CH04

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CH04

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  1. Chapter 4Ethics and Social Responsibility

    Slide 1 - Chapter 4Ethics and Social Responsibility

    • © 2015 Cengage Learning
    • MGMT7
  2. © 2015 Cengage Learning

    Slide 2 - © 2015 Cengage Learning

    • 4-1 identify common kinds of workplace deviance
    • 4-2 describe the U.S. Sentencing Commission Guidelines for Organizations and explain how they both encourage ethical behavior and punish unethical behavior by businesses
    • 4-3 describe what influences ethical decision making
    • 4-4 explain what practical steps managers can take to improve ethical decision making
  3. © 2015 Cengage Learning

    Slide 3 - © 2015 Cengage Learning

    • 4-5 explain to whom organizations are socially responsible
    • 4-6 explain for what organizations are socially responsible
    • 4-7 explain how organizations can choose to respond to societal demands for social responsibility
    • 4-8 explain whether social responsibility hurts or helps an organization’s economic performance
  4. Workplace Deviance

    Slide 4 - Workplace Deviance

    • Ethical behavior
    • conforms to a society’s accepted principles of right and wrong.
    • Workplace deviance
    • unethical behavior that violates organizational norms about right and wrong.
    • © 2015 Cengage Learning
    • 4-1
  5. Types of Workplace Deviance

    Slide 5 - Types of Workplace Deviance

    • © 2015 Cengage Learning
    • 4-1
  6. Who, What, and Why

    Slide 6 - Who, What, and Why

    • Who
    • nearly all companies: nonprofits, partnerships, labor unions, unincorporated organizations, incorporated organizations, pension funds, trusts, joint stock companies
    • What
    • offenses defined by federal laws: invasion of privacy, price fixing, fraud, theft, embezzlement, etc.
    • Why
    • The purpose of the guidelines is not just to punish companies after violations, but to encourage companies to prevent violations before they happen.
    • © 2015 Cengage Learning
    • 4-2
  7. Offense Levels, Base Fines, Culpability Scores, and Possible Total Fines under the US Sentencing Commission Guidelines for Organizations

    Slide 7 - Offense Levels, Base Fines, Culpability Scores, and Possible Total Fines under the US Sentencing Commission Guidelines for Organizations

    • © 2015 Cengage Learning
    • 4-2
  8. Compliance Program Steps from the US Sentencing Commission Guidelines for Organizations

    Slide 8 - Compliance Program Steps from the US Sentencing Commission Guidelines for Organizations

    • 4-2
    • © 2015 Cengage Learning
  9. Influences on Ethical Decision Making

    Slide 9 - Influences on Ethical Decision Making

    • Ethical intensity
    • Moral development
    • Ethical principles
    • © 2015 Cengage Learning
    • 4-3
  10. Ethical Intensity

    Slide 10 - Ethical Intensity

    • The degree of concern people have about an ethical issue.
    • Magnitude of consequences
    • Social consensus
    • Probability of effect
    • Temporal immediacy
    • Proximity of effect
    • Concentration of effect
    • © 2015 Cengage Learning
    • 4-3
  11. Kohlberg’s Stages of Moral Development

    Slide 11 - Kohlberg’s Stages of Moral Development

    • 4-3
    • © 2015 Cengage Learning
  12. Principles of Ethical Decision Making

    Slide 12 - Principles of Ethical Decision Making

    • Principle of long-term self interest
    • Principle of personal virtue
    • Principle of religious injunctions
    • Principle of government requirements
    • Principle of utilitarian benefits
    • Principle of individual rights
    • Principle of distributive justice
    • © 2015 Cengage Learning
    • 4-3
  13. Selecting and Hiring Ethical Employees

    Slide 13 - Selecting and Hiring Ethical Employees

    • Overt integrity tests
    • Personality-based integrity tests
    • © 2015 Cengage Learning
    • 4-4
  14. Codes of Ethics

    Slide 14 - Codes of Ethics

    • A company must communicate its code inside and outside the company.
    • Management must develop practical ethical standards and procedures specific to the company’s line of business.
    • © 2015 Cengage Learning
    • 4-4
  15. Objectives of Ethics Training

    Slide 15 - Objectives of Ethics Training

    • Develop employees’ awareness of ethics
    • Achieve credibility with employees
    • Teach employees a practical model of ethical decision making
    • © 2015 Cengage Learning
    • 4-4
  16. A Basic Model of Ethical Decision Making

    Slide 16 - A Basic Model of Ethical Decision Making

    • 4-4
    • © 2014 Cengage Learning
    • © 2015 Cengage Learning
  17. Ethical Climate

    Slide 17 - Ethical Climate

    • Organizational culture is key to fostering ethical decision making.
    • Management needs to be active in and committed to the ethics program.
    • Encourage managers and employees to report ethical violations (whistleblowing)
    • © 2015 Cengage Learning
    • 4-4
  18. To Whom Are Organizations Socially Responsible?

    Slide 18 - To Whom Are Organizations Socially Responsible?

    • Shareholder model
    • the only social responsibility that businesses have is to maximize profits
    • Stakeholder model
    • management’s most important responsibility is not just maximizing profits, but the firm’s long term-survival.
    • © 2015 Cengage Learning
    • 4-5
  19. Stakeholder Model of Corporate Social Responsibility

    Slide 19 - Stakeholder Model of Corporate Social Responsibility

    • People or groups who are interested in and affected by the organization’s actions.
    • Primary stakeholders
    • Secondary stakeholders
    • © 2015 Cengage Learning
    • 4-5
  20. Stakeholder Model of Corporate Social Responsibility

    Slide 20 - Stakeholder Model of Corporate Social Responsibility

    • 4-5
    • © 2014 Cengage Learning
    • © 2015 Cengage Learning
  21. For What Are Organizations Socially Responsible?

    Slide 21 - For What Are Organizations Socially Responsible?

    • Economic responsibility
    • Legal responsibility
    • Ethical responsibility
    • Discretionary responsibility
    • © 2015 Cengage Learning
    • 4-6
  22. Responses to Demands for Social Responsibility

    Slide 22 - Responses to Demands for Social Responsibility

    • Social responsiveness: a company’s strategy for responding to stakeholders’ expectations concerning economic, legal, ethical, or discretionary responsibility.
    • © 2015 Cengage Learning
    • 4-7
  23. Social Responsiveness Strategies

    Slide 23 - Social Responsiveness Strategies

    • Reactive
    • Defensive
    • Accommodative
    • Proactive
    • 4-7
    • © 2015 Cengage Learning
  24. Social Responsibility and Economic Performance

    Slide 24 - Social Responsibility and Economic Performance

    • There is no tradeoff between being socially responsible and economic performance.
    • It usually does pay to be socially responsible.
    • There is no guarantee that socially responsible companies will be profitable.
    • © 2015 Cengage Learning
    • 4-8
  25. Theo Chocolate

    Slide 25 - Theo Chocolate

    • 1. Which of the four strategies for responding to social responsibility best reflects Theo Chocolate?
    • 2. How does Theo Chocolate’s business practices reflect the stakeholder model of social responsibility?
    • 3. What would happen if fair trade goals conflicted with a company’s primary responsibility to be profitable?
    • © 2015 Cengage Learning
  26. Theo Chocolate

    Slide 26 - Theo Chocolate

    • © 2015 Cengage Learning