• Procedural justice ¾ Individual perceptions of the fairness used to determine various outcomes. • Interpersonal justice ¾ Degree of fairness people see in how they are treated by others in the organization. • Informational justice ¾ Perceived fairness of information used to arrive at decisions.
MGMT 309 - Wesson 20 Social Responsibility and Organizations • Organizational Stakeholders ¾ People and organizations directly affected by the behaviors of an organization and that have a stake in its performance. • Social Responsibility ¾ The set of obligations an organization has to protect and enhance the societal context in which it functions. • Areas of Social Responsibility ¾ Stakeholders ¾ The natural environment Environmentally sensitive products, recycling, public safety ¾ The general social welfare Charitable contributions, support for social issues such as child labor and human rights Social Responsibility Approaches • Obstructionist Stance ¾ Do as little as possible. • Defensive Stance ¾ Do only what is legally required and nothing more. • Accommodative Stance ¾ Meet legal and ethical obligations and go beyond that in selected cases. • Proactive Stance How Business and the Government Influence Each Other
MGMT 309 - Wesson 21 Managing Social Responsibility: Formal Organizational Dimensions • Legal Compliance ¾ Extent to which the organization conforms to local, state, federal, and international laws. • Ethical Compliance ¾ Extent to which members of the organization follow basic ethical/legal standards of behavior. • Philanthropic Giving Managing Social Responsibility: Informal Organizational Dimensions • Organization Leadership and Culture ¾ Leadership practices and the culture of the organization can help define the social responsibility stance an organization and its members will adopt. • Whistle Blowing ¾ The organizational response to the disclosure by an employee of illegal or unethical conduct on the part of others within the organization is indicative of the organization’s stance on social responsibility. Evaluating Social Responsibility • Concept of Control ¾ Evaluating responses to questionable legal or ethical conduct ¾ Corporate Social Audit Analysis of the effectiveness of social performance conducted by a task force of high-level managers from within the firm. Requires the organization to clearly define its social goals, analyze resources, determine how well goals are being met, and make recommendations for areas needing attention.
MGMT 309 - Wesson 22 Chapter Five: Navigating the Global Environment • Globalization means: ¾ Everyone is part of the global village. ¾ All organizations are affected by competition in the global economy.
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