click below
click below
Normal Size Small Size show me how
UVI MGT301 CH5
Robbins & Coulter 11ed- CH5- Managing Social Responsibility & Ethics
Term | Definition | |||||||
---|---|---|---|---|---|---|---|---|
social obligation | when a firm engages in social actions because of its obligation to meet certain economic and legal responsibilities | |||||||
classical view | the view that management's only social responsibility is to maximize profits | |||||||
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 | |||||||
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 | |||||||
social screening | applying social criteria (screens) to investment decisions | |||||||
green management | managers consider the impact of their organization on the natural environment | |||||||
ethics | principles, values, and beliefs that define what is right and wrong behavior | |||||||
values | basic convictions about what is right and wrong | |||||||
ego strength | a personality measure of the strength of a person's convictions | |||||||
locus of control | a personality attribute that measures the degree to which people believe they control their own fate | |||||||
values-based management | the organization's values guide employees in the way they do their jobs | |||||||
whistle-blower | individuals who raise ethical concerns or issues to others | |||||||
social entrepreneur | an individual or organization who seeks out opportunities to improve society by using practical, innovative, and sustainable approaches | |||||||
ways to maintain ethics | what can/cannot be done as defined by Foreign Corrupt Practices Act | recognize cultural differences | clarify ethical guidelines for employees working in different global locations | know principles of the Global Compact and Anti-Bribery Convention | ||||
ways managers can encourage ethical behavior | paying attention to employee selection | having and using code of ethics | recognizing the important ethical leadership role they play and how what they do is far more important that what they say | making sure that goals and the performance appraisal process don't reward goal achievement without taking into account how those goals were achieved | using ethics training and independent social audits | establishing protective mechanisms | ||
characteristics of ethical leaders | honest | share their values | stress important shared values | use the reward system appropriately | ||||
ways to protect whistle-blowers | encouraging them to come forward | setting up toll-free ethics hotlines | establishing a culture in which employees can complain and be heard without fear of reprisal | |||||
arguments for social responsibility | public expectations | long-run profits | ethical obligation | public image | better environment | discouragement of further governmental regulation | balance of responsibility and power superiority of prevention of cures | stockholder interests possession of resources |
arguments against social responsibility | violation of profit maximization | dilution of purpose | costs | too much power | lack of skills | lack of accountability | ||
light green approach | doing what is required legally, (social obligation) | |||||||
market approach | organizations respond to the environmental preferences of their customers (social responsiveness) | |||||||
stakeholder approach | organizations respond to the environmental demands of multiple stakeholders (social responsiveness) | |||||||
activist/dark green approach | organization looks for ways to respect and preserve the earth and its natural resources (social responsibility) | |||||||
factors that affect ethical/unethical behavior | individual's level or moral development (preconventional, conventional, or principled) | individual characteristics (values and personality variables- ego strength and locus of control) | structural variables (structure design, use or goals, performance appraisal system, and reward allocation procedures) | organizational culture (shared values and cultural strength) | issue intensity (greatness of harm, consensus of wrong, probability of harm, immediacy of consequences, proximity to victims, and concentration of effect |