Assignment Mini Powerpoint #1 Choose one of the following main .docx

Assignment Mini Powerpoint #1:
Choose one of the following main life history/life course stages:
1) Gestation 2) Infancy 3) Child or Juvenile Growth/Health 4)
Adolescence-start sexual maturity 5)Adulthood- Reproductive
Health or 6) Aging/Senescence.
Create a 3-5 slide powerpoint presentation describing one
specific health topic of interest from within your chosen stage
utilizing a biocultural context (exs: obesity in childhood,
infertility in reproductive health, aging and dementia). Your
powerpoint is due online Canvas by Sunday Jan 26th 11:59pm.
Please include APA style citations within each slide as follows
(Mucha, 2020) and as last slide reference list (full citation).
Chapter
© 2017 Cengage Learning®. May not be scanned, copied or
duplicated, or posted to a publicly accessible website, in whole
or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-
protected website or school-approved learning management
system for classroom use.
4
Managing Ethical and Social Responsibility Challenges in
Multinational Companies

Learning Objectives (1 of 2)Know the definitions of
international business ethics and social
responsibility.Understand some basic principles of ethical
philosophy relevant to business ethics.Understand how social
institutions and national culture affect ethical decision making
and management.Understand the implications of using ethical
relativism and ethical universalism in ethics management.
Learning Objectives (2 of 2)Identify the basic principles and
consequences of the U.S. Foreign Corrupt Practices
Act.Understand how international agreements affect
international business ethics.Understand the differences among
economic, legal, and ethical analyses of business
problemsDevelop skills in international decision making with
ethical consequences.

Ethical Challenges Facing MNCs WorldwideEvery
Multinational company faces ethical challenges when operating
in a foreign country:Should we dump our waste in the river
knowing the damage it will do, even if such conduct is not
illegal?Should we refuse to bribe a government official, and
lose the contract to our competitor?Should we use cheap child
labor, even if its not illegal, just because our competitors do?
What Are International Business Ethics and Social
Responsibility? (1 of 6)Business Ethics: A part of the broader
concern for ethical behavior, which affects people and their
welfareEthics deal with the “shoulds” of life – the rules and
values that determine actions people should follow when
dealing with other human beings. Although economic logic
dominates business decision making, each business decision
also has consequences for people, whether intended or not.But
ethical questions seldom have clear or unambiguous answers.
Responsibility? (2 of 6)International Business Ethics: unique

ethical problems faced by managers operating across national
boundaries. International business ethics differs from domestic
business ethics in two ways:International business is more
complex, as different cultures do not agree on what one
“should” do.MNCs often have power and assets that are equal to
foreign governments, raising more ethical concerns over the use
of such power.
Responsibility? (3 of 6)Corporate Social Responsibility (CSR):
the idea that businesses have a responsibility to society beyond
making profitsCSR is closely related to business ethics.CSR is
concerned with ethical consequences of company policies and
procedures.Practicing CSR, a business must take into account
the welfare of other constituents in addition to stockholders.
Responsibility? (4 of 6)Primary Stakeholders: those who are
directly linked to a company’s survival; (i.e., customers,
suppliers, employees, and shareholders)Secondary Stakeholders:

those who are less directly linked to the company’s survival, but
have impact; these include the media, trade associations, and
special-interest groupsAddressing the needs of both groups is
critical. Shell Oil in Nigeria, Monsanto’s biotechnology
products
Responsibility? (5 of 6)There are three important stakeholder
attributes.
Power: the degree to which that stakeholder can exert influence
on a company and force them to implement changes.
Urgency: the degree to which a company needs to respond to the
needs of a stakeholder in order to keep those stakeholders
satisfied.
Responsibility? (6 of 6)
Legitimacy:the degree to which actions of a stakeholder is
viewed as acceptable. To address the needs of stakeholders
appropriately, multinationals can examine the levels of the three

attributes and respond accordingly.
Exhibit 4.3:
Stakeholder Attribute Combination and Potential Multinational
Response
Ethical Philosophy (1 of 2)Two approaches to ethical decision
making:Traditional ViewsTeleological ethical theoriesMorality
of an act based on consequencesUtilitarianism: greatest good
for greatest number Deontological ethical theoriesActions are
good or bad in and of themselvesContemporary
philosophyMoral Languages

Ethical Philosophy (2 of 2)Moral Languages describe the basic
ways that people think about ethical decisions and explain their
ethical choicesSix basic ethical languages:Virtue and viceSelf-
controlMaximizing human welfareAvoiding harmRights and
dutiesSocial contract
National Differences in Business Ethics and Social
Responsibility
(1 of 2)National culture and social institutions affect how
businesses manage ethical behavior and social
responsibility.Cultural norms & values influence conformity to
laws, and bribery, among others.Social institutions such as
religion and the legal system are key institutions that affect
what ethical issues are important to a society and how they are
managed.Although there are differences between societies, some
actions are universally condemned (i.e., harming children).

Exhibit 4.4:
A Model of Institutional & Cultural Effects on Business Ethics
Issues & Management
National Differences in Business Ethics and Social
Responsibility
(2 of 2)Institutional Anomie Theory and other research:Some
national culture and social institutions are likely to encourage
breaking norms, justifying ethically suspect behaviors. National
cultures that value high achievement, high individualism, high
universalism, high materialism are all related to higher deviance
from norms.Social institutions such as high industrialization,
capitalist systems, lower family breakdown, and highly
accessible educational systems all encourage deviance from
norms.
Questionable Payments

and Bribery (1 of 3)Questionable Payments are: Bribes or gifts
to expedite government actions or to gain advantage in business
dealsIn many countries, such payments are expected, and people
routinely offer gifts or bribesLike the U.S., most countries have
a law forbidding corrupt practices, but enforcement varies
widely.
and Bribery (2 of 3)Corruption and bribery can have devastating
effects on societies.Companies routinely use poorer-quality
products or materials to make up for the bribe, thus resulting in
inferior products with poor quality.Corruption can also result in
collusion among firms, resulting in even higher prices.
and Bribery (3 of 3)
To understand the level of corruption in countries, multinational
companies can rely on the Corruption Perception Index

(CPI).CPI, developed by Transparency International, gives an
idea of the perceived levels of corruption within countries.
U.S. Foreign Corrupt Practices Act (FCPA) (1 of 3)The Foreign
Corrupt Practices Act (FCPA) is the U.S. Law forbidding
corrupt practices. The FCPA forbids US companies from illegal
payments or gifts to officials of foreign governments for the
sake of getting or retaining business.A firm may avoid liability
if it has no “reason to know” that its agent has paid a bribe.
U.S. Foreign Corrupt Practices Act (FCPA) (2 of 3)Tricky
component is the “reason-to-know” component:Firms are liable
for bribes if bribes are made by agents of the company.Firms
often use local agents, as they have “local know how” in
conducting business. Firms are liable if its common knowledge
that agents bribe officials to commit illegal acts.If no
knowledge or reason to expect illegal agent behavior, then firm
is not held liable.

U.S. Foreign Corrupt Practices Act (FCPA) (3 of 3)The FCPA
does not prohibit some forms of payments that may occur in
international business:Payments made under duress to avoid
injury or violenceSmall payments to encourage officials to do
legitimate and routine jobsPayments which are lawful in a
country“Grease” payments which do not seek illegal ends, but
are used to speed up normal business
Exhibit 4.8:
FCPA: Number of Convictions
Toward Transnational EthicsGlobalization dramatically

increases contact among people from different ethical and
cultural systems.This contact creates pressure for ethical
convergence, and the development of transnational agreements
among nations to govern business practices.Despite differences
in cultures, there are growing pressures to follow the same rules
in managing ethical behavior and social responsibility.
Pressures for Ethical ConvergenceThere are four basic reasons
for ethical convergence.
The growth of international trade and trading blocks
Interaction between trading partners which increases pressures
to imitate business practices
Employees of varied cultural background who require common
standards for conduct
An increasing number of business watchdogs
Prescriptive Ethics for the Multinational (1 of 4)Prescriptive
Ethics: Suggested guidelines for the ethical behavior of
MNCsThree moral languages should guide MNCs:Avoiding
harm Rights and dutiesSocial contract These three are the

easiest to specify in written codesAre also most appropriate in
heterogeneous cultures
Prescriptive Ethics for the Multinational (2 of 4)Sources of
international ethics guidelines:The United Nations Universal
Declaration of Human RightsThe United Nations Code of
Conduct on Transnational CorporationsThe European
Convention on Human RightsThe International Chamber of
Commerce Guidelines for International Investment
Prescriptive Ethics for the Multinational (3 of 4)The
Organization for Economic Cooperation and Development
Guidelines for Multinational EnterprisesThe Helsinki Final
ActThe International Labor Office Tripartite Declarations of
Principles Concerning Multinational Enterprises and Social
PolicyThese may be sources for the Code of Conduct for the
Multinational Company.

Prescriptive Ethics for the Multinational (4 of 4)There are two
rationales that support the rationales in the code of conduct for
the multinational companyBasic deontological principles
dealing with human rights (such as the right to work, right to be
safe)History of experiences in international business
interactions (MNCs often ignore the environment)MNCs may
not always follow ethical principles.Even if such Codes are not
enforceable, they provide a safe guide to ethical conduct for
management.
The Ethical Dilemma in Multinational Management:
How Will You Decide? (1 of 4)Ethical relativism vs. Ethical
universalismEthical relativism: Each society’s view of ethics
must be considered legitimate and ethical. (When in
Rome…)Ethical universalism: Basic moral principles transcend
cultural and national boundariesDifficulty in following either
standard Ethical relativism can become convenient relativism.

How Will You Decide? (2 of 4)Convenient Relativism occurs
when companies use the logic of ethical relativism to behave
any way they please, using differences in cultures as an
excuse.Similarly, extreme moral universalism can lead to
problems of cultural imperialism in which managers assume
they know the correct and ethical ways of behaving, viewing
other values as inferior.
How Will You Decide? (3 of 4)Should a MNC follow local or
universal norms?Five steps to make the decision
Identify if there are questionable practices of a decision.
Understand whether the questionable practice violates any laws.
Decide if the questionable practice is simply a cultural
difference or an ethics problem

How Will You Decide? (4 of 4)Five steps to make the decision
(cont.)
Assess whether the ethics problem or cultural difference
violates any industry or other international code.
Assess whether a company has leverage (something of value to
give) in the host country so that it can follow its own practices.
Individual Ethical Decision Making for the Multinational
Manager (1 of 3)Forms of analyses:Economic analysis: focuses
on what is the best decision for a company’s profitsLegal
analysis: focuses on only meeting legal requirements of host
and parent countriesEthical analysis: goes beyond focusing on
profit goals and legal regulations to consider what is the “right”
thing to do.

Manager (2 of 3)Ethical analysis has 3 components:One’s
organizationThe national culture where the firm
operatesPersonal ethical beliefsPurely ethical issues must be
weighed against economic and legal analyses.MNCs are guests
in other nations, and their actions will impact their host country
and its inhabitants.
Manager (3 of 3)Consider GE’s principles for high ethics and
integrity
Committed leadership and leading by example
Going beyond financial, legal, and country rules
Staying ahead of regulators
Assigning responsibility to all employees
Letting employees have a say in ethics
Holding leaders accountable with ethics metrics
Exhibit 4.10:

Decision Points for Ethical Decision Making in Multinational
Management
SummaryChapter 4 provides background on business
ethics.Multinational managers face ethical dilemmas similar to
their domestic counterparts.Challenges are magnified by the
complexity of working across different countries and
cultures.National contexts influence ethics in
organizations.Despite some convergence, ethical differences
exist.The individual MNC manager must decide.
Chapter
3
The Institutional Context of Multinational Management

Learning Objectives (1 of 3)Understand the national context and
how it affects the business environment.Understand the
influence of the institutional context of countries on individuals
and organizations.Define social institutions and understand their
basic forms.Explain how social institutions influence both
people and organizations.
Learning Objectives (2 of 3)Describe the basic economic
systems and their influence on multinational
operations.Understand the basic stages of industrialization and
their implications for multinationals.Discuss the world’s basic
religions and how they shape the local business
environment.Develop an understanding of education and its
effects on multinational operations.

Learning Objectives (3 of 3)
Define social inequality and its implications for
multinationals.Understand the importance of the national
context and its connection with other international management
areas.
Institutional Context (1 of 2)
Institutional Context: Includes other elements of society besides
national culture such as:EducationThe governmentThe legal
systemThese can affect important business-related differences
among societies.May encourage adoption of values inconsistent
with national cultures.
Institutional Context (2 of 2)It is important to understand the
dominant institutional context of any society, and appreciate its
influence on individuals and organizations.Understanding the

institutional context is critical to effective multinational
management.At a basic level, a manager cannot completely
understand any society without examining its national culture
and institutional context.
National ContextNational Context: The national context is
composed of the respective national cultures and social
institutions of a society.Intertwined with national cultural
forces are social institutions such as:The economic
systemReligionEducation
Exhibit 3.1:
The National Context and Multinational Companies

Social Institutions and Their Influence on Society (1 of 4)Social
Institutions: may be defined as:A complex of positions, roles,
norms, and values organizing relatively stable patterns of
human resources that sustain viable societal structures within a
given environmentSocial institutions have profound effects on
people’s life conditions, and provide context for psychological
differences among people.
Social Institutions and Their Influence on Society (2 of 4)Social
institutions can have regulative, normative, or cognitive
influence on individuals.A regulative social institution
constrains and regularizes behaviors through its capacity to
establish rules, to inspect and review conformity, and to
manipulate consequences to reinforce behaviors
Social Institutions and Their Influence on Society (3 of 4)The
cognitive dimension refers to the widely shared knowledge

regarding how things are done in a society.The normative
dimension refers to the values and norms promulgated by the
social institutions.
Exhibit 3.2:
Cross-national Distance as Measured by Institutions
Source: Adapted from Berry, H., Guillen, M.F., and Zhou, N.
2010. “An institutional approach to cross-national distance.”
Journal of International Business Studies, 41, 1460-
1480.InstitutionMeaningExamplesFinancialDifferences in
importance of financial sectorCredit available
Listed companiesEconomicDifferences in macroeconomics
indicatorsGDP
Exports
InflationPoliticalDifferences in democracy; political risk;
stabilityDemocracy score
Index of economic freedom
Size of stateAdministrativeDifferences in religious and
language systemsCommon religion
Legal systemConnectednessDifferences in Internet use; tourism
activitiesPer capita tourism visits
Per capita Internet usersDemographicDifferences in
demographic segmentsBirth rate
Population by age groupsGeographicPhysical distances between
countriesDistance between countries

Social Institutions and Their Influence on Society (4 of 4)Three
key social institutions that influence business environment:The
economic systemThe level of industrializationTypes of religions
Additionally, Education Level of social inequality
Economic Systems (1 of 3)Economic systems: network or
system of beliefs, activities, organizations and relationships that
provide the goods and services of a societyTypified by extremes
of capitalism, socialism and a mix of bothImportant
implications based onDominant market typeMarket transitions

Economic Systems (2 of 3)Capitalist/market economy:
production is decentralized to private property rights owners
who act to make profits in competitive
marketSocialist/command economy: production resources are
owned by the state, and production decisions are centrally
coordinatedMixed economy: combines aspects of capitalist and
socialist economiesE.g., Sweden, France, Denmark, Italy and
India
Economic Systems (3 of 3)
Economic systems have two major implications for strategic
multinational management: Dominant market typeMarket
transitions
Dominant Market Type (1 of 2)Dominant Market Type: Whether
the market and economic system of a country are
predominantly capitalist, socialist or mixed.The decision
whether to operate in another country may depend on the

dominant market type.In mixed economies, MNCs should
subordinate their economic goals and respect social
objectivesMultinational managers may want to consider the
Index of Economic Freedom.
Dominant Market Type (2 of 2)Index of Economic Freedom:
Defines economic freedom as:The absence of government
coercion or constraint on the production, distribution, or
consumption of goods and services beyond the extent necessary
for citizens to protect and maintain liberty itselfThe index
includes 10 indicators ranging from trade and taxation policies,
to property rights and regulation, including government
intervention in the economy.
Exhibit 3.3:
Index of Economic Freedom

Market TransitionsMarket Transitions: Changes societies
experience as they move from socialism to a market based
economyMultinational implications:Need to turn around
inefficient formerly state-owned companies to become cost
effectiveMotivational issues with workersInterpersonal trust,
teams, meritocracy
Industrialization (1 of 2)Industrialization: Cultural and
economic changes that occur because of how production is
organized and distributed in societyStages of
industrializationPre-industrialIndustrialPostindustrial
Industrialization (2 of 2)Pre-industrial society: Agriculture
dominates the economic environmentReligious norms, tradition

emphasizedIndustrial society: Dominance of manufacturing or
secondary sectorTechnological developmentPostindustrial
society: Emphasis on the service sectorsNeed highly skilled
workers with specialized skills
Exhibit 3.4: Distribution of Production Activities by Sector
Managerial Implications:
Industrialization
(1 of 2)Direct correspondence between industrialization and
economic developmentPre-industrial countries provide cheap
labor and untapped marketsBut poor infrastructure for
businessTraditional and communal valuesIndustrial societies
favor innovation and individualismGovernments provide
favorable environment Educated labor force

Industrialization
(2 of 2)Postindustrial societiesDominance of service sector;
knowledge basedAlmost complete demise of agricultural
sectorSignificant decline in manufacturing sectorIncreasing
emphasis on quality-of-life Non economic incentives
favoredPost-materialist values, individual expression, and
movement toward more a humane society
ReligionReligion: A shared set of beliefs, activities, and
institutions based on faith in supernatural forces.Religion is an
important aspect of most societies.Together, Christianity, Islam,
Hinduism and Buddhism are followed by almost 71% of the
world’s population.20% of world’s population are
nonreligious.Different religions shape how people do business
in different parts of the world.

ChristianityChristianity: A religion based on the teachings of
JesusThe most practiced religion around the worldProtestantism
emphasizes wealth and hard workTen commandments – basis for
ethical behaviorsDignity of human life, labor and
happinessImplications for multinationals: Business environment
conducive to these valuesSunday holiday for prayer
IslamIslam: Based on submission to the will of Allah (God).The
Prophet Muhammad was a messenger of Allah. The second
largest of the world’s religions and growing.Islamic laws or
Shari’ah, based on The Five Pillars.Muslims pray five times a
day, fast during Ramadan.Implications for multinationals:Islam
prohibits profiting by exploiting others.Islam prohibits the
payment or receipt of interest. Limited role for women in some
Islamic societies.

Hinduism (1 of 2)Hinduism: A broad and inclusive religion with
no single founderBased on the Vedic scripturesOldest,
embodied in the ancient traditions of IndiaCurrently 760 million
Hindus worldwideQuest for ultimate reality and truthHindus
live life according to the principles of Dharma (righteousness
and moral order) Belief in Karma and reincarnation
Hinduism (2 of 2)Implications for multinationals:Spiritual
achievement is an important valueRespect for elders, age and
wisdomHinduism has clear guidelines for ethical
behaviorInequality in caste system, social structure of India
BuddhismBuddhism: A religious tradition that focuses on the
reality of world suffering and the ways one can be freed from
sufferingCraving and desires produce sufferingDominant
religion in Asia Implications for multinationalsEncourages hard
work; laziness seen as negativeEmphasizes teamwork; all beings
are interconnected

Education
Education: organized networks of socialization experiences
which prepare individuals to act in societyCentral element in
organization of societyHelps construct competencies,
professions, and professionals
Education
Gives an idea of the skill level of workers in any societyThe
more educated, the more skills workers haveMultinationals can
look at educational attainment scores to determine the nature of
the workforceOther scores relevant:Math and ScienceR & D
expenditure

Exhibit 3.9:
Tertiary Enrollment as
Percentage of Relevant Age Groups
Social InequalitySocial Inequality: Refers to the degree to
which people have privileged access to resources and positions
within societies.In societies that have high social inequality, a
few individuals have the ability to control and use important
resources.These select few use access to resources to acquire
more power, thereby perpetuating inequality.Social inequality
negatively impacts the degree to which people are attached to
work.

Social InequalityMany MNCs are facing significant criticisms
for their operations in countries with high social
inequalitiesCriticized for paying low wages, using child
labor.Realizing social responsibility is also in their own
interests.Implications for Management:Many key ethical issues
arise in such countries.Consider the GINI Index on the degree
of social inequality.Recognize that social inequality yields more
demoralized workers, suspicious of management.
The National Context and International Management (1 of 2)The
national context's role is not only limited to shaping of business
practices. The national context has significant influence on a
company's strategy.The national context determines the
comparative advantage of nations, which ultimately determines
which strategies multinational companies choose.
The National Context and International Management (2 of 2)The
national context plays an important role in the human aspect of

international management.The educational and family system
has important implications as to who is seen as an effective
leader.The national context can determine the nature of the
relationship between workers and their superiors.It also
determines how people view work and sets the stage for
motivation in an international context
SummaryTo understand a society, it is essential to understand
both its national culture and institutional context. Social
institutions affect individuals and organizations.Differing
economic systems have major implications for multinational
strategic management. The degree of industrialization of a
society is linked to its economic development. Religion,
education & social inequality also impact multinational
management strategy.

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