This document outlines key concepts around managerial ethics and social responsibility from Chapter 2 of the textbook. It defines ethics and social responsibility, lists arguments for and against businesses being socially responsible, and describes ways that organizations and managers can improve ethical behavior, such as establishing codes of ethics. The document emphasizes that managers regularly make socially-dimensional decisions and that demonstrating social responsibility is important in today's business world.
This document discusses ethical issues in business. It outlines the three C's of business ethics: compliance with rules and laws, contribution to society, and consequences of business activities. Ethical issues can arise from conflicts between personal, organizational, and societal values. Examples of ethical issues include conflicts of interest, honesty and fairness, communications, and organizational relationships. The document provides classifications and examples of different types of ethical issues that can occur in business.
Managerial ethics (types of managerial ethics)cidroypaes
This document discusses ethics and managerial ethics. It defines ethics as the code of moral principles that govern what is right and wrong for a person or group. Managerial ethics refers to making ethical decisions that consider what is right, proper, and just regarding relationships with customers, suppliers, stockholders, managers and subordinates. Having strong ethics improves the work environment, motivates employees, improves company image, and leads to cultural enrichment. There are three views of managerial ethics: utilitarian focuses on outcomes, rights respects individual liberties, and duties are based on responsibilities and obligations. The document also discusses three models of management ethics and approaches to forming ethical rules and relationships with stakeholders and coworkers.
This document discusses ethics in management. It covers ethics in human resource management, marketing ethics, financial management ethics, and technology/professional ethics. For human resource management, it describes treating employees ethically, areas of HR ethics like rights and safety, and the role of HR in promoting ethics. It also discusses unethical HR practices by employers, employees, and government. For marketing ethics, it defines ethics and marketing and how ethics relates to the marketing mix of product, price, place, and promotion.
This document discusses performance management. It defines performance management as identifying, measuring, and developing employee performance to align with organizational goals. It involves setting clear expectations, communicating how jobs contribute to goals, and sustaining or improving performance through ongoing feedback. The goals of performance management are to enable high employee performance, develop skills, and boost motivation. It should be an integrated process that considers outputs, outcomes, processes, and inputs through communication and stakeholder involvement.
Managerial ethics refers to ethical standards and principles that guide managers' decisions and behavior in an organization. There are three main types of managerial ethics: immoral management which lacks ethics; moral management which adheres to high ethical standards; and amoral management which either does not consider ethics or is careless about them. To improve ethical behavior, managers should hire ethically, establish codes of ethics, lead by ethical example, provide ethics training, conduct audits, and support those facing dilemmas. Ethical decision making involves evaluating options based on ethical principles to select the most ethical alternative.
This document provides an overview of ethics and business ethics. It begins with definitions of ethics, personal ethics, professional ethics, and business ethics. It then discusses the history of ethics and principles of personal and professional ethics. It also covers institutionalizing ethics through codes of conduct, ethical committees, and the significance and need for business ethics. Additional sections define values and ethics, explain how corporations can observe ethics, and discuss ethical decision making and dilemmas in business. The document concludes with a case study example.
This document discusses ethics in performance management. It begins by defining ethics and explaining that ethical performance management involves planning, managing, appraising, and monitoring employees based on principles of fairness, objectivity, transparency and good governance. It then discusses the importance and objectives of ethics in performance management, including building trust, improving decision making, and attracting and retaining talent. The document also outlines principles, guidelines and causes of poor ethics in performance management systems. Finally, it discusses the dangers of poor ethics, such as decreased employee performance and relations.
This document discusses business ethics and provides guidance on establishing an ethical work environment. It defines ethics and explains why business ethics are important. It also outlines key features of an effective compliance and ethics program, the role of a corporate ethics officer, how management can influence employee behavior, and a seven step process for ethical decision making. Finally, it includes a ten item checklist for managers to establish an ethical work environment in their organization.
This document discusses ethical issues in business. It outlines the three C's of business ethics: compliance with rules and laws, contribution to society, and consequences of business activities. Ethical issues can arise from conflicts between personal, organizational, and societal values. Examples of ethical issues include conflicts of interest, honesty and fairness, communications, and organizational relationships. The document provides classifications and examples of different types of ethical issues that can occur in business.
Managerial ethics (types of managerial ethics)cidroypaes
This document discusses ethics and managerial ethics. It defines ethics as the code of moral principles that govern what is right and wrong for a person or group. Managerial ethics refers to making ethical decisions that consider what is right, proper, and just regarding relationships with customers, suppliers, stockholders, managers and subordinates. Having strong ethics improves the work environment, motivates employees, improves company image, and leads to cultural enrichment. There are three views of managerial ethics: utilitarian focuses on outcomes, rights respects individual liberties, and duties are based on responsibilities and obligations. The document also discusses three models of management ethics and approaches to forming ethical rules and relationships with stakeholders and coworkers.
This document discusses ethics in management. It covers ethics in human resource management, marketing ethics, financial management ethics, and technology/professional ethics. For human resource management, it describes treating employees ethically, areas of HR ethics like rights and safety, and the role of HR in promoting ethics. It also discusses unethical HR practices by employers, employees, and government. For marketing ethics, it defines ethics and marketing and how ethics relates to the marketing mix of product, price, place, and promotion.
This document discusses performance management. It defines performance management as identifying, measuring, and developing employee performance to align with organizational goals. It involves setting clear expectations, communicating how jobs contribute to goals, and sustaining or improving performance through ongoing feedback. The goals of performance management are to enable high employee performance, develop skills, and boost motivation. It should be an integrated process that considers outputs, outcomes, processes, and inputs through communication and stakeholder involvement.
Managerial ethics refers to ethical standards and principles that guide managers' decisions and behavior in an organization. There are three main types of managerial ethics: immoral management which lacks ethics; moral management which adheres to high ethical standards; and amoral management which either does not consider ethics or is careless about them. To improve ethical behavior, managers should hire ethically, establish codes of ethics, lead by ethical example, provide ethics training, conduct audits, and support those facing dilemmas. Ethical decision making involves evaluating options based on ethical principles to select the most ethical alternative.
This document provides an overview of ethics and business ethics. It begins with definitions of ethics, personal ethics, professional ethics, and business ethics. It then discusses the history of ethics and principles of personal and professional ethics. It also covers institutionalizing ethics through codes of conduct, ethical committees, and the significance and need for business ethics. Additional sections define values and ethics, explain how corporations can observe ethics, and discuss ethical decision making and dilemmas in business. The document concludes with a case study example.
This document discusses ethics in performance management. It begins by defining ethics and explaining that ethical performance management involves planning, managing, appraising, and monitoring employees based on principles of fairness, objectivity, transparency and good governance. It then discusses the importance and objectives of ethics in performance management, including building trust, improving decision making, and attracting and retaining talent. The document also outlines principles, guidelines and causes of poor ethics in performance management systems. Finally, it discusses the dangers of poor ethics, such as decreased employee performance and relations.
This document discusses business ethics and provides guidance on establishing an ethical work environment. It defines ethics and explains why business ethics are important. It also outlines key features of an effective compliance and ethics program, the role of a corporate ethics officer, how management can influence employee behavior, and a seven step process for ethical decision making. Finally, it includes a ten item checklist for managers to establish an ethical work environment in their organization.
This document discusses business ethics and provides examples. It begins by defining ethics as the branch of philosophy focusing on morality and how moral principles are applied in everyday life. There are three main approaches to ethics: consequence-based, rule-based, and character-based. Business ethics focuses on determining right and wrong behavior in business. Examples of ethics issues in different business sectors like marketing, finance, HR, and IT are provided, such as exaggeration in advertising, insider trading, wages and salaries, and monitoring employee internet access. The document concludes with the presenter thanking the audience.
Here are three potential responses with varying levels of ethics:
1. You could offer the boy Rs. 5,000,000 as requested since that is what he said he would be happy with. However, this does not achieve the fair market value for the home.
2. You could research recent comparable home sales in the area to determine a fair market value and offer that amount to the boy, fully explaining your valuation process. This treats both parties fairly.
3. You could offer a higher price closer to the Rs. 8,000,000 valuation you determined since you have a duty as a businessman to help the boy maximize the sale value. However, this requires fully explaining your higher valuation to avoid appearing deceptive.
This document discusses various ethical issues that can arise in human resource management. It begins by defining ethics and describing characteristics of ethical behavior such as honesty, fairness, integrity and respect. It then examines specific areas where ethical dilemmas can occur, such as recruitment and selection, training, performance appraisal, compensation, and privacy. Common unethical practices are identified, like nepotism, discrimination, lack of transparency. The document emphasizes the need for ethics in HR and suggests measures to promote ethical conduct and address unethical practices, like establishing codes of conduct and increasing accountability. A case study on mass layoffs at an airline is also presented to illustrate some of these issues.
The document outlines the major approaches to organizational behavior throughout history, beginning with the classical views of bureaucracy, scientific management, and administrative management in the early 1900s. It then discusses the neoclassical human relations movement and contributions of thinkers like Chester Barnard. Finally, it covers modern approaches including systems theory, contingency view, behavioral science, and quantitative methods that emerged from the 1940s onward.
This document discusses ethical decision making and resolving ethical dilemmas. It begins by defining ethical behavior and identifying common myths about business ethics. An ethical dilemma is described as a complex situation with no clear right or wrong answer that involves balancing different interests. The document then outlines several approaches for resolving dilemmas, including using utilitarian, rule-based, and care-based thinking. It also discusses the whistleblowing process and provides a 10-step framework for ethical decision making. Finally, the document analyzes different tests that can be applied to potential decisions, such as considering benefits and costs, and whether the action could withstand public scrutiny.
This document discusses performance planning, which involves managers communicating with employees to set expectations for the upcoming period. Performance planning defines goals and metrics for evaluating employee performance. It is a process where the employee and manager work together to determine what the employee will do in the coming year. Performance planning aims to align employee goals with organizational objectives. It also provides feedback and resources to help employees achieve their goals. Competency mapping identifies the key skills required for jobs. It is linked to performance planning as it helps assign the right people to roles and identify training needs to improve performance.
Laws, morals, and ethics are different but related concepts. Laws are rules backed by civil and criminal penalties, morals are personal standards of behavior, and ethics are professional standards. Both morals and ethics are open to interpretation. Ethics can be viewed as a framework to distinguish right from wrong. In many cultures, ethics and morality were historically derived from religious or philosophical traditions. There are ongoing debates around the relationship between business and ethics.
This document provides an introduction to business ethics. It discusses how business ethics prescribes standards for how business should be conducted, with responsibilities to stakeholders. Ethical behavior is defined as behavior that is morally good and right. Benefits of ethical behavior include higher revenues, improved brand recognition, and better employee motivation and recruitment. The relationship between business and ethics is discussed, noting that businesses with strong ethics are more prosperous. The importance of ethics in business is outlined, including ensuring goodwill, profitability, and sustainability. Different types of ethics like normative and applied ethics are mentioned. The distinctions between morality, legality, and ethics are introduced. The concept of rights and duties are discussed. Factors that make an organization ethical are
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
This document discusses ethics in management and business. It begins by defining ethics as moral principles that govern behavior and distinguishes right from wrong. It then discusses the need for business ethics, defining business ethics as the principles and standards that determine right and wrong conduct in business. The document provides characteristics of business ethics and discusses the relationship between ethics and culture. It also addresses ethical dilemmas in business and provides tips for dealing with them, including recognizing issues, getting facts, identifying options, and taking action. Overall, the document provides an overview of key topics relating to ethics in management and business organizations.
Business ethics examines ethical problems that arise in business environments and applies to both individual and organizational conduct. It comprises principles that guide behavior regarding what is right and wrong in business decisions and actions. There are two key branches: descriptive ethics scientifically studies moral beliefs and practices; normative ethics determines what is morally right or wrong through principles and theories. Encouraging ethical behavior in organizations involves communicating ethics codes, managers serving as role models of ethical conduct, disciplinary actions for unethical behavior, and rewards for ethical behavior.
This document discusses business ethics. It defines ethics as rules that define right and wrong conduct, and business ethics as the written and unwritten codes that govern decisions and actions within a company. It notes that ethical issues include the relationships between a company and its employees, suppliers, customers, and neighbors, as well as its fiduciary duty to shareholders. The document outlines advantages of ethical behavior such as higher revenues, improved brand recognition, better employee motivation and recruitment, an enhanced reputation, and new sources of financing. It concludes that ethics are important not only in business but in all aspects of life as they are essential to a civilized society, and that businesses or societies without ethical principles are bound to fail.
The document discusses ethical dilemmas that can arise in the workplace. It defines ethics and explains why ethics are important in business communication. Some common sources of ethical behavior and types of ethical dilemmas are described. Examples of unethical behaviors in organizations are provided. The document also discusses how values drive behavior and provides steps to overcome ethical dilemmas. It emphasizes developing ethical policies and training, establishing confidential ethics reporting, and applying policies consistently.
Performance management is defined as an ongoing, iterative process that includes goal setting, communication, observation, and evaluation to support organizational success. It aims to align employee performance with organizational strategic goals. Key aspects of performance management include planning performance goals, executing work, assessing performance, reviewing performance, and renewing goals. The information gathered through performance management is used for salary administration, performance feedback, and identifying employee strengths and weaknesses.
An ethical dilemma is a situation where a choice must be made between two undesirable alternatives that both have moral implications. This can impact a business's profitability, competitiveness, and its stakeholders which include shareholders, employees, and society. To resolve ethical dilemmas, one should analyze the consequences of each option, analyze the moral nature of each action, and make a decision.
This document discusses business ethics and ethical dilemmas that can arise in business. It defines business ethics as examining the principles and problems that can emerge in a business environment. It outlines several ethical issues that can occur across organizational functions like accounting, human resources, sales and marketing, and production. These issues include misleading financial reports, discrimination, anti-competitive practices, and dangerous or defective products. The document also provides two case studies, one about protests against KFC for alleged animal cruelty and excessive MSG, and another about the arrest of the CEO of Baazee.com for allowing the sale of explicit content online.
This document discusses various topics related to ethics in human resource management. It addresses the definitions of ethics and business ethics, and how ethics relates to the law. It also discusses the importance of ethics in HR in terms of legal considerations, company reputation, employee loyalty, and social expectations. Some key ethical issues in HR are identified such as employee responsibility, privacy, compensation, performance appraisal, employment issues, and health and safety. The document also covers determining ethical behavior at work and how managers can promote ethics through personnel methods like selection, training, performance appraisal, and rewards/discipline. It discusses managing employee discipline, privacy, and monitoring. Finally, it addresses managing dismissals and avoiding wrongful termination.
Every person, institution seeks to have a philosophy of their own. It is important for us to understand what philosophy means. These slides are prepared to give an overview of HR Philosophies.
This document discusses various aspects of acquiring human resources, including human resource planning, job analysis, job design, recruitment, selection, placement and induction. It provides an overview of the key concepts and processes involved in human resource planning, such as forecasting future human resource needs and availability, identifying surpluses or deficits, and developing programs to address imbalances. The importance of human resource planning for organizations and techniques for demand and supply forecasting are also examined.
Managers oversee the work of others in organizations and hold various titles depending on their level in the organization. The document defines management as the process of getting work done efficiently and effectively through people. It describes the four main functions of managers as planning, organizing, leading, and controlling. The document explains that studying management is important because most people will either manage others or be managed, and improving management benefits organizations. It outlines several factors reshaping management, such as changing workplaces and workforces, the importance of customers, innovation, social media, and sustainability.
This chapter discusses key concepts in management including defining management, distinguishing between managerial functions and skills, and outlining the eight basic managerial functions. It also identifies five major sources of change for today's managers and describes entrepreneurs. Managers must balance effectiveness and efficiency while coping with limited resources and a changing environment. The chapter contrasts myths about small businesses with research findings and explains how managers can learn to manage through both formal education and experience.
This document discusses business ethics and provides examples. It begins by defining ethics as the branch of philosophy focusing on morality and how moral principles are applied in everyday life. There are three main approaches to ethics: consequence-based, rule-based, and character-based. Business ethics focuses on determining right and wrong behavior in business. Examples of ethics issues in different business sectors like marketing, finance, HR, and IT are provided, such as exaggeration in advertising, insider trading, wages and salaries, and monitoring employee internet access. The document concludes with the presenter thanking the audience.
Here are three potential responses with varying levels of ethics:
1. You could offer the boy Rs. 5,000,000 as requested since that is what he said he would be happy with. However, this does not achieve the fair market value for the home.
2. You could research recent comparable home sales in the area to determine a fair market value and offer that amount to the boy, fully explaining your valuation process. This treats both parties fairly.
3. You could offer a higher price closer to the Rs. 8,000,000 valuation you determined since you have a duty as a businessman to help the boy maximize the sale value. However, this requires fully explaining your higher valuation to avoid appearing deceptive.
This document discusses various ethical issues that can arise in human resource management. It begins by defining ethics and describing characteristics of ethical behavior such as honesty, fairness, integrity and respect. It then examines specific areas where ethical dilemmas can occur, such as recruitment and selection, training, performance appraisal, compensation, and privacy. Common unethical practices are identified, like nepotism, discrimination, lack of transparency. The document emphasizes the need for ethics in HR and suggests measures to promote ethical conduct and address unethical practices, like establishing codes of conduct and increasing accountability. A case study on mass layoffs at an airline is also presented to illustrate some of these issues.
The document outlines the major approaches to organizational behavior throughout history, beginning with the classical views of bureaucracy, scientific management, and administrative management in the early 1900s. It then discusses the neoclassical human relations movement and contributions of thinkers like Chester Barnard. Finally, it covers modern approaches including systems theory, contingency view, behavioral science, and quantitative methods that emerged from the 1940s onward.
This document discusses ethical decision making and resolving ethical dilemmas. It begins by defining ethical behavior and identifying common myths about business ethics. An ethical dilemma is described as a complex situation with no clear right or wrong answer that involves balancing different interests. The document then outlines several approaches for resolving dilemmas, including using utilitarian, rule-based, and care-based thinking. It also discusses the whistleblowing process and provides a 10-step framework for ethical decision making. Finally, the document analyzes different tests that can be applied to potential decisions, such as considering benefits and costs, and whether the action could withstand public scrutiny.
This document discusses performance planning, which involves managers communicating with employees to set expectations for the upcoming period. Performance planning defines goals and metrics for evaluating employee performance. It is a process where the employee and manager work together to determine what the employee will do in the coming year. Performance planning aims to align employee goals with organizational objectives. It also provides feedback and resources to help employees achieve their goals. Competency mapping identifies the key skills required for jobs. It is linked to performance planning as it helps assign the right people to roles and identify training needs to improve performance.
Laws, morals, and ethics are different but related concepts. Laws are rules backed by civil and criminal penalties, morals are personal standards of behavior, and ethics are professional standards. Both morals and ethics are open to interpretation. Ethics can be viewed as a framework to distinguish right from wrong. In many cultures, ethics and morality were historically derived from religious or philosophical traditions. There are ongoing debates around the relationship between business and ethics.
This document provides an introduction to business ethics. It discusses how business ethics prescribes standards for how business should be conducted, with responsibilities to stakeholders. Ethical behavior is defined as behavior that is morally good and right. Benefits of ethical behavior include higher revenues, improved brand recognition, and better employee motivation and recruitment. The relationship between business and ethics is discussed, noting that businesses with strong ethics are more prosperous. The importance of ethics in business is outlined, including ensuring goodwill, profitability, and sustainability. Different types of ethics like normative and applied ethics are mentioned. The distinctions between morality, legality, and ethics are introduced. The concept of rights and duties are discussed. Factors that make an organization ethical are
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
This document discusses ethics in management and business. It begins by defining ethics as moral principles that govern behavior and distinguishes right from wrong. It then discusses the need for business ethics, defining business ethics as the principles and standards that determine right and wrong conduct in business. The document provides characteristics of business ethics and discusses the relationship between ethics and culture. It also addresses ethical dilemmas in business and provides tips for dealing with them, including recognizing issues, getting facts, identifying options, and taking action. Overall, the document provides an overview of key topics relating to ethics in management and business organizations.
Business ethics examines ethical problems that arise in business environments and applies to both individual and organizational conduct. It comprises principles that guide behavior regarding what is right and wrong in business decisions and actions. There are two key branches: descriptive ethics scientifically studies moral beliefs and practices; normative ethics determines what is morally right or wrong through principles and theories. Encouraging ethical behavior in organizations involves communicating ethics codes, managers serving as role models of ethical conduct, disciplinary actions for unethical behavior, and rewards for ethical behavior.
This document discusses business ethics. It defines ethics as rules that define right and wrong conduct, and business ethics as the written and unwritten codes that govern decisions and actions within a company. It notes that ethical issues include the relationships between a company and its employees, suppliers, customers, and neighbors, as well as its fiduciary duty to shareholders. The document outlines advantages of ethical behavior such as higher revenues, improved brand recognition, better employee motivation and recruitment, an enhanced reputation, and new sources of financing. It concludes that ethics are important not only in business but in all aspects of life as they are essential to a civilized society, and that businesses or societies without ethical principles are bound to fail.
The document discusses ethical dilemmas that can arise in the workplace. It defines ethics and explains why ethics are important in business communication. Some common sources of ethical behavior and types of ethical dilemmas are described. Examples of unethical behaviors in organizations are provided. The document also discusses how values drive behavior and provides steps to overcome ethical dilemmas. It emphasizes developing ethical policies and training, establishing confidential ethics reporting, and applying policies consistently.
Performance management is defined as an ongoing, iterative process that includes goal setting, communication, observation, and evaluation to support organizational success. It aims to align employee performance with organizational strategic goals. Key aspects of performance management include planning performance goals, executing work, assessing performance, reviewing performance, and renewing goals. The information gathered through performance management is used for salary administration, performance feedback, and identifying employee strengths and weaknesses.
An ethical dilemma is a situation where a choice must be made between two undesirable alternatives that both have moral implications. This can impact a business's profitability, competitiveness, and its stakeholders which include shareholders, employees, and society. To resolve ethical dilemmas, one should analyze the consequences of each option, analyze the moral nature of each action, and make a decision.
This document discusses business ethics and ethical dilemmas that can arise in business. It defines business ethics as examining the principles and problems that can emerge in a business environment. It outlines several ethical issues that can occur across organizational functions like accounting, human resources, sales and marketing, and production. These issues include misleading financial reports, discrimination, anti-competitive practices, and dangerous or defective products. The document also provides two case studies, one about protests against KFC for alleged animal cruelty and excessive MSG, and another about the arrest of the CEO of Baazee.com for allowing the sale of explicit content online.
This document discusses various topics related to ethics in human resource management. It addresses the definitions of ethics and business ethics, and how ethics relates to the law. It also discusses the importance of ethics in HR in terms of legal considerations, company reputation, employee loyalty, and social expectations. Some key ethical issues in HR are identified such as employee responsibility, privacy, compensation, performance appraisal, employment issues, and health and safety. The document also covers determining ethical behavior at work and how managers can promote ethics through personnel methods like selection, training, performance appraisal, and rewards/discipline. It discusses managing employee discipline, privacy, and monitoring. Finally, it addresses managing dismissals and avoiding wrongful termination.
Every person, institution seeks to have a philosophy of their own. It is important for us to understand what philosophy means. These slides are prepared to give an overview of HR Philosophies.
This document discusses various aspects of acquiring human resources, including human resource planning, job analysis, job design, recruitment, selection, placement and induction. It provides an overview of the key concepts and processes involved in human resource planning, such as forecasting future human resource needs and availability, identifying surpluses or deficits, and developing programs to address imbalances. The importance of human resource planning for organizations and techniques for demand and supply forecasting are also examined.
Managers oversee the work of others in organizations and hold various titles depending on their level in the organization. The document defines management as the process of getting work done efficiently and effectively through people. It describes the four main functions of managers as planning, organizing, leading, and controlling. The document explains that studying management is important because most people will either manage others or be managed, and improving management benefits organizations. It outlines several factors reshaping management, such as changing workplaces and workforces, the importance of customers, innovation, social media, and sustainability.
This chapter discusses key concepts in management including defining management, distinguishing between managerial functions and skills, and outlining the eight basic managerial functions. It also identifies five major sources of change for today's managers and describes entrepreneurs. Managers must balance effectiveness and efficiency while coping with limited resources and a changing environment. The chapter contrasts myths about small businesses with research findings and explains how managers can learn to manage through both formal education and experience.
This document discusses instructional media for language teaching. It defines instructional media as materials and physical means an instructor can use to facilitate learning objectives. The document outlines different types of media including audio, visual, and audiovisual. It describes functions of instructional media such as attracting attention and promoting acceptance of ideas. The document provides guidance on when and how to use instructional media, such as in lectures to stimulate interest or for active learning. It also discusses how to develop media by selecting, analyzing, deciding to adapt, adopt, or create materials and considering practicality, student appropriateness, and instructional appropriateness.
The document discusses corporate social responsibility and managerial ethics. It defines key terms like social responsibility, social obligation, and social responsiveness. It discusses different views on a firm's social responsibilities and levels of social involvement. It also outlines arguments for and against social responsibility, whether social responsibility pays, and how managers can improve ethical behavior in an organization through codes of ethics, leadership, training, and other means.
This document provides information on various types of business organizations and forms of business ownership. It discusses sole proprietorships, partnerships, joint stock companies, cooperatives, and not-for-profit businesses. For each type, it provides definitions, characteristics, advantages and disadvantages. It also discusses topics like private sector vs public sector, registration of partnerships, kinds of companies, and benefits of cooperatives.
Higher socioeconomic status (SES) is correlated with greater academic success due to increased parental involvement, academic resources, and early language exposure. By age 3, children from high SES families speak over 1,100 words on average compared to just 525 words for low SES children, leading to large gaps in IQ and reading readiness. Teachers also tend to have higher expectations for and form stronger relationships with students from high SES backgrounds, negatively impacting the experiences of low SES students as early as kindergarten.
The document discusses two opposing views of social responsibility - the classical view that a company's only responsibility is to maximize profits, and the socioeconomic view that companies have broader responsibilities to society. It also examines levels of social involvement from obligation to responsiveness. Regarding managerial ethics, it outlines four views and factors that can influence ethical behavior, such as stage of moral development, culture and individual characteristics. It concludes with ways to improve ethical conduct through codes, leadership, training and formal protections.
Understanding Socio-Economic Disadvantage and its impact on student learning,...misshampson
Talking about a socio-economic disadvantage, equity, cultural competency, and programs that serve students in disadvantaged areas. Some tips and ideas for how to work with students effectively, and ways to adapt your practice.
The document outlines a code of ethics for engineers that includes 7 canons. The code provides guidance on ethical conduct, public safety, competence, conflicts of interest, professional reputation, enhancing the profession, and lifelong learning. Engineers are expected to adhere to the highest ethical standards, act with integrity and zero tolerance for corruption, and use their skills to benefit society.
The document outlines codes of ethics for both instructors and online students. For instructors, it states they should clearly explain objectives, policies, grading, and expectations. Instructors should also model good behavior, use samples, and create a welcoming environment. For students, the code of ethics says to respect others, discuss coursework, interact, be disciplined, organized, responsible, and properly present and cite work.
The document outlines a framework for ethical decision making in business that includes 4 pillars: ethical issue intensity, individual factors, organizational factors, and opportunity. Ethical issue intensity refers to how important an ethical issue is perceived. Individual factors relate to a person's characteristics. Organizational factors involve workplace culture, peers, and authority. Opportunity concerns conditions that allow or prevent ethical/unethical behavior.
(1) A survey of 2000 US corporations and 300 global companies found top ethical concerns included conflicts of interest, gifts, harassment, and payments.
(2) Ethics can be defined as moral principles distinguishing right from wrong. Business ethics focuses on organizations. Islamic ethics is guided by Sharia and past rulings.
(3) Factors influencing ethical behavior include legal interpretations, organizational factors like leadership, and individual factors like moral development, values, family, peers, life experiences, and situations.
Ethics is the branch of philosophy that addresses concepts of morality like good and evil, right and wrong. There are several branches of ethics including meta-ethics, normative ethics, applied ethics, and descriptive ethics. Organizations often adopt ethical codes to provide guidance on handling ethical situations. These codes address issues like corporate social responsibility, employee conduct, and professional standards. Cultural norms also influence etiquette which outlines expectations for social behavior within a society or group.
This document defines key terms in ethics like deontology, utilitarianism, and contractarian theories. It discusses debates around issues like privacy, intellectual property, and censorship. It outlines threats to privacy from public data availability, commercial and government tracking. Issues with intellectual property include copyright, copyleft movements, and cybercrime damages. The document also discusses codes of ethics for computing like the Ten Commandments of Computer Ethics.
The document discusses codes of ethics and professional conduct for nurses. It outlines several key principles for nursing ethics, including respecting patient autonomy and uniqueness, maintaining confidentiality, being competent and accountable, working as part of a team, and advancing the nursing profession. The code emphasizes nurses' responsibilities to prioritize patient care, obtain informed consent, and make ethical decisions. It also addresses legal issues in nursing practice and the importance of assertiveness, accountability, and visibility for the profession.
Chapter 6 management (10 th edition) by robbins and coulterMd. Abul Ala
The document outlines key concepts about managerial decision making including:
1) The eight step decision making process involves identifying a problem, criteria, alternatives, selecting an alternative, implementation, and evaluation.
2) Managers face bounded rationality and may satisfice rather than optimize. They can also escalate commitment to past decisions.
3) Decisions are either programmed and routine or nonprogrammed and unique. They also occur under certainty, risk, or uncertainty.
Kant's deontological ethics argues that morality is derived from duty rather than consequences. For Kant, the only intrinsically good thing is having a good will that does one's duty. He proposes the categorical imperative - only act based on principles that could become universal laws. This means treating people as ends in themselves, never merely as means. Kant believes rational beings have intrinsic worth and morality requires upholding absolute moral rules and duties regardless of outcomes.
Ch 5 social responsibility and managerial ethicsNardin A
The document is a chapter from a management textbook. It discusses social responsibility and managerial ethics. The chapter covers topics such as defining social responsibility, green management practices, factors that influence ethical behavior, and ways for managers to encourage ethics. It also addresses issues like managing ethical lapses, the role of social entrepreneurs, and how businesses can promote positive social change.
This document provides an overview of ethical issues in business. It begins by defining business ethics as moral principles that guide how a business behaves. It then discusses various ethical issues businesses may face, such as fairness, honesty, diversity, decision-making, compliance, social media use, and harassment. The document also covers advantages of practicing business ethics like increased goodwill and productivity, as well as potential disadvantages like reduced freedom and extra costs. It concludes by emphasizing the importance of ethical leadership and behavior for businesses.
This chapter discusses the importance of managerial ethics and social responsibility. It argues that managers must make ethical decisions that consider social impacts, as organizations cannot be seen as socially irresponsible. It also presents research showing that social responsibility can positively impact economic performance. The chapter explores how managers and organizations can improve ethical behavior through codes of ethics, training, and leading by example.
The document discusses managerial ethics and social responsibility, outlining arguments for and against businesses being socially responsible. It also examines how organizations can improve ethical behavior through actions like establishing codes of ethics, providing ethics training for employees, and ensuring top management supports ethical standards. Maintaining social responsibility is important for businesses to meet public expectations and enhance their reputation.
The document discusses leadership and different leadership styles. It defines the differences between managers and leaders, and describes various leadership theories including trait theory, behavioral styles, and contingency theory. The most effective leadership style is the team leadership style (theory Z) which balances production and employee concerns. Charismatic, visionary, transformational, and servant leadership are also discussed. The importance of trust between the leader and followers is emphasized.
This document discusses business ethics and social responsibility. It defines key terms like ethics, business ethics, and social responsibility. It describes the importance of ethical behavior and establishing a moral culture in a business. It addresses a business's responsibilities to various stakeholders like employees, customers, investors, and the community. It provides guidance on maintaining high ethical standards, managing diversity, and being socially responsible. The overall message is that businesses must consider their ethical obligations and social impacts to protect their reputation, attract talent, and earn the trust of customers.
This document outlines the key topics and learning outcomes covered in Chapter 5 of the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses social responsibility and managerial ethics. It covers concepts such as social responsibility, green management, factors that influence ethical behavior, and how managers can encourage ethical conduct within their organizations. Specific strategies are provided, such as developing codes of ethics and providing ethics training. The role of social entrepreneurs is also mentioned.
The document discusses management in the context of social responsibility and the global marketplace. It covers topics such as different views of a firm's social responsibility, approaches to environmental sustainability, factors that influence employee ethics, and challenges of managing in the global environment including legal, economic, and cultural differences across countries.
This document discusses business ethics fundamentals. It begins with an introduction to business ethics and an inventory of common ethical issues in business such as employee-employer relations. It then defines ethics and discusses descriptive and normative ethics. It outlines conventional, immoral, moral, and amoral approaches to management ethics. The document also discusses the relationship between ethics and law, and how to develop moral judgment through considering external and internal values as well as elements like moral imagination.
This document provides an overview of key aspects of human resource management. It discusses HR planning, recruitment, selection, training and development, performance management, compensation, benefits, health and safety, and labor relations. The legal environment that influences HRM is also examined, including human rights, employment standards, and global laws. Various tools and processes used in HR are defined, such as interviews, testing, and orientation. The strategic importance of HRM and ensuring effective staffing is also highlighted.
This document provides an overview of key aspects of human resource management. It discusses HR planning, recruitment, selection, training and development, performance management, compensation, benefits, health and safety, and labor relations. The legal environment that influences HRM is also examined, including human rights, employment standards, and global laws. Strategic HRM aims to establish a sustainable competitive advantage through integrating these HR processes and programs.
This document discusses social responsibility and ethics in business management. It covers topics such as defining social responsibility, factors that influence ethical behavior, green management, and ways for organizations to encourage ethical conduct. Management's role in social responsibility involves considering stakeholders, the environment, and encouraging ethical decision-making through codes of conduct, leadership, and training. Current issues include managing lapses in ethics and social responsibility in the workplace.
Chapter 2 stakeholders, managers, and ethicsNardin A
1) The chapter discusses stakeholders in organizations including managers and their responsibilities. It addresses competing goals between stakeholders and how rewards are allocated.
2) Top managers, such as the CEO and board of directors, have authority and responsibility for setting goals and allocating resources to satisfy stakeholders. However, their goals may conflict with shareholders.
3) The chapter covers ways to create an ethical organization through leadership, incentives, whistleblowing policies, and developing an ethical culture.
1. The document discusses business ethics and outlines key concepts including definitions of ethics, approaches to business ethics, models of management ethics, and developing moral judgment.
2. It notes that public interest in business ethics has increased in recent decades and identifies important ethical issues in employee, customer, shareholder, and community relations.
3. Three models of management ethics are presented: immoral management which lacks ethics, moral management with high ethical standards, and amoral management which does not adequately consider ethics.
The document discusses building successful employee relationships and ethics in the workplace. It provides an overview of different ethical perspectives like utilitarianism, rights, fairness and virtue. It then discusses integrity, trust and different frameworks for ethical decision making including the RESOLVEDD, Davis 7 step process and Markkula models. It presents examples of ethical dilemmas an internal auditor and employee of a company might face around suppressing findings or a report about poor working conditions. It emphasizes the importance of codes of ethics, evaluating alternatives and outcomes, and implementing ethical decisions to maintain integrity and trust.
Business ethics has become a greater public concern over the past few decades. There are many ethical issues that can arise in business relationships between employees, employers, customers, shareholders, and the community. While business ethics were once considered acceptable, societal norms have changed so that some practices are no longer viewed as ethical. There are descriptive and normative approaches to business ethics, and ethical standards may exceed legal minimums. Managers can take one of three approaches: immoral management that disregards ethics, moral management that conforms to high ethical standards, or amoral management that is unintentionally or intentionally careless about ethics.
Business ethics has become a greater public concern over the past few decades. There are many ethical issues that can arise in business relationships between employees, employers, customers, shareholders, and the community. While business ethics were once considered acceptable, societal norms have changed so that some practices are no longer viewed as ethical. There are descriptive and normative approaches to business ethics, and ethical standards may exceed legal minimums. Managers can take one of three approaches: immoral management that disregards ethics, moral management that conforms to high ethical standards, or amoral management that is unintentionally or intentionally careless about ethics.
SM CH 10 ETHICS/SOCIAL RESPONSIBILITY/SUSTAINABILITYShadina Shah
This document discusses ethics, social responsibility, sustainability, and related strategic issues. It covers why ethics is important for business, issues like whistleblowing and bribery, the debate around social responsibility, environmental sustainability and reporting standards, and concerns regarding animal welfare. The key learning objectives are explaining why these non-financial factors are important considerations for strategic planning.
This document summarizes key concepts around social responsibility and managerial ethics. It discusses classical and socioeconomic views of social responsibility, as well as differences between social obligation, responsiveness, and responsibility. It also outlines factors that influence ethical behavior, like individual characteristics and organizational culture. Overall, the document provides an overview of perspectives on a company's role in society and improving ethical standards within organizations.
This document discusses organizational change and development. It defines internal and external changes that organizations face. Internal changes include changes to goals, policies, structure, job technology, and the work environment. External changes involve political, economic, social, cultural, and technological forces outside the organization's control. The document also examines individual and group resistance to change, how to minimize resistance, and the importance of effective change management.
The document traces the evolution of management theory from scientific management to modern approaches. It describes Frederick Taylor's scientific management principles of breaking work into tasks and establishing performance standards. Later approaches focused on the human element, such as Mary Parker Follett advocating for worker involvement. The Hawthorne studies showed the impact of attention on productivity. Current approaches integrate both quantitative analysis and understanding employee behavior. Contingency theory recognizes there is no single best approach and the environment impacts the appropriate management style.
This document contains financial information for a bank, including its current assets and current liabilities. It reports that the bank's current ratio is 1.33:1, which indicates it does not have the ability to meet its current obligations, as a ratio of 2:1 is generally considered satisfactory. However, the ratio only measures quantitative aspects and not qualitative ones, so does not necessarily mean the bank is performing poorly. It also provides figures for the bank's quick assets and notes that the dividend per share has increased from 3.5% to 5%, which increases shareholder trust and satisfaction. Finally, it states that non-performing assets have risen, increasing risk, and it would be better if the bank could decrease these.
KFC has grown from $105 in sales in 1952 to over $7 billion in sales currently through franchising and acquisitions. However, recent management changes and a saturated US market have led to stagnating sales. Recommendations include improving internal operations like the employee culture and offering a healthier menu. KFC should also close unprofitable US stores and use the funds to expand internationally, starting in chicken-focused regions like Asia and Latin America by adapting offerings locally. The long term strategy is to stay focused on quality while achieving growth objectives internationally.
Internal and external businessenvironmentAbhyuday Shah
This document discusses the internal and external business environment. It defines the business environment as consisting of external forces beyond a company's control that influence its operations. The external environment includes factors like customers, competitors, and government regulations, while the internal environment involves controllable factors like company values, management, and resources. The environment can be further broken down into the micro environment of direct influences and macro environment of more indirect general forces.
The document discusses organizational environments and how organizations interact with their environments. It covers several theories on organizational environments including:
- Environmental contingency theory which states that organizations must match their structure to stable or dynamic environments.
- Resource dependence theory which examines how organizations depend on other organizations for resources and how this creates power dynamics.
- Population ecology theory which looks at how organizations compete for survival within their ecological niche.
- Institutional theory which argues that organizations must conform to social norms and values to maintain legitimacy.
The document provides frameworks for analyzing an organization's task environment, general environment and international environment. It also discusses strategies for managing dependencies and uncertainties in the external environment.
Group Presentation on investment bank nepalAbhyuday Shah
This document contains financial information about Nepal Investment Bank for the fiscal years 2066/2067 and 2065/2066. It reports that the bank's net profit margin was 27.2041% in 2066/2067 and 27.5592% in 2065/2066, showing a slightly higher profit margin in the previous year. Current assets total Rs. 7,04,10,81,648 and current liabilities total Rs. 5,17,43,78,794, giving a current ratio of 1:1.360. The bank's liquid ratio is 1:1.3411, indicating sufficient liquid assets to cover current liabilities. Earnings per share were Rs. 52.55 and
This chapter discusses decision making and problem solving. It defines decision making and describes types of decisions and conditions. It outlines rational and behavioral perspectives on decision making. The rational perspective involves obtaining complete information and evaluating alternatives logically. However, managers have bounded rationality and tend to satisfice. Group decision making has advantages like more information but disadvantages like longer timeframes. Managing techniques include setting deadlines and having members critically evaluate alternatives.
The document summarizes early management theories and perspectives from antiquity to modern times. It discusses:
1. Management practices in ancient civilizations like Sumerians, Egyptians, Chinese, Greeks, Romans, etc.
2. Early management pioneers like Adam Smith, Robert Owen, and Charles Babbage who contributed to division of labor and efficiency.
3. Classical management theories like scientific management by Taylor focusing on efficiency, and administrative management by Fayol outlining management functions and principles.
4. Behavioral management perspectives emerging from Hawthorne Studies showing the importance of human relations and social factors in work performance.
The document provides an overview of environmental analysis, which is the first step of strategic management. It discusses the internal and external factors that influence business decisions. The internal environment includes factors like values, management structure, and resources. The external environment includes the microenvironment of suppliers, customers, competitors and publics, as well as the macroenvironment of demographic, economic, natural, technological, political, and cultural forces. Techniques for environmental scanning involve gathering information verbally, in writing, and through search/spying, and then evaluating and forecasting future scenarios based on this information.
This document outlines key concepts in business ethics. It discusses how public interest in business ethics has increased in recent decades due to media coverage of ethical issues. It also examines definitions of business ethics and the relationship between ethics, economics, and law. Additionally, it presents three models of management ethics - immoral, moral, and amoral - and explores how to develop moral judgment and actionable moral management.
This document discusses alcohol and its effects on teens. It provides information on what is contained in different types of alcohol, factors that influence alcohol absorption, reasons why teens drink, and how blood alcohol content affects individuals. Advertisements are aimed at making drinking seem problem-free and attractive to teens. The document warns that alcohol can negatively impact school, relationships, and goals for teens and that over 300,000 college students are at risk of alcohol-related death or dropping out due to drinking.
This document discusses the dangers of alcoholic energy drinks, which contain both alcohol and caffeine. These drinks can contain as much caffeine as 8 cups of coffee and as much alcohol as 3 beers in a single 23.5 oz can. The combination of stimulants and depressants can mask intoxication and cause serious health issues. These drinks also look similar to regular energy drinks, making it difficult for clerks, employees, and contractors to distinguish between alcoholic and non-alcoholic beverages, posing a safety risk on job sites where alcohol is prohibited. The document urges awareness of these risks and how to identify alcoholic energy drinks by examining labels for alcohol content listings.
Presentation on Organization Change & DevelopmentAbhyuday Shah
This document summarizes a presentation on organization change and development at Everest Bank. It provides background on Everest Bank, established in 1994 with 39 branches. It discusses the need for organization change to adapt to a changing market. It outlines forces for change, both internal like employee issues and external like changing customer demands. It also discusses barriers to change, and the role of managers in leading change through improved technology, services, and employee motivation. Overall it finds that change is necessary for the bank to adapt and develop, while managing many influencing factors and barriers.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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The importance of corporate social responsibility surfaced in the 1960s when the activist movement began questioning the singular economic objective of business--existing to maximize profits. It has been a source of contention ever since.
For example, was Dow Corning ignoring it social responsibility by marketing breast implants when data indicated that leading silicone could be a health hazard? Were tobacco companies ignoring health risks associated with nicotine and its addictive properties?
Times have changed and managers must regularly make decisions about issues that have a dimension of social responsibility.
Few terms have been defined in as many different ways as social responsibility. Most of the debate on definitions has focused on the extremes. On one side, there is the classical or purely economic view that management’s social responsibility is to maximize profits. On the other side stands the socioeconomic position, which holds that management’s responsibility goes well beyond making profits to include protecting and improving society’s welfare.
Exhibit 2-1 lays out the major arguments for and against businesses being socially responsible.
For the purposes of this text, social responsibility is defined as a firm’s obligation that goes beyond that required by law and economics; it includes a firm pursuing long-term goals that are good for society.
Social obligation is a company meeting its economic and legal responsibilities but no more.
Social responsiveness is the ability of a firm to adapt to changing societal expectations and conditions.
Most of the studies used statements from annual reports as well as news articles about the companies to compile their results. While these sources may not be the most reliable, there is a public perception that companies who behave in a socially responsible way perform better.
De Beers is a good example of a company that has a special interest in social responsibility. The diamond supplier has focused a great deal of attention on the competitive advantage of its diamonds that are mined in countries that respect human rights.
Mountain Equipment Co-Op is an organization that is seen as being socially responsible. It places high value on the environment and sells outdoor equipment that helps the customer treat the environment in a responsible manner. MEC also expects its managers to make decisions that are ethically sound.
Utilitarian view of ethics refers to a situation in which decisions are made solely on the basis of their outcomes or consequences. The goal is to provide the greatest good for the greatest number. It encourages efficiency and productivity and is consistent with the goal of profit maximization. It can, however, result in biased allocation of resources.
The rights view of ethics refers to a situation in which the individual is concerned with respecting and protecting individual liberties and privileges, including the rights to privacy, freedom of conscience, free speech, and due process. The positive side of the rights view is that it protects individual freedom and privacy. On the other hand, it can present obstacles to high productivity and efficiency by creating and overly legalistic work climate.
The theory of justice view refers to a situation in which an individual imposes and enforces rules fairly and impartially. A manager would be using this perspective in deciding to pay a new entry-level employee $1.50 an hour over the minimum wage because that manager believes that the minimum wage is inadequate. While it does protect the interests of those stakeholders who may be underrepresented or lack power, it can encourage a sense of entitlement that reduces innovation and risk-taking.
People who lack strong moral development are much less likely to do the wrong things if they are constrained by rules, policies, job descriptions, or strong cultural norms that discourage such behaviours. On the other hand, highly moral individuals can be corrupted by an organizational structure and culture that permits or encourages unethical practices.
Eventually, individuals can make a clear effort to define moral principles apart from the authority of the groups to which they belong or society in general.
For example, suppose that someone in our class has stolen the final exam and is selling copies for $50 each. You need to do well on this exam or risk failing the course. You expect that some classmates have bought copies--and that could affect any possibility of the exam being “curved” by the instructor. How the person handles this will depend on the person’s stage of moral development.
In addition to a person’s moral development, values that a person has will also influence ethical behaviour. Values are developed in early years by watching and learning from our parents, teachers, and friends. Values represent our basic convictions about what is right and wrong. This means that managers in the same organization may often possess very different personal values.
Unlike moral development which can be measured, values are broad and cover a wide range of issues.
While values and moral development are part of personal development, organizational factors can also affect ethical behaviour.
The strength of an organization’s culture influences ethical behaviour. An organizational culture most likely to encourage high ethical standards is one that is high in risk tolerance, control, and conflict tolerance. Managers in such cultures are encouraged to be aggressive and innovative, are aware that unethical practices will be discovered, and feel free to openly challenge expectations they consider to be unrealistic or personally undesirable. A strong culture will exert more influence on manages than a weak one.
The structural design of an organization also shapes the ethical behaviour of managers. Some structures provide strong guidance and continuously remind managers of what is ethical while others create ambiguity and uncertainty.
The intensity or passion of the issue can influence ethical behaviour as shown above. These 6 characteristics determine how important an ethical issue is to an individual. According to these guidelines, the larger the number of people harmed, the more agreement that the action is wrong, the greater the likelihood that the action will cause harm, the more immediately that the consequences of the action will be felt, the closer the person feels to the victim, and the more concentrated the effect of the action on the victim, the greater the issue intensity. The more important or intense an ethical issue is, the more we should expect managers to behave ethically.
Given the various business scandals in the last several years, companies are refocusing attention on business ethics. The spotlight is not only on the managers who run things, but also on the boards of directors.
Corporate governance refers to the mechanisms that make it possible to direct, control, and evaluate a company and its management. Boards also rely on corporate governance to protect the interests and rights of shareholders.
A company’s employee selection process is important to minimizing as much as possible the hiring of individuals with questionable ethical standards.
Likewise, organizations can help employees understand ethical expectations with codes of ethics and decision rules. Codes of ethics are formal statements of an organization’s primary values and the ethical rules it expects its employees to follow. We’ll look at these in more detail later on.
Managers of all levels set the tone by their own action and behaviours. Therefore it is important to lead by example if the organization wants people to pay attention to ethics.
Job goals and performance reviews help reinforce the importance of ethical behaviour. By reviewing performance on a regular basis, a manager can discuss not only the economic goals of the organization but reviewing the manner in which the goals have been achieved.
More and more organizations are setting up seminars, workshops, and similar ethics training programs to encourage ethical behaviour. However, there is much debate about whether people can be taught ethics.
Social audits have been designed to evaluate decisions and management practices in terms of the organization’s code of ethics. These audits are usually conducted by individuals outside the organization.
Lastly, people can be supported when facing ethical dilemmas. Figure 2-4 provides a decision tree when faced with an ethical dilemma. In addition, a person can look at the mission and values statements or consider the impact of the decision on co-workers.
For codes to have the force and importance, a written introduction by the Chair of the Board and/or CEO is key. People in the organization look to top management as the benchmark of behaviours and actions. Without the support of managers, these become meaningless statements.
There are a variety of things managers have responsibility for relating to codes of ethics. Among those is active involving people in the development of the code to signify the importance the organization places on the code.
Also, as has been stated before, managers must support the code by both word and action.
There is some concern that social responsibility and ethics has taken a back seat in business. A survey of employees shows that workplace pressures are leading more and more people to consider acting unethically or illegally on the job. The results indicated that 56% of those surveyed felt pressure to act unethically or illegally while 48% said they had actually committed such activities.
But concerns about social responsibility are growing as more and more people understand the impact Canadian businesses have on not just the local community but also the world community. People are concerned about companies that cut corners in order to increase profits but in doing so pollute the environment.
Acting ethically is not always easy. However, because society’s expectations of its institutions are changing regularly, managers must continually monitor those expectations. What is ethical today may be a poor guide in the future.