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Robbins & Coulter 11ed- CH5- Managing Social Responsibility & Ethics

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
Created by: mahepath
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