of the organization’s code of ethics
    • Protective Mechanisms – allow employees
    who face ethical dilemmas to do what’s
    right without fear of reprimand
    Copyright
    Copyright©©2012
    2014 Pearson Education,
    Pearson Education 5-14
    Inc. Publishing as Prentice Hall

    You might also like