2. Social ResponsibilitySocial Responsibility
• Social Responsibility:Social Responsibility: the manager’s duty tothe manager’s duty to
nurture, protect and enhance the welfare ofnurture, protect and enhance the welfare of
stakeholders.stakeholders.
Obstructionist response:Obstructionist response: managers choose not to bemanagers choose not to be
socially responsible.socially responsible.
Defensive response:Defensive response: managers stay within the law butmanagers stay within the law but
make no attempt to exercise additional socialmake no attempt to exercise additional social
responsibility i.eresponsibility i.e Social ObligationSocial Obligation
Accommodative response:Accommodative response: managers realize the needmanagers realize the need
for social responsibility. Also calledfor social responsibility. Also called socialsocial
responsivenessresponsiveness
Proactive response:Proactive response: managers actively embracemanagers actively embrace
social responsibility.social responsibility. 5–2
3. 5–3
From Obligation to ResponsivenessFrom Obligation to Responsiveness
to Responsibilityto Responsibility
• Social Obligation (Defensive Approach)Social Obligation (Defensive Approach)
The obligation of a business to meet its economic and legalThe obligation of a business to meet its economic and legal
responsibilities and nothing more.responsibilities and nothing more.
• Social Responsiveness (Accommodative Approach)Social Responsiveness (Accommodative Approach)
When a firm engages in social actions in response to someWhen a firm engages in social actions in response to some
popular social need based on norms and values e.g culturalpopular social need based on norms and values e.g cultural
heritage and community service, demanded by society, eg childheritage and community service, demanded by society, eg child
care for employees, urging community to do some good bycare for employees, urging community to do some good by
newspaper etc.newspaper etc.
• Social Responsibility (Proactive Approach)Social Responsibility (Proactive Approach)
A business’s intention, beyond its legal and economicA business’s intention, beyond its legal and economic
obligations, to do the right things and act in ways that are goodobligations, to do the right things and act in ways that are good
for society. E.g power company urging to reduce use offor society. E.g power company urging to reduce use of
electricity,electricity,
12. Managerial EthicsManagerial Ethics
• Stakeholders:Stakeholders: people or groups that have anpeople or groups that have an
interest in the organization.interest in the organization.
Stakeholders include employees, customers,Stakeholders include employees, customers,
shareholders, suppliers, and others.shareholders, suppliers, and others.
Stakeholders often want different outcomes andStakeholders often want different outcomes and
managers must work to satisfy as many as possible.managers must work to satisfy as many as possible.
• Ethics:Ethics: a set of beliefs about right and wrong.a set of beliefs about right and wrong.
Ethics guide people in dealings with stakeholders andEthics guide people in dealings with stakeholders and
others, to determine appropriate actions.others, to determine appropriate actions.
Managers often must choose between the conflictingManagers often must choose between the conflicting
interest of stakeholders.interest of stakeholders.
13. EthicsEthics
Principles, values, and beliefs that define what is rightPrinciples, values, and beliefs that define what is right
and wrong behaviorand wrong behavior
It is difficult to know when a decision is ethical. HereIt is difficult to know when a decision is ethical. Here
is a good test:is a good test:
Managerial ethicsManagerial ethics:: If a managerIf a manager makesmakes
a decision falling within usual standards,a decision falling within usual standards,
is willing to personally communicate theis willing to personally communicate the
decision to stakeholders, and believesdecision to stakeholders, and believes
friends would approve, then it is likely anfriends would approve, then it is likely an
ethical decision.ethical decision.
14. Ethical ModelsEthical Models
Social Ethics:
Legal rules, customs
Professional Ethics:Professional Ethics:
Values in workplaceValues in workplace
Individual Ethics:Individual Ethics:
Family influenceFamily influence
Organization’sOrganization’s
Code of EthicsCode of Ethics
15. Ethical OriginsEthical Origins
• Societal Ethics:Societal Ethics: standards that members ofstandards that members of
society use when dealing with each other.society use when dealing with each other.
Based on values and standardsBased on values and standards found in society’sfound in society’s
legal rules, norm, and mores.legal rules, norm, and mores.
Codified in the form of lawCodified in the form of law and society customs.and society customs.
Norms dictate how people should behave.Norms dictate how people should behave.
• Societal ethics vary based on a given society.Societal ethics vary based on a given society.
Strong beliefs in one country may differ elsewhere.Strong beliefs in one country may differ elsewhere.
Example: bribesExample: bribes are anare an accepted business practice inaccepted business practice in
some countries.some countries.
16. Ethical OriginsEthical Origins
• Professional ethics:Professional ethics: values and standards used byvalues and standards used by
groups of managers in the workplace.groups of managers in the workplace.
Applied when decisions are not clear-cut ethically.Applied when decisions are not clear-cut ethically.
Example: physicians and lawyers have professionalExample: physicians and lawyers have professional
associations that enforce these.associations that enforce these.
• Individual ethics:Individual ethics: values of an individual resultingvalues of an individual resulting
from their family& upbringing.from their family& upbringing.
If behavior is not illegal, people will often disagree on if itIf behavior is not illegal, people will often disagree on if it
is ethical.is ethical.
Ethics of top managers set the tone for firms.Ethics of top managers set the tone for firms.
17. Ethical DecisionsEthical Decisions
• A key ethical issue is how toA key ethical issue is how to disperse harm anddisperse harm and
benefits among stakeholdersbenefits among stakeholders..
If a firm is very profitable for two years, who shouldIf a firm is very profitable for two years, who should
receive the profits? Employees, managers andreceive the profits? Employees, managers and
stockholders all want a share.stockholders all want a share.
Should we keep the cash for future slowdowns?Should we keep the cash for future slowdowns?
What is the ethical decision?What is the ethical decision?
• What about the reverse, when firms must layoffWhat about the reverse, when firms must layoff
workers.workers.
• Final point:Final point: stockholders are the legal owners ofstockholders are the legal owners of
the firm!the firm!
18. Ethical DecisionsEthical Decisions
• Some other issues managers must consider.Some other issues managers must consider.
Should you hold payment to suppliers as long asShould you hold payment to suppliers as long as
possible to benefit your firm?possible to benefit your firm?
This will harm your supplier who is a stakeholder.This will harm your supplier who is a stakeholder.
Should you pay severance pay to laid off workers?Should you pay severance pay to laid off workers?
This may decrease the stockholder's return.This may decrease the stockholder's return.
Should you buy goods from overseas firms that hireShould you buy goods from overseas firms that hire
children?children?
If you don’t the children might not earn enough money to eat.If you don’t the children might not earn enough money to eat.
19. Why Behave Ethically?Why Behave Ethically?
• Managers should behave ethically to avoidManagers should behave ethically to avoid
harming others.harming others.
Managers are responsible for protecting and nurturingManagers are responsible for protecting and nurturing
resources in their charge.resources in their charge.
• Unethical managers run the risk for loss ofUnethical managers run the risk for loss of
reputation.reputation.
This is a valuable asset to any manager!This is a valuable asset to any manager!
Reputation is critical to long term managementReputation is critical to long term management
success.success.
All stakeholders are judged by reputation.All stakeholders are judged by reputation.
22. 5–22
How Managers Can Improve EthicalHow Managers Can Improve Ethical
Culture in An OrganizationCulture in An Organization
1.1. Hire individuals with high ethical standards.Hire individuals with high ethical standards.
2.2. Establish codes of ethics and decision rules.Establish codes of ethics and decision rules.
3.3. Lead by example.Lead by example.
4.4. Set realistic job goals and include ethics inSet realistic job goals and include ethics in
performance appraisals.performance appraisals.
5.5. Provide ethics training.Provide ethics training.
6.6. Conduct independent social audits.Conduct independent social audits.
7.7. Provide support for individuals facing ethicalProvide support for individuals facing ethical
dilemmas.dilemmas.
8.8. Strong Culture as Culture Determine BehaviorStrong Culture as Culture Determine Behavior