Managerial Ethics
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Managerial Ethics

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Managerial Ethics

Managerial Ethics

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Managerial Ethics Managerial Ethics Presentation Transcript

  • Chapter 2 Managerial Ethics FOM 2.1
  • Learning Outcomes
    • Define social responsibility and ethics
    • List at least six main arguments for at at least four main arguments against businesses being socially responsible
    • Explain the importance of demonstrating social responsibility in today’s business world
    • (continued)
    FOM 2-
  • Learning Objectives (continued)
    • Describe the concerns 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
    FOM 2-
  • Society’s Expectations from Organizations and Managers
    • Managers regularly make decisions about issues with a social dimension
    • In competitive environment, organizations cannot afford to be seen as socially irresponsible
    FOM 2-
  • Arguments Supporting Businesses Being Socially Responsible
    • Public expectations
    • Long-run profits
    • Ethical obligation
    • Public image
    • Better environment
    • Discouragement of further government regulation
    • Balance of responsibility and power
    • Shareholder interests
    • Possession of resources
    • Superiority of prevention over cures
    FOM 2-
  • Arguments Against 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
    FOM 2-
  • Demonstrating Social Responsibility
    • Social responsibility
    • Social obligation
    • Social responsiveness
    FOM 2-
  • 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
    FOM 2-
  • 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 ethically
    FOM 2-
  • Managerial Ethics
    • Ethics
      • Rules and principles that define right and wrong conduct
    • Three Views of Ethics
      • Utilitarian view - ethical decisions are made on the basis of their outcomes or consequences
    • (continued)
    FOM 2-
  • Managerial Ethics (continued)
    • Three Views of Ethics (continued)
      • Rights view - respects and protects individual liberties and privileges
      • Theory of justice view - managers impose and enforce rules fairly and impartially
    FOM 2-
  • 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)
    FOM 2-
  • 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 authority
    FOM 2-
  • Values
    • Basic convictions about what is right and wrong
    • Influence ethical behaviour
    • Values are developed in early years
    FOM 2-
  • Organizational Factors That Affect Ethical And Unethical Behaviour Moderators Organizational Culture Structural Variables Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. 03 Pearson Education Canada Inc. FOM 2.15 Ethical/Unethical Behaviour
  • Determinants Of Issue Intensity (Exhibit 2.3) FOM 2.16 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. ation Canada Inc. Source: Management, Seventh Canadian Edition, by Stephen P. Robbins, Mary Coulter, and Robin Stuart-Kotze, page 113. Copyright © 2003. Reprinted by permission of Pearson Education Canada Inc.
  • Businesses Improving Ethical Behaviour
    • Strong emphasis on corporate governance
    • Companies refocusing efforts on business ethics
    • New legislation to hold boards of directors more accountable
    FOM 2-
  • Managers Improving Ethical Behaviour
    • Hire individuals with high ethical standards
    • Establish codes of ethics and decision rules
    • Lead by example
    • (continued)
    FOM 2-
  • Managers Improving Ethical Behaviour (continued)
    • Delineate job goals and performance review mechanisms
    • Provide ethics training
    • Conduct social audits
    • Provide support to individuals facing ethical dilemmas
    FOM 2-
  • Code of Ethics
    • Formal statement of an organization’s primary values and ethical rules it expects employees to follow
    • Usually written
    • Must state in detail acceptable behaviours and actions
    FOM 2-
  • Management Responsibility Relating to Codes of Ethics
    • If possible, develop codes with active involvement of everyone in the organization
    • All levels of management must support and continually reaffirm the importance
    • Consistently discipline those who break the code
    • Set an example by behaviour and action
    FOM 2-
  • Concluding Remarks
    • More and more organizations are appearing in newspaper headlines about ethical conduct
    • Survey of employees shows workplace pressures are leading to more people considering acting unethically
    • Concerns about social responsibility are growing
    FOM 2-