chap 5 - cobeflc .(x 3m Yam? @ kalmalg/‘Zf/EBlZ Chapter...

Info iconThis preview shows pages 1–7. Sign up to view the full content.

View Full Document Right Arrow Icon
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Background image of page 2
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Background image of page 4
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Background image of page 6
Background image of page 7
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: cobeflc .(x 3m Yam? @ kalmalg/‘Zf/EBlZ Chapter Five 1 1 I) v ' . ,7 _ _ , Ethics and Corgorate Responsibility Id El km hm, harm flm (MM L, , j V 151v MAMA <:90"i‘l/\n.x afuC/th-W ‘ l & (Xi/ii @0qu Q5 4/9113}? C HIM. Hm aim (l tMm/C w» M»: ‘J U ‘ Uni/1m 3H9!) lat/th Minn/rig ’ J wi‘lll-IDA imp ~GITTL ifl?Dm¢i(1£i/0w (7009& g: thaffg lm‘i!’ Lhajaij/C WOSJHW? @015 an fl If? (i $1 ME IN” MW ['6 rock-p3" (llflga W harmace uifla is .‘m Py Dal vols (Me/(<5 SISMOWV€> ’ égflgi'/1£z {/21 e& _flg/’4.iflvCi r, mag ‘ top a tam. in 540911 (a; all Obliarfiions beyond fflkwifl‘} mic/HQ w [h Many/0L 7!? .I/c/(ml’mmfi J ~ i DEL/MI [is 0/6 141% a! EM» Iwg at goVefiiszthe of values’rElating [to Ethica W , ‘situatiorgiproblem, orfopportunity in which, an individual i ust choose: among several actions that must be'evaluated as orally right pr Wrong volves choices that one makes ‘Ethics are shaped by laws” (p. 168) Ilegal and ethical behavior are not necessarily the same Business ethics uthe moral principles and standards that guide behavior in the world of business , .9 :wm‘majsq‘fwetn '. I . . .. "2:2?leflffip/éflrgmyuwd M ghhoctit ’erw 10th Wfié“ 157M” “pp/‘7 #109?“ Mai —§/”/a SWv-(V/M $617 7, 34,579 /Vh,mid: IS «7 lcn lma Mfi_ fami'li vyéf/ , J ‘ W’ V . .5. “ 406‘; h/ /’ Mairfiég IA, N‘i’fixar L: w) 145w 0V lOY/fi 'i’V/UL Qafl'£_ [IL/J ' J 4 v: 1.: t. . z .e.g., the golden rule " do \ero (3st 55 ‘1 09‘ ‘ 7 I - ‘aux Principles — kyosei and human digit!“ W WW) ‘ goxsm ll Viol, how WN plfimg with)“ (/vlo. - moral behavior is that which maximizeseensequences for the individual Iwhen everyone pursues self-interest, people learn to accommodate each other in their long-term interest o SH'PS \iw “q \lhbw‘lov W“? [Can I Show Mia/ng i n «éveevémfi *(QWWPM MWMB WWW") SIM/Imam”, ‘ M 2 Loan Wm a} 1/24/2012 Ethical Systems (cont.) Utilitarianism‘ v - ’ o 1 as a it i 01? Lil? J. Imoralbehavlors‘prociguce the greatestvgood rthe greatestnumbevrg OH IA 11/ I A1 I, Lo R lat' ' ~ . ‘ «’ v i u a » 5 x4; ‘ ,. ‘ e Icelthlfclgl behaVior defined by theOpinions and behavior of « /» (lg V f) 0’ I “4/ // relevant other Beofile a g I :M a ' mm'obsht»? W: ‘ 1; ' 741V fl S .mc, , , y, V i 4 W7); Vl’ahiSlm / a “7 I (i i i I film/)7 AM {ll/m /c,b§,bwb/) lQ+€l€+ oped PM a: mt’fi’th 31:5: ft: x 5 Ethical Swen“ (cont) ’ w vim-Avqu 54m 0 ~ 41> 6 31,94 Kohlberg’s model of cognitive moral development (p. 167) A/ g Guided by se'f' &< 0 ’8 / / 6: WJ' 6/(fl7L Strive to be chosen ethical ‘ r .5 fl 0] a good principles \ Strive for citizen Pnncnpled stage ’ immediate H x . \ Weav- \ ‘ »a§42/Aoop-, “ILwLD self-interest The Ethics Environment (p. 167) n Factors that promote ethical decision making 3 Tim: - I, , l m f #1214: [In h‘é nlaw — defines minimum ethical Standards in a given area 1 -b'din ' t '1 all '1‘ fl . . uawamis gpersonisno necessanymor ysensnveor / lgrk [Lu-Nd] ’/ I ,, my. DEVI/kl flaw-breaking person is not necessarily morally insensitive or wicked ,‘ .. .Sa banesgoxlexActaogz) NW, \ ‘ 0i i ‘i’V/ §//i{.1f/{[( I, . 2v/i/l , ‘ magicial statements be {W : , . «estgglished me‘gnblic Company ‘ Si] 2./) fl/i f (I If 14? a 2 {la for ’ p’ g i > / 111 I l ‘ ,F (lestrgygi‘ig evideneeffiertigént to afederal”fail;@viicjgs‘ftigationIf V‘V 9? . (A 01 (A - fl) I A r y f - ' : mi nswiminbmigerigleégggg I ’J G A . c «m - H . Zsecufities'an its ) Q n qqates‘Whistleb]ovG§fi§prote " ~’ 0- m 0- at J i n" v 1111059169th sentences for compame ' l ‘ oorfi”lia"fiée and ethics ’ ir a S C «invemir bamwe 4mm C0. Mm 1‘ #wt w; hm, my. $3 2 in 3 c: 2° 3 g 8 & z no+”"a"“7 (@09qu 1/24/2012 moi/:1 »> "th14/6le. The Ethics Environment (cont.) Factors that promote ethical decision making (cont.) nindustry and company ethics codes (p. 170) .formal statement of the organization’s values regarding ethics and social issues nethics programs Icompliance-based programs - designed by corporate / counsel to prevent, detect, and punish ethical Violations lintegrity-based programs - guiding principles that instill personal responsibility for ethical behavior ISection 404 of Sarbannes-Oxley linternal auditing The Ethics Environment (cont.) Factoéw'iafgiiiote’Qgethical decision making (p. .173) WW \ “f " »C nmgtiil‘competitivéness -need to; cut corriErs‘gto gain coiripeti we advantage 1 V f / .1 r) 3 Oufl e3, prevalence of line "\‘al‘behaviorl in the political/legal ‘ environment , » ‘ ’ r, - .8?te~mal$;ivironrh' tal hirinificence - extent to which critic ’ w W m ' 1 resources exist in the environment Q1914 £528 M512 Whfirfl rzmtvw e INZQWIQ final/HQ CK talcum £4444 bzfl/OWL 5 Chan 'm—lem’Sf Ar 04* (OW/WV; he Owiflp. -when low, opportunities for success are limited Icompetitors may cut corners to maintain or grow their market share .when high, temptation to ‘make hay while the sun shines’ lextrerne dependency - creates need to please customer or regulatory agency ninternal environment - pressure for higher performance I Waitei'estmamm Origins of concern I‘noblesse oblige’ Icharity Fwe Igrowth of corporations created an imbalance of power Stakeholders M. CNS 'g I individuals or groups who have an interest in and are r HIS affected by the actions of an organization IhaVe claims on oranization’s erforrnance mlyk Neal/LP lSJ’l’o CWHJZ/My (may. COYQUKGFHDWQ Pyramid of Global Corporate Social Responsibility and Performance — Figure 5.3 (p. 176) Be a good 5'05” I ,3 Do what is desired by corpora" .. ' ‘ global stakeholders Do what is “peeled by global stakeholders Do what is requirzd by global stakeholders Do what is profitable required by global capitalism Corporate Social Responsibility (cont.) Contrasting views (113177) " ‘ . A‘ ‘ i 'ro'lt‘ . ' " i (1:? Miltonggriedmjan > ’ pursuit of profit viithin the constraints of the law is the‘social ' I ' ‘ ‘ " business 1g: : «economic and legal responsibilities?arethefocus :bnsiness organizations created to'rnake’a 1 government is in the best position toldeterrnine’ the nature; of social improvements and to realize those’improvementsQ; < ,ucompanies that flagrantly violate the norms»,of Society will :be punished by consumers v ‘i ' « r almanagers are agentszwhose sole responSibility shareholder interests yinangigement taxes shareholders When it supports respo 'b'lityV » “ ' * * 1/24/2012 1/24/2012 Corporate Social Responsibility (cont.) “Competitive, advantages of socially responsible actions V ’ Itheoretical explanations for relationship between economic performance and socially responsible activities A ‘ 1‘ uslack resources theory a good economic performance 3 3"» makesjsocfil respon51veness possible {00d management theory acom/mitmeiit to social ; programssleads to better econdmic performance «filbumish tljig: company’s image ., . V 'd regulation ( 4" ‘ uaccess to grownigtinarket for socially responsible products upromote sustainability Ivirtuous circle - social responsibility leads to improved financial performance and vice versa “(21ml Lle/ 100mm man‘gW- Uig— Salgg in; Qfijgi l/(SQObsl‘b‘Z/‘i’bz [5311.53 ’6); :MfiMggg Walz flag a a / , .og-lnln-—..__.. .. (h ‘1,’ 1 ’ COM/mm” ‘ ,u g L (/44 0/ é:- rc :1. (/1 ., » V 1/ - , y] n 1 J.“ “A [0 1* ~14? &,,W- L; JA / r ‘ U: W "‘ V ‘ ~ r K < .7. I" '0' w ._ ” _ 1.; C ‘ . ul- ' M 1463/ [I w n‘ V -€ ‘1 ‘ It". . v . 1 [$01 1‘. 47$ 1 1 ' ,Jr'l’ w :"I ...
View Full Document

This note was uploaded on 04/01/2012 for the course MGMT 300 taught by Professor Hamilton during the Spring '11 term at Rutgers.

Page1 / 7

chap 5 - cobeflc .(x 3m Yam? @ kalmalg/‘Zf/EBlZ Chapter...

This preview shows document pages 1 - 7. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online