business ethics
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This document discusses business ethics and the eight elements of an ethical organization. It provides details on an individual named K. Padmavathi and their class information. It then discusses various issues in business ethics like corporate governance, insider trading, and social responsibility. The eight elements of an ethical organization are described as respect, honor, integrity, customer focus, results-oriented, risk-taking, passion, and persistence. Each element is then further explained with examples.
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This document discusses business ethics and provides definitions and factors that influence business ethics. It defines business ethics as determining what is right and wrong in the workplace, as guided by laws to prevent illegal activities. Business ethics is defined by W.H. Shaw as "the study of what constitutes right or wrong, good or bad human conduct in a business context." The document outlines factors that influence business ethics, including value-forming institutions, organizational goals, work and career responsibilities, pressure from superiors, and professional codes of conduct established by companies and professional bodies.
Corporate social responsibility
The document discusses the concept of corporate social responsibility. It defines social responsibility as businesses balancing economic growth with benefitting society and the environment. It notes that socially responsible businesses consider both economic and social impacts of decisions. They also forgo some profitable opportunities if they are socially unacceptable. The document lists guidelines for social responsibility and responsibilities towards different stakeholder groups like shareholders, employees, customers, and the community. It emphasizes that while pursuing social goals, businesses must ensure profitability and operate within their competencies. The last section discusses responsibilities of businesses in India like raising living standards, creating jobs, protecting the environment, and contributing to development.
process of business environment
The document discusses the four stages of environmental analysis: scanning, monitoring, forecasting, and assessment. Environmental scanning involves ongoing tracking of internal and external trends and occurrences that could impact an organization's success. Monitoring involves deeper analysis of relevant environmental forces identified through scanning using techniques like reviewing company records. Forecasting estimates future events based on past and present analysis using techniques like time series analysis. Environmental factors are assessed for their impact on the organization as opportunities or threats using techniques like SWOT analysis.
FDI/Foreign Direct Investment
This document discusses foreign direct investment (FDI) in India. It defines FDI as investment in a foreign country where the investor retains control over the investment and decision making power. The advantages of FDI for India include increased domestic investment, job creation, increased production and profits, liberalization, and more product choices for customers. However, disadvantages are that foreign firms prioritize profits, threaten domestic firms, use low cost production, and may engage in unfair trade practices. Key determinants for FDI in India are its large market and population, natural resources, cheap labor and raw materials, and supportive government policies aimed at boosting exports.
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business ethics
- 1. NAME: K. PADMAVATHI ROLL NO:PS6570 CLASS : I MBA SUBMITTED TO : MAHALAKSHMI
- 2. Business Ethics • Business ethics refers to implementing appropriate business policies and practices with regard to arguably controversial subjects. Some issues that come up in a discussion of ethics include corporate governance, insider trading, bribery, discrimination, social responsibility, and fiduciary responsibilities.
- 6. Eight Elements of an Ethical Organization • Respect • Honor • Integrity • Customer focus • Results-oriented • Risk-taking • Passion • Persistence
- 7. RESPECT: • As an entrepreneur building a business, you need to respect yourself and surround yourself with people you can respect. Remember, strong respect doesn’t mean you can fly on auto-pilot. While you can assume your people will do their job as well as they can, they do need coaching, training and direction, but respect and trust make it easier for you to avoid micro-managing them.
- 8. HONOR: • Good people are a fundamental part of good ethics. They are also great ambassadors for doing things right. Give special attention to strong performers and people who exemplify the spirit of your organization. Most companies recognize top achievers and producers.
- 9. INTEGRITY • hen it comes to integrity, it is impossible to avoid sounding preachy or parental. Do not lie, steal, or cheat. • Do not hire or retain people who do not have integrity. Other employees, customers and vendors will not trust them. That lack of trust is like a virus; eventually they will not trust you either.
- 10. Customer focus: • A company is nothing if it does not have customers. More to the point, if a company does not produce what people want and will pay for, there is no point to that company. A focus on your customers reinforces the responsibility you have to the market. Your decisions affect your people, your investors, your partners and ultimately, your customers. Serving all of these people is part of your ethical responsibility. Selling your customers short not only risks compromising your ethics, it also risks the long- term health of your company.
- 11. Results-oriented: • Good managers clearly identify the results they expect, then support their employees and help them achieve those results. They provide feedback on performance in an effort to help the employee achieve their potential, and the results the company needs for success.
- 12. • In a good company (and an ethical company), results are more than just numbers. They are benchmarks and lessons for the future as well as goals for the present.
- 13. Risk-taking: • Great companies attract employees who are willing to take risks, and they encourage, support and reward them for taking calculated risks. When the risks pay off, they share the rewards with those who produced. When the risks do not pay off, they take the time to analyze what went wrong, and learn what to do better next time.
- 14. Passion: • Great organizations are comprised of people who have a passion for what they are doing. These are people who are working for you for the thrill and challenge, not merely putting in time to collect a pay-check.
- 15. Persistence: • People in awesome organizations have the will to persist. They will keep working even when results are not what they hoped, or when customers refuse to buy. Their persistence is tied to their passion for what they are doing and a belief that this group of people, this company, has the best chance of “making it” of any company they could join. And so, they work harder, They continue to take risks. They behave with honor and integrity. They keep their focus on the customer’s needs and wants. And, they are not satisfied until they achieve the goals and results that are expected.