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introduction to management 4
- 1. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved MANAGEMENTMANAGEMENT Chapter 4 MBH1113MBH1113
- 2. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 2 Ethical and Unethical Workplace Behavior Ethics The set of moral principles or values that defines right and wrong for a person or group.
- 3. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 3 Ethics and the Nature of Management Jobs Unethical Managerial BehaviorUnethical Managerial Behavior Authority and PowerAuthority and Power Handling InformationHandling Information Influencing the Behavior of OthersInfluencing the Behavior of Others Setting GoalsSetting Goals 11
- 4. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 4 Ethics and the Nature of Management Jobs Managers can encourage ethical behaviors by… using resources for company business only handling information confidentially not influencing others to engage in unethical behavior not creating policies that reward employees for unethical behavior setting reasonable goals 11
- 5. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 5 Workplace Deviance 22 Workplace Deviance Unethical behavior that violates organizational norms about right and wrong Two dimensions Degree of deviance Target of deviant behavior
- 6. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 6 Types of Workplace Deviance 22 Adapted from Exhibit 4.1 Production Deviance Production Deviance Property Deviance Property Deviance Political Deviance Political Deviance Personal Aggression Personal Aggression Minor Serious Organizational Interpersonal
- 7. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 7 Production Deviance Leaving early Taking excessive breaks Intentionally working slow Wasting resources 22
- 8. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 8 Property Deviance Sabotaging equipment Accepting kickbacks Lying about hours worked Stealing from company 22
- 9. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 9 Political Deviance Showing favoritism Gossiping about coworkers Blaming coworkers Competing nonbeneficially 22
- 10. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 10 Personal Aggression Sexual harassment Verbal abuse Stealing from coworkers Endangering coworkers 22
- 11. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 11 U.S. Sentencing Commission Guidelines Companies can be prosecuted and punished even if management didn’t know about the unethical behavior. 33
- 12. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 12 Who, What, and Why? Nearly all businesses are covered Punishes a number of offenses Encourages businesses to be proactive 3.13.1
- 13. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 13 Partial List of Offenses 3.13.1 Invasion of privacy Price fixing Fraud Customs violations Antitrust violations Civil rights violations Theft Money laundering Conflicts of interest Embezzlement Dealing in stolen goods Copyright infringements Extortion …and more
- 14. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 14 Steps in determining fine size 1. determine the base fine 2. compute a culpability score 3. multiply the base fine by the culpability score Steps in determining fine size 1. determine the base fine 2. compute a culpability score 3. multiply the base fine by the culpability score Compliance Program Steps Smaller fines for companies that are proactive 3.23.2
- 15. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 15 Compliance Program Steps Adapted from Exhibit 4.3 1. Establish standards and procedures. 7. Improve program after violations. 6. Enforce standards consistently and fairly. 5. Train employees on standards and procedures. 3. Delegate decision-making authority only to ethical employees. 4. Encourage employees to report violations. 2. Assign upper-level managers to be in charge. 3.23.2 Reviseifrequired
- 16. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 16 Influences on Ethical Decision Making EthicalEthical AnswersAnswers DependDepend on…on… EthicalEthical AnswersAnswers DependDepend on…on… Ethical Intensity of DecisionEthical Intensity of Decision Moral Development of ManagerMoral Development of Manager Ethical Principles UsedEthical Principles Used 44
- 17. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 17 Ethical Intensity Depends on… Concentration of effectConcentration of effect Magnitude of consequencesMagnitude of consequences Social consensusSocial consensus Probability of effectProbability of effect Proximity of effectProximity of effect Temporal immediacyTemporal immediacy 4.14.1
- 18. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 18 Moral Development 4.24.2 Adapted from Exhibit 4.4 SocietalSocietal ExpectationsExpectations SelfishSelfish InternalizedInternalized PrinciplesPrinciples PreconventionalPreconventionalPreconventionalPreconventional ConventionalConventionalConventionalConventional PostconventionalPostconventionalPostconventionalPostconventional Kohlberg’s Stages of Moral Development
- 19. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 19 Stages of Moral Development PreconventionalPreconventionalPreconventionalPreconventional 1. Punishment and Obedience 2. Instrumental Exchange 1. Punishment and Obedience 2. Instrumental Exchange ConventionalConventionalConventionalConventional 3. Good boy, nice girl 4. Law and order 3. Good boy, nice girl 4. Law and order PostconventionalPostconventionalPostconventionalPostconventional 5. Social contract 6. Universal principle 5. Social contract 6. Universal principle 4.24.2
- 20. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 20 Principles of Ethical Decision Making Long-term self-interestLong-term self-interest Personal virtuePersonal virtue Religious injunctionsReligious injunctions Government requirementsGovernment requirements Utilitarian benefitsUtilitarian benefits Individual rightsIndividual rights Distributive justiceDistributive justice 4.34.3
- 21. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 21 Principle of long-term self-interestPrinciple of long-term self-interest Never take any action not in your organization’s long-term self-interest. Never take any action not in your organization’s long-term self-interest. 4.34.3 Principles of Ethical Decision Making
- 22. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 22 Principles of Ethical Decision Making Principle of Personal VirtuePrinciple of Personal Virtue Never do anything that is not honest, open, and truthful and that you would not be glad to see reported in the newspapers or on TV. Never do anything that is not honest, open, and truthful and that you would not be glad to see reported in the newspapers or on TV. 4.34.3
- 23. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 23 Principles of Ethical Decision Making Principle of Religious InjunctionsPrinciple of Religious Injunctions Never take any action that is not kind and that does not build a sense of community. Never take any action that is not kind and that does not build a sense of community. 4.34.3
- 24. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 24 Principles of Ethical Decision Making Principle of Government RequirementsPrinciple of Government Requirements Never take any action that violates the law, for the law represents the minimal moral standard. Never take any action that violates the law, for the law represents the minimal moral standard. 4.34.3
- 25. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 25 Principles of Ethical Decision Making Principle of Utilitarian BenefitPrinciple of Utilitarian Benefit Never take any action that does not result in greater good for society. Never take any action that does not result in greater good for society. 4.34.3
- 26. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 26 Principles of Ethical Decision Making Principle of Individual RightsPrinciple of Individual Rights Never take any action that infringes on others’ agreed-upon rights. Never take any action that infringes on others’ agreed-upon rights. 4.34.3
- 27. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 27 Principles of Ethical Decision Making Principle of Distributive JusticePrinciple of Distributive Justice Never take any action that harms the least among us: the poor, the uneducated, the unemployed. Never take any action that harms the least among us: the poor, the uneducated, the unemployed. 4.34.3
- 28. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 28 Practical Steps to Ethical Decision Making Select and hire ethical employeesSelect and hire ethical employees Establish a Code of EthicsEstablish a Code of Ethics Train employees to make ethical decisionsTrain employees to make ethical decisions Create an ethical climateCreate an ethical climate 55
- 29. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 29 Practical Steps to Ethical Decision Making Overt Integrity Tests Personality-Based Integrity Tests Select and hire ethical employeesSelect and hire ethical employees If you found a wallet containing $50, would you return it with the money? 5.15.1
- 30. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 30 Doing the Right Thing If You Cheat in College, Will You Cheat in the Workplace? College students who cheat are likely to cheat again. 70 percent of students don’t see cheating as a problem. People who cheat and cheat again see their behavior as normal. 60 percent of people who cheat their employers don’t feel guilty for doing so. If You Cheat in College, Will You Cheat in the Workplace? College students who cheat are likely to cheat again. 70 percent of students don’t see cheating as a problem. People who cheat and cheat again see their behavior as normal. 60 percent of people who cheat their employers don’t feel guilty for doing so.
- 31. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 31 What Really Works Studies show that Integrity Tests… Help reduce workplace deviance Help hire workers who are better performers Studies show that Integrity Tests… Help reduce workplace deviance Help hire workers who are better performers However they have a smaller effect on assessing theft.
- 32. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 32 Ethics Question What is? What are your personal ethics? What are your organization’s ethics? What are the ethics of your industry? What are society’s ethics? What are global ethics?
- 33. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 33 Ethics Question What ought to be? How ought we treat our aging employees? How safe ought we make this product? How clean an environment should we aim for? How should we treat long-term employees when downsizing?
- 34. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 34 Ethics Question How do we get from What is to What ought to be? What is our Motivation?
- 35. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 35 Practical Steps to Ethical Decision Making Establish a Code of EthicsEstablish a Code of Ethics Communicate code of ethics to both inside and outside the company Develop ethical standards and procedures specific to business 5.25.2 http://www.nortelnetworks.comWeb Link
- 36. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 36 Ethics Training Ethics TrainingEthics Training Develops employee awareness of ethics Achieves credibility with employees Teaches a practical model of ethical decision making 5.35.3 http://ethics.bellsouth.com “Ethics Scenarios Game” Web Link
- 37. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 37 A Basic Model of Ethical Decision Making 1. Identify the problem1. Identify the problem 2. Identify the constituents2. Identify the constituents 3. Diagnose the situation3. Diagnose the situation 4. Analyze your options4. Analyze your options 5. Make your choice5. Make your choice 6. Act6. Act Adapted from Exhibit 4.6 5.35.3
- 38. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 38 Ethical Climate Managers: 1. Act ethically 2. Are active in company ethics programs 3. Report potential ethics violations 4. Punish those who violate the code of ethics Establishing an Ethical ClimateEstablishing an Ethical Climate 5.45.4 http://www.whistleblowers.orgWeb Link
- 39. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 39 What Is Social Responsibility? Social Responsibility A business’s obligation to… pursue policies make decisions take actions that benefit society
- 40. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 40 To Whom Are Organizations Socially Responsible? Stakeholder Model Stakeholder Model Satisfy Interests of Multiple Stakeholders Satisfy Interests of Multiple Stakeholders Shareholder Model Shareholder Model Maximize ProfitsMaximize Profits 66
- 41. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 41 ProsPros Shareholder Model Firm maximizes shareholder wealth and satisfaction The company stock increases in value 66 ConsCons Organizations cannot act effectively as moral agents for shareholders Time, money, and attention diverted to social causes undermine market efficiency
- 42. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 42 Stakeholder Model Primary Stakeholders: Shareholders Employees Customers Suppliers Governments Local Communities Primary Stakeholders: Shareholders Employees Customers Suppliers Governments Local Communities Secondary Stakeholders: Media Special Interest Groups Trade Associations Secondary Stakeholders: Media Special Interest Groups Trade Associations 66
- 43. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 43 Organization’s Social Responsibilities Abide by principlesAbide by principles of right and wrongof right and wrong Obey laws andObey laws and regulationsregulations EthicalEthical LegalLegal EconomicEconomic DiscretionaryDiscretionary Be profitableBe profitable Serve a social roleServe a social role 77 $ ?
- 44. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 44 Responses to Demands for Social Responsibility 88 ReactiveReactive DefensiveDefensive Accommo- dative Accommo- dative ProactiveProactive Fight all the way DO NOTHING DO MUCH Withdrawal Do only what is required Legal Approach Bargaining Problem Solving Public Relations Approach Be progressive Lead the industry
- 45. Chapter 4 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 45 Social Responsibility and Economic Performance Realities of Social Responsibility Can cost a companyCan cost a company Sometimes it does paySometimes it does pay Does not guarantee profitability Does not guarantee profitability 99
Editor's Notes
- Areas of unethical behavior are: authority and power, handling information, influencing the behavior of others, and setting goals. Unethical management behavior occurs when managers personally violate accepted principles of right and wrong. The authority and power inherent in some management positions can tempt managers to engage in unethical practices. Since managers often control company resources, there is a risk that some managers will cross over the line from legitimate use of company resources to personal use of those resources. For example, some managers have used corporate funds to pay for extravagant parties, lavish home decorating, jewelry, or expensive pieces of art. Handling information is another area in which managers must be careful to behave ethically. Information is a key part of management work. Managers collect it, analyze it, act on it, and disseminate it. However, they are also expected to deal in truthful information and, when necessary, to keep confidential information confidential. Leaking company secrets to competitors, "doctoring" the numbers, wrongfully withholding information, or lying are some possible misuses of the information entrusted to managers. A third area in which managers must be careful to engage in ethical behavior is the way in which they influence the behavior of others, especially those they supervise. Managerial work gives managers significant power to influence others. If managers tell employees to perform unethical acts (or face punishment), such as “faking the numbers to get results,” then they are abusing their managerial power. This is sometimes called the “move it or lose it” syndrome. “Move it or lose it” managers tell employees, “Do it. You’re paid to do it. If you can’t do it, we’ll find somebody who can.” Setting goals is another way that managers influence the behavior of their employees. If managers set unrealistic goals, the pressure to perform and to achieve these goals can influence employees to engage in unethical business behaviors.
- Depending on which study you look at, one-third to three-quarters of all employees admit that they have stolen from their employers or committed computer fraud, embezzled funds, vandalized company property, sabotaged company projects, or been “sick” from work when they weren’t sick. Experts estimate that unethical behaviors like these, which researchers call “workplace deviance,” may cost companies as much as $660 billion a year—roughly 6 percent of their revenues. Workplace deviance is unethical behavior that violates organizational norms about right and wrong. Workplace deviance can be categorized by how deviant the behavior is, from minor to serious, and by the target of the deviant behavior, either the organization or particular people in the workplace. This is demonstrated in Exhibit 4.1 and shown in one of the following slides.
- Types of workplace deviance are: Production deviance hurts the quality and quantity of work produced. Examples are: leaving early, taking long breaks, purposely working slower, or intentionally wasting resources Property deviance is unethical behavior aimed at company property.Examples are: sabotaging, stealing, damaging equipment, or overcharging for services and pocketing the difference. Shrinkage is theft of company merchandise by employees, and costs U.S. retailers $15.8 billion a year. Political deviance is using one’s influence to harm others in the company.Examples are favoritism in decision making, spreading rumors about coworkers, or falsely blaming mistakes on others. Personal aggression is hostile or aggressive behavior toward others, and includes sexual harassment, verbal abuse, stealing from coworkers, and workplace violence. A former Navistar employee forced his way into a Chicago factory and killed four people after firing 30 shots from an AK-47. The day after Christmas, an employee of Edgewater Technology walked into the accounting department and shot seven people dead. In the worst mass murder in Hawaii’s history, a frustrated copier repairman killed seven people outside a parts warehouse in Honolulu. More than 2 million Americans are victims of workplace violence each year.
- Former WorldCom CEO Bernard Ebbers is pictured here arriving at court, where he was eventually found guilty of fraud, conspiracy, and filing false documents, which led to the massive $11 billion accounting fraud at the telecommunications carrier. Ebbers faces up to 85 years in prison.
- Historically, if management was unaware of such activities, the company could not be held responsible for an employee’s unethical acts. However, under the 1991 U.S. Sentencing Commission Guidelines, companies can be prosecuted and punished even if management didn’t know about the unethical behavior. Moreover, penalties can be substantial, with maximum fines approaching $300 million dollars! The next slides examine who the guidelines apply to and what they cover, and how, according to the guidelines, an organization can be punished for the unethical behavior of its managers and employees.
- Nearly all businesses, nonprofits, partnerships, labor unions, unincorporated organizations and associations, incorporated organizations, and even pension funds, trusts, and joint stock companies are covered by the guidelines. If your organization can be characterized as a business (remember, nonprofits count too), then it is subject to the guidelines. The guidelines cover federal laws such as invasion of privacy, price fixing, fraud, customs violations, antitrust violations, civil rights violations, theft, money laundering, conflict of interest, embezzlement, dealing in stolen goods, copyright infringements, extortion, and more. However, it’s not enough to stay “within the law.” The purpose of the guidelines is not just to punish companies after they or their employees break the law. The purpose is to encourage companies to take proactive steps that will discourage or prevent white-collar crime before it happens. The guidelines also give companies an incentive to cooperate with and disclose illegal activities to federal authorities.
- The guidelines impose smaller fines on companies that take proactive steps to encourage ethical behavior or voluntarily disclose illegal activities to federal authorities. Essentially, the law uses a “carrot-and-stick” approach. The stick is the threat of heavy fines that can total millions of dollars. The carrot is greatly reduced fines, but only if the company has started an effective compliance program (discussed below) to encourage ethical behavior before the illegal activity occurs. The first step is computing the base fine by determining what level offense has occurred. The level of the offense (i.e., the seriousness of the problem) is figured by examining the kind of crime, the loss incurred by the victims, and how much planning went into the crime. After assessing a base fine, the judge computes a culpability score, which is a way of assigning blame to the company. Higher culpability scores suggest greater corporate responsibility in conducting, encouraging, or sanctioning illegal or unethical activity. The culpability score is a number ranging from a minimum of 0.05 to a maximum of 4.0. The culpability score is critical, because the total fine is computed by multiplying the base fine by the culpability score. Going back to our level 24 fraud offense, a company with a compliance program that turns itself in will only be fined $105,000 ($2,100,000 x 0.05). However, a company that secretly plans, approves, and participates in illegal activity will be fined $8.4 million ($2,100,000 x 4.0)!
- Source: D.R. Dalton, M.B. Metzger, & J.W. Hill, “The ‘New’ U.S. Sentencing Commission Guidelines: A Wake-up Call for Corporate America,” Academy of Management Executive 8 (1994): 7-16. Fortunately, for those who want to avoid paying these stiff fines, the 1991 U.S. Sentencing Guidelines are clear on the seven necessary components of an effective compliance program. The guidelines are listed on this slide.
- While some ethical issues are easily solved, for many there are no clearly right or wrong answers. The ethical answers that managers choose depend on the ethical intensity of the decision, the moral development of the manager, and the ethical principles used to solve the problem.
- Managers don’t treat all ethical decisions the same. The manager who has to decide whether to deny or extend full benefits to Joan Addessi and her family is going to treat that decision much more seriously than the manager who has to deal with an assistant who has been taking computer diskettes home for personal use. The difference between these decisions is one of ethical intensity, which is how concerned people are about an ethical issue. Magnitude of consequences is the total harm or benefit derived from an ethical decision. Social consensus is agreement on whether behavior is bad or good. Probability of effect is the chance that something will happen and then result in harm to others. Temporal immediacy is the time between an act and the consequences the act produces. Proximity of effect is the social, psychological, cultural, or physical distance of a decision maker to those affected by his or her decisions. Finally, whereas the magnitude of consequences is the total effect across all people, concentration of effect is how much an act affects the average person.
- In part, according to Lawrence Kohlberg, ethical decisions are based on a person’s level of moral development. Kohlberg identified three phases of moral development, with two stages in each phase. At the preconventional level of moral development, people decide based on selfish reasons. For example, if you were in Stage 1, the punishment and obedience stage, your primary concern would be not to get in trouble. Yet, in Stage 2, the instrumental exchange stage, you make decisions that advance your wants and needs. People at the conventional level of moral development make decisions that conform to societal expectations. In Stage 3, the good boy--nice girl stage, you normally do what the other “good boys” and “nice girls” are doing. In the law and order stage, Stage 4, you do whatever the law permits. People at the post conventional level of moral maturity always use internalized ethical principles to solve ethical dilemmas. In Stage 5, the social contract stage, you would consider the effects of your decision on others. In Stage 6, the universal principle stage, you make ethical decisions based on your principles of right and wrong.
- According to Professor Larue Hosmer, a number of different ethical principles can be used to make business decisions: long-term self-interest, personal virtue, religious injunctions, government requirements, utilitarian benefits, individual rights, and distributive justice. What these ethical principles have in common is that they encourage managers and employees to take others’ interests into account when making ethical decisions. At the same time, however, these principles can lead to very different ethical actions. Each of these principles are examined individually on the following slides.
- While it sounds as if the principle of self-interest promotes selfishness, it doesn’t. What we do to maximize our long-term interests (save more, spend less, exercise every day, watch what we eat) is often very different from what we do to maximize short-term interests (max out our credit cards, be a couch potato, eat whatever we want).
- The principle of personal virtue holds that you should never do anything that is not honest, open, and truthful, and that you would not be glad to see reported in the news media.
- The major issues here are compassion and kindness.
- The law provides the basic ethical guidelines for people.
- The needs of the many out weigh the needs of few. This is a cost benefit for all those affected by the decision.
- Here one considers those affected by this decision and tries to find a solution that does not sacrifice the rights of any of the affected persons.
- This principle is designed to protect the poor, the uneducated, and the unemployed. As stated at the beginning of this chapter, one of the “real world” aspects of ethical decisions is that no matter what you decide, someone or some group will be unhappy with the decision. This corollary is also true: No matter how you decide, someone or some group will be unhappy. Consequently, despite the fact that all of these different ethical principles encourage managers to balance others’ needs against their own, they can also lead to very different ethical actions. So, even when managers strive to be ethical, there are often no clear answers when it comes to doing “the” right thing.
- Managers can encourage more ethical decision making in their organizations by carefully selecting and hiring new employees, establishing a specific code of ethics, training employees how to make ethical decisions, and creating an ethical climate.
- Overt integrity tests estimate employee honesty by directly asking job applicants what they think or feel about theft or about punishment of unethical behaviors. For example, an employer might ask an applicant, “Do you think you would ever consider buying something from somebody if you knew the person had stolen the item?” or “Don’t most people steal from their companies?” Surprisingly, because they believe that the world is basically dishonest and that dishonest behavior is normal, unethical people will usually answer yes to such questions. Personality-based integrity tests indirectly estimate employee honesty by measuring psychological traits such as dependability and conscientiousness. For example, prison inmates serving time for white-collar crimes (counterfeiting, embezzlement, and fraud) scored much lower than a comparison group of middle-level managers on scales measuring reliability, dependability, honesty, and being conscientious and rule-abiding. These results show that companies can selectively hire and promote people who will be more ethical.
- Under the 1991 U.S. Sentencing Commission Guidelines, unethical employee behavior can lead to multimillion dollar fines. Workplace deviance costs companies $660 billion a year. One way to reduce workplace deviance and the chance of fines for unethical behavior is to use overt and personality-based integrity tests to screen job applicants. The studies, shown below, indicate that integrity tests help companies reduce workplace deviance, and help companies hire workers who are better performers. However, it is possible to improve scores through coaching and faking. To avoid this, tight security and close scrutiny should be maintained over integrity tests. Workplace Deviance (Counterproductive Behaviors) Probability of success Overt Integrity Tests : 82% Personality-based Integrity Tests 68% Job Performance Overt Integrity Tests 69% Personality-based Integrity Tests70% Theft Overt Integrity Tests 57%
- Today, 90 percent of large corporations have an ethics code in place. However, two things must happen if those codes are to encourage ethical decision making and behavior. First, companies must communicate the codes to others both within and outside the company. An excellent example of a well-communicated code of ethics can be found at Nortel Networks Internet site, at http://www.nortelnetworks.com. With the click of a computer mouse, anyone inside or outside the company can obtain detailed information about the company’s core values, specific ethical business practices, and much more. Second, in addition to general guidelines and ethics codes like “do unto others as you would have others do unto you,” management must also develop practical ethical standards and procedures specific to the company’s line of business. Visitors to Nortel’s Internet site can instantly access references to specific ethics codes, ranging from bribes and kickbacks to expense vouchers and illegal copying of software. Specific codes of ethics such as these make it much easier for employees to decide what they should do when they want to do the “right thing.”
- The first objective of ethics training is to develop employee awareness about ethics. This means helping employees recognize what issues are ethical issues, and then avoid the rationalization of unethical behavior: “This isn’t really illegal or immoral.” “No one will ever find out.” The second objective for ethics training programs is to achieve credibility with employees. Not surprisingly, employees can be highly suspicious of management’s reasons for offering ethics training. The third objective of ethics training is to teach employees a practical model of ethical decision making. A basic model should help them think about the consequences their choices will have on others and consider how they will choose between different solutions. This model is shown on the next slide.
- Source: L.A. Berger, “Train All Employees to Solve Ethical Dilemmas,” Best’s Review--Life-Health Insurance Edition 95 (1995):70-80. Identify the problem. What makes it an ethical problem? Think in terms of rights, obligations, fairness, relationships, and integrity. How would you define the problem if you stood on the other side of the fence? 2. Identify the constituents. Who has been hurt? Who could be hurt? Who could be helped? Are they willing players, or are they victims? Can you negotiate with them? 3. Diagnose the situation. How did it happen in the first place? What could have prevented it? Is it going to get worse or better? Can the damage now be undone? 4. Analyze your options. Imagine the range of possibilities. Limit yourself to the two or three most manageable. What are the likely outcomes of each? What are the likely costs? Look to the company mission statement or code of ethics for guidance. 5. Make your choice. What is your intention in making this decision? How does it compare with the probable results? Can you discuss the problem with the affected parties before you act? Could you disclose without qualm your decision to your boss, the CEO, the board of directors, your family or society as a whole? 6. Act. Do what you have to do. Don't be afraid to admit errors. Be as bold in confronting a problem as you were in causing it.
- The first step in establishing an ethical climate is for managers—especially top managers-- to act ethically themselves. Managers who decline to accept lavish gifts from company suppliers; who only use the company phone, fax, and copier for business and not personal use; or who keep their promises to employees, suppliers, and customers encourage others to believe that ethical behavior is normal and acceptable. A second step in establishing an ethical climate is for top management to be active in the company ethics program. A third step is to put in place a reporting system that encourages managers and employees to report potential ethics violations. Whistleblowing, reporting others’ ethics violations, is a difficult step for most people to take. Potential whistleblowers often fear that they will be punished rather than the ethics violators. The final step in developing an ethical climate is for management to fairly and consistently punish those who violate the company’s code of ethics.
- There are two perspectives on to whom organizations are socially responsible: the shareholder model and the stakeholder model. According to Nobel prize-winning economist Milton Friedman, the only social responsibility that organizations have is to satisfy their owners, that is, company shareholders. This view--called the shareholder model--holds that the only social responsibility that businesses have is to maximize profits. By maximizing profit, the firm maximizes shareholder wealth and satisfaction. More specifically, as profits rise, the company stock owned by company shareholders generally increases in value. By contrast, under the stakeholder model, management’s most important responsibility is long-term survival (not just maximizing profits), which is achieved by satisfying the interests of multiple corporate stakeholders (not just shareholders). Stakeholders are people or groups with a legitimate interest in a company. Since stakeholders are interested in and affected by the organization's actions, they have a "stake" in what those actions are. Consequently, stakeholder groups may try to influence the firm to act in their own interests.
- Friedman argues that it is socially irresponsible for companies to divert their time, money, and attention from maximizing profits to social causes and charitable organizations. The first problem he sees is that organizations cannot act effectively as moral agents for all company shareholders. While shareholders are likely to agree on investment issues concerning a company, it is highly unlikely that they possess common views on what social causes a company should or should not support. The second major problem, according to Friedman, is that the time, money, and attention diverted to social causes undermine market efficiency. In competitive markets, companies compete for raw materials, talented workers, customers, and investment funds. Spending money on social causes means there is less money to purchase quality materials or to hire talented workers who can produce a valuable product at a good price. If customers find the product less desirable, sales and profits will fall. If profits fall, stock prices will decrease and the company will have difficulty attracting investment funds that could be used to fund long-term growth. In the end, Friedman argues, diverting the firm’s money, time, and resources to social causes hurts customers, suppliers, employees, and shareholders.
- Some stakeholders are more important to the firm’s survival than others. Primary stakeholders are groups, such as shareholders, employees, customers, suppliers, governments, and local communities, on which the organization depends for long-term survival. So when managers are struggling to balance the needs of different stakeholders, the stakeholder model suggests that the needs of primary stakeholders take precedence over the needs of secondary stakeholders. However, contrary to the shareholder model, no primary stakeholder group is more or less important than another, since all are critical to the firm’s success and survival. So managers must try to satisfy the needs of all primary stakeholders. Secondary stakeholders, such as the media and special interest groups, can influence or be influenced by the company. Yet in contrast to primary stakeholders, they do not engage in regular transactions with the company and are not critical to its long-term survival. Consequently, meeting the needs of primary stakeholders is usually more important than meeting the needs of secondary stakeholders. While not critical to long-term survival, secondary stakeholders are still important, because they can affect public perceptions and opinions about socially responsible behavior.
- A century ago, society expected businesses to meet their economic and legal responsibilities and little else. Today, however, when society judges whether businesses are socially responsible, ethical and discretionary responsibilities are considerably more important than they used to be. Historically, economic responsibility, making a profit by producing a product or service valued by society, has been a business’s most basic social responsibility. Organizations that don’t meet their financial and economic expectations come under tremendous pressure. Legal responsibility is the expectation that companies will obey a society’s laws and regulations as they try to meet their economic responsibilities. Ethical responsibility is society’s expectation that organizations will not violate accepted principles of right and wrong when conducting their business. Because different stakeholders may disagree about what is or is not ethical, meeting ethical responsibilities is more difficult than meeting economic or legal responsibilities. Discretionary responsibilities pertain to the social roles that businesses play in society beyond their economic, legal, and ethical responsibilities.
- The model of social responsiveness, shown in Exhibit 4.10, identifies four strategies for responding to social responsibility problems: reactive, defensive, accommodative, and proactive. These strategies differ in the extent to which the company is wiling to act to meet or exceed society’s expectations.
- One question that managers often ask is, “Does it pay to be socially responsible?” While this is an understandable question, asking whether social responsibility pays is a bit like asking if giving to your favorite charity will help you get a better-paying job. The obvious answer is no. There is not an inherent relationship between social responsibility and economic performance. However, this doesn’t stop supporters of corporate social responsibility from claiming a positive relationship. In the end, if company management chooses a proactive or accommodative strategy toward social responsibility (rather than a defensive or reactive strategy), it should do so because it wants to benefit society and its corporate stakeholders, not because it expects a better financial return.