1. McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

2. McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 3 Managing Ethics and Diversity

3. 3-3 Learning Objectives 1.Illustrate how ethics help managers determine the right or proper way to behave when dealing with different stakeholder groups 2.Explain why managers should strive to create ethical organizational cultures 3.Appreciate the increasing diversity of the workforce and of the organization environment

4. 3-4 Learning Objectives 4.Grasp the central role that managers play in the effective management of diversity 5.Understand why the effective management of diversity is both an ethical and business imperative 6.Understand the two major forms of sexual harassment and how they can be eliminated

5. 3-5 The Nature of Ethics Ethical Dilemma – Quandary people find themselves in when they have to decide if they should act in a way that might help another person even though doing so might go against their own self- interest

6. 3-6 The Nature of Ethics Ethics –The inner-guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the “right” or appropriate way to behave

7. 3-7 Ethics and the Law Neither laws nor ethics are fixed principles Laws change to reflect the changing ethical beliefs of a society

8. 3-8 Stakeholders and Ethics Stakeholders –The people and groups that supply a company with its productive resources and so have a claim on and stake in the company

9. 3-9 Types of Company Stakeholders Figure 3.1

10. 3-10 Stockholders Want to ensure that managers are behaving ethically and not risking investors’ capital by engaging in actions that could hurt the company’s reputation Want to maximize their return on investment

11. 3-11 Managers Responsible for using a company’s financial capital and human resources to increase its performance Have the right to expect a good return or reward by investing their human capital to improve a company’s performance Frequently juggle multiple interests

12. 3-12 Discussion Question: Managers Is it ethical for managers to receive vast amounts of money from their companies? A.Yes B.No C.Sometimes D.Never

13. 3-13 Employees Companies can act ethically toward employees by creating an occupational structure that fairly and equitably rewards employees for their contributions

14. 3-14 Suppliers and Distributors Suppliers expect to be paid fairly and promptly for their inputs Distributors expect to receive quality products at agreed-upon prices

15. 3-15 Customers Most critical stakeholder Company must work to increase efficiency and effectiveness in order to create loyal customers and attract new ones

16. 3-16 Community, Society, and Nation Refers to physical locations like towns or cities or to social milieus like ethnic neighborhoods in which companies are located Provides a company with the physical and social infrastructure that allows it to operate

17. 3-17 Ethical Decision Making Figure 3.2

18. 3-18 Rules for Ethical Decision Making Utilitarian Rule –Decision that produces the greatest good for the greatest number of people How do you measure the benefits and harms that will be done to each stakeholder group? How do you evaluate the rights and importance of each group?

19. 3-19 Rules for Ethical Decision Making Moral Rights rule –Decision that best maintains and protects the fundamental or inalienable rights and privileges of the people affected by it

20. 3-20 Rules for Ethical Decision Making Justice rule –Decision that distributes benefits and harms among people and groups in a fair, equitable, or impartial way

21. 3-21 Rules for Ethical Decision Making Practical rule –Decision that a manager has no hesitation about communicating to people outside the company because the typical person would think it is acceptable

22. 3-22 Practical Decision Model 1.Does my decision fall within the acceptable standards that apply in business today? 2.Am I willing to see the decision communicated to all people and groups affected by it? 3.Would the people with whom I have a significant personal relationship approve of the decision?

23. 3-23 Why should managers behave ethically? The relentless pursuit of self-interest can lead to a collective disaster when one or more people start to profit from being unethical because this encourages other people to act in the same way

24. 3-24 Some Effects of Ethical/Unethical Behavior Figure 3.3

25. 3-25 Question? What is confidence and faith in another person’s goodwill? A.Reputation B.Trust C.Empathy D.Hope

26. 3-26 Why should managers behave ethically? Trust –Willingness of one person or group to have faith or confidence in another person’s goodwill, even though this puts them at risk

27. 3-27 Why should managers behave ethically? Reputation –esteem or high repute that individuals or organizations gain when they behave ethically

28. 3-28 Determinants of Ethics Figure 3.4

29. 3-29 Societal Ethics –Standards that govern how members of a society should deal with each other on issues such as fairness, justice, poverty, and the rights of the individual People behave ethically because they have internalized certain values, beliefs, and norms

30. 3-30 Professional Ethics – Standards that govern how members of a profession are to make decisions when the way they should behave is not clear-cut –Medical & legal ethics

31. 3-31 Individual Ethics –Personal values and attitudes that govern how individuals interact with other people

32. 3-32 Ethical Organizational Cultures Managers can ensure that important ethical values and norms are key features of an organization’s culture Managers become ethical role models whose behavior is scrutinized by their subordinates

33. 3-33 Ethical Organizational Cultures Ethics Ombudsman –An ethics officer who monitors an organization’s practices and procedures to be sure they are ethical

34. 3-34 Johnson & Johnson Credo Figure 3.5

35. 3-35 The Increasing Diversity of the Workforce and the Environment Diversity –Differences among people in age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, and capabilities/disabilities

36. 3-36 Diversity Concerns The ethical imperative for equal opportunity Effectively managing diversity can improve organizational effectiveness The continuing bias toward diverse individuals

37. 3-37 Question? What is the metaphorical barrier that prevents minorities and women from being promoted to top corporate positions? A.Gender Barrier B.Gender Prejudice C.Glass Ceiling D.Glass Top

38. 3-38 Diversity Concerns Glass ceiling –A metaphor alluding to the invisible barriers that prevent minorities and women from being promoted to top corporate positions

39. 3-39 Sources of Diversity in the Workplace Figure 3.6

40. 3-40 Workforce Diversity: Age Aging U.S. Population –By 2030, 20 percent of the population will be over 65 Federal Age Discrimination Laws –1964 Title VII of the Civil Rights Act of 1964 –1967 Age Discrimination in Employment Act

41. 3-41 Workforce Diversity: Gender Women in the Work Place –U.S. workforce is 46.5 % percent female. –Women’s weekly median earnings are $572 compared to $714 for men. –Women hold only 16% of corporate officer positions.

42. 3-42 Major EEO Laws

43. 3-43 Workforce Diversity: Religion Accommodation for Religious Beliefs –Scheduling of critical meetings –Providing flexible time off for holy days –Posting holy days for different religions on the company calendar

44. 3-44 Workforce Diversity: Capabilities and Disabilities Disability Issues –Providing reasonable accommodations for individuals with disabilities –Promoting a nondiscriminatory workplace environment –Educating the organization about disabilities and AIDS

45. 3-45 Workforce Diversity: Socioeconomic Background Socioeconomic Background Issues –Widening diversity in income levels –Single mothers and the “working poor” –Child and elder care for working parents

46. 3-46 Workforce Diversity: Sexual Orientation Sexual Orientation Issues –Employment and workplace discrimination –Provision of domestic-partner benefits

47. 3-47 Critical Managerial Roles

48. 3-48 Critical Managerial Roles Managers have more influence than rank-and-file employees When managers commit to diversity, it legitimizes diversity efforts of others

49. 3-49 Forms of Sexual Harassment Quid pro quo –Asking or forcing an employee to perform sexual favors in exchange for some reward or to avoid negative consequences

50. 3-50 Forms of Sexual Harassment Hostile work environment –Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone’s personal appearance, and other sex-related actions that make the work environment unpleasant.

51. 3-51 Steps to Eradicate Sexual Harassment Develop and clearly communicate a sexual harassment policy endorsed by top management Use a fair complaint to investigate charges of sexual harassment

52. 3-52 Steps to Eradicate Sexual Harassment When it has been determined that sexual harassment has taken place, take corrective action as soon as possible Provide sexual harassment education and training to all organizational members, including managers

53. 3-53 Video Case: Bakery with a Conscience What does Trish Karter do differently with the Dancing Deer Bakery? How does Dancing Deer Bakery impact the community?

54. 3-54 Movie Example: John Q Is it ethical for a hospital to base treatment on the ability of a patient to pay?