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Managerial Ethics                    1
LEARNING OUTCOMEDefine social responsibility and ethicsList at least six main arguments for at least four main arguments...
Learning Objectives ( continued)•Describes the concern people have about business ethics•Explain the relationship between ...
Society’s Expectation from      Organizations and ManagerManagers regularly make decisions about issues with a social dim...
Arguments Supporting Businesses     Being Socially ResponsiblePublic expectationsLong-run profitsEthical obligationPub...
Arguments Againts Businesses Being      Socially ResponsibleViolation of profit maximizationDilution of purposeCostsTo...
Demonstrating Social ResponsibilitySocial responsibilitySocial obligationSocial responsiveness                         ...
Relationship Between Social       Responsibility and Economic               PerformanceResearch studies show positive rel...
Managers Becoming More Socially                 Responsible• It is the collective behaviour and actions of  managers that ...
Managerial Ethics• Ethics - Rules and principles that define right and  wrong conduct• Three Views of Ethics - Utilirian v...
Managerial Ethics (continued)• Three Views of Ethics (continued) - Right view – respects and protects individual   liberti...
Moral Development• Is a measure of an individual’s independence  as his/her moral judgment becomes less and  less dependen...
Moral Development (continued)• As development evolves, moral judgment is  less dependent on outside factors• Individuals w...
Values• Basic convictions about what is right and  wrong• Influence ethical behaviour• Values are developed in early years...
Organizational Factors That Affect         Ethical And Unethical Behaviour    Organizational Culture                      ...
Determinants Of Issue Intensity (Exhibit 2.3)                                                   How much agreement is ther...
Businesses Improving Ethical             Behaviour• Strong emphasis on corporate governance• Companies refocusing efforts ...
Managers Improving Ethical             Behaviour• Hire individuals with high ethical standards• Establish codes of ethics ...
Managers Improving Ethical           Behaviour (continued)• Delineate job goals and performance reviewmechanisms• Provide ...
Code of Ethics• Formal statement of an organization’s primaryvalues and ethical rules it expects employees tofollow• Usual...
Management Responsibility      Relating to Codes of Ethics• If possible, develop codes with activeinvolvement of everyone ...
Concluding Remarks• More and more organizations are appearing innewspaper headlines about ethical conduct• Survey of emplo...
itazulaikha@yahoo.com.my     Format: LAWM483-
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Law 483 managerial ethics

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Transcript of "Law 483 managerial ethics"

  1. 1. Managerial Ethics 1
  2. 2. LEARNING OUTCOMEDefine social responsibility and ethicsList at least six main arguments for at least four main arguments againts businesses being socially responsible.Explain the importance of demonstrating social responsibility in today business world 2
  3. 3. Learning Objectives ( continued)•Describes the concern people have about business ethics•Explain the relationship between social responsibility and managerial ethics•Identify the seven factors that influence ethical behaviour•Describe ways an organization can improve ethical behaviour 3
  4. 4. Society’s Expectation from Organizations and ManagerManagers regularly make decisions about issues with a social dimensionIn competitive environment, organizations cannot afford to be seen as socially irresponsible 4
  5. 5. Arguments Supporting Businesses Being Socially ResponsiblePublic expectationsLong-run profitsEthical obligationPublic imageBetter environmentBalance of responsibility and powerShareholder interestsPossession of resourcesSuperiority of prevention over cures 5
  6. 6. Arguments Againts Businesses Being Socially ResponsibleViolation of profit maximizationDilution of purposeCostsToo much powerLack of skillsLack of accountabilityLack of broad public support 6
  7. 7. Demonstrating Social ResponsibilitySocial responsibilitySocial obligationSocial responsiveness 7
  8. 8. Relationship Between Social Responsibility and Economic PerformanceResearch studies show positive relationshipGeneral public perception that companies who behave in a socially responsible way have better business performance 8
  9. 9. Managers Becoming More Socially Responsible• It is the collective behaviour and actions of managers that make a company socially responsible• Managers who make the right decisions are described as being or behaving ethicallyRobbins et al., Fundamentals of Management, 4th Canadia Edition©2005 Pearson Education Canada, Inc. 9
  10. 10. Managerial Ethics• Ethics - Rules and principles that define right and wrong conduct• Three Views of Ethics - Utilirian view – ethical decisions are made on the basis of their outcomes or consequences (continued)Robbins et al., Fundamentals of Management, 4th Canadia Edition©2005 Pearson Education Canada, Inc. 10
  11. 11. Managerial Ethics (continued)• Three Views of Ethics (continued) - Right view – respects and protects individual liberties and privileges• Theory of injustice view – managers impose and enforce rules fairly and impartiallyRobbins et al., Fundamentals of Management, 4th Canadia Edition©2005 Pearson Education Canada, Inc. 11
  12. 12. Moral Development• Is a measure of an individual’s independence as his/her moral judgment becomes less and less dependent on outside influences• Stages start with making a choice between right and wrong based on personal consequences (continued)Robbins et al., Fundamentals of Management, 4th Canadia Edition©2005 Pearson Education Canada, Inc. 12
  13. 13. Moral Development (continued)• As development evolves, moral judgment is less dependent on outside factors• Individuals with highly-developed moral development can make clear distinctions to define moral principles separate from any authorityRobbins et al., Fundamentals of Management, 4th Canadia Edition©2005 Pearson Education Canada, Inc. 13
  14. 14. Values• Basic convictions about what is right and wrong• Influence ethical behaviour• Values are developed in early yearsRobbins et al., Fundamentals of Management, 4th Canadia Edition©2005 Pearson Education Canada, Inc. 14
  15. 15. Organizational Factors That Affect Ethical And Unethical Behaviour Organizational Culture Ethical/Unethical Moderators Behaviour Structural VariablesRobbins et al., Fundamentals of Management, 4th Canadia Edition©2005 Pearson Education Canada, Inc. FOM 2.15
  16. 16. Determinants Of Issue Intensity (Exhibit 2.3) How much agreement is there How many people will that this action is wrong? be harmed?ed? How likely is it that this action will cause harm? Consensus of Greatness Wrong Probability of of Harm Harm Issue Intensity Concentration Immediacy of of Effect Proximity Consequences to Victims How concentrated is the effect of the action on the victims? Will harm be felt How close are the potential immediately? victims?Source : Management, Seventh Canadian Edition, by Stephen P. Robbins, Mary Coulter, and RobbinStuart-Kotze, page 113. Copyright 2003. Reprinted by permission of Pearson Education Canada Inc.Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 PearsonEducation Canada, Inc.
  17. 17. Businesses Improving Ethical Behaviour• Strong emphasis on corporate governance• Companies refocusing efforts on businessethics• New legislation to hold boards of directorsmore accountableRobbins et al., Fundamentals of Management, 4th Canadian Edition 2005 PearsonEducation Canada, Inc. 17
  18. 18. Managers Improving Ethical Behaviour• Hire individuals with high ethical standards• Establish codes of ethics and decision rules• Lead by example (continued)Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 PearsonEducation Canada, Inc. 18
  19. 19. Managers Improving Ethical Behaviour (continued)• Delineate job goals and performance reviewmechanisms• Provide ethics training• Conduct social audits• Provide support to individuals facing ethicaldilemmasRobbins et al., Fundamentals of Management, 4th Canadian Edition 2005 PearsonEducation Canada, Inc. 19
  20. 20. Code of Ethics• Formal statement of an organization’s primaryvalues and ethical rules it expects employees tofollow• Usually written• Must state in detail acceptable behaviours andactionsRobbins et al., Fundamentals of Management, 4th Canadian Edition 2005 PearsonEducation Canada, Inc. 20
  21. 21. Management Responsibility Relating to Codes of Ethics• If possible, develop codes with activeinvolvement of everyone in the organization• All levels of management must support andcontinually reaffirm the importance• Consistently discipline those who break the code• Set an example by behaviour and actionRobbins et al., Fundamentals of Management, 4th Canadian Edition 2005 PearsonEducation Canada, Inc. 21
  22. 22. Concluding Remarks• More and more organizations are appearing innewspaper headlines about ethical conduct• Survey of employees shows workplacepressures are leading to more peopleconsidering acting unethically• Concerns about social responsibility aregrowingRobbins et al., Fundamentals of Management, 4th Canadian Edition 2005 PearsonEducation Canada, Inc. 22
  23. 23. itazulaikha@yahoo.com.my Format: LAWM483-
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