1. Chapter 5 Managing Responsibly and Ethically Copyright © 2016 Pearson Canada Inc. 5-1

2. Learning Outcomes: 1.Understand what it means to be a socially responsible manager. 2.Describe how managing responsibly contributes to organizational performance. 3.Identify sustainable management practices. Copyright © 2016 Pearson Canada Inc. 5-2

3. Learning Outcomes: 4.Understand the principles of values-based management. 5.Discuss current ethics issues. Copyright © 2016 Pearson Canada Inc. 5-3

4. The Classical View: Social Obligation  Maximize profits for the benefit of the stockholders  Doing “social good” unjustifiably increases costs What Is Meant by Socially Responsible Management? Copyright © 2016 Pearson Canada Inc. 5-4

5. Social Obligation:  Social obligation is a firm’s engaging in social actions because of its obligation to meet certain economic and legal responsibilities. What Is Meant by Socially Responsible Management? Copyright © 2016 Pearson Canada Inc. 5-5

6. The Socio-Economic View: Social Responsiveness and Social Responsibility  Management should also protect and improve society’s welfare.  Corporations are responsible to more then stockholders.  Firms have a moral responsibility to larger society “to do the right thing”. What Is Meant by Socially Responsible Management? Copyright © 2016 Pearson Canada Inc. 5-6

7. Social Responsiveness:  Social responsiveness A firm’s engaging in social actions in response to some popular social need.  Social need A need of a segment of society caused by factors such as physical and mental disabilities; language barriers; and cultural, social, or geographical isolation. What Is Meant by Socially Responsible Management? Copyright © 2016 Pearson Canada Inc. 5-7

8. Social Responsiveness con’t:  Managers in these companies are guided by social norms and values and make practical, market-oriented decisions about their actions. What Is Meant by Socially Responsible Management? Copyright © 2016 Pearson Canada Inc. 5-8

9. Social Responsibility:  A socially responsible organization views things differently.  It goes beyond what it’s obligated to do or chooses to do because of some popular social need and does what it can to help improve society because it’s the right thing to do. What Is Meant by Socially Responsible Management? Copyright © 2016 Pearson Canada Inc. 5-9

10. Exhibit 5-1 Social Responsibility vs. Social Responsiveness Copyright © 2016 Pearson Canada Inc. 5-10

11. The Evolution of Socially Responsible Management:  Those supporting the socio-economic view would respond that managers should be responsible to any group affected by the organization’s decisions and actions.  Classicists would say that shareholders, or owners, are the only legitimate concern. What Is Meant by Socially Responsible Management? Copyright © 2016 Pearson Canada Inc. 5-11

12. Exhibit 5-2 To Whom Is Management Responsible? Copyright © 2016 Pearson Canada Inc. 5-12

13. Corporate Social Responsibility and Economic Performance Many studies have shown positive relationship between social involvement and economic performance. However, cannot generalize findings. A recent analysis of several studies concluded that managers can afford to be (and should be) socially responsible. Copyright © 2016 Pearson Canada Inc. 5-13

14. Socially Responsible Investing (SRI): SRI`s are funds which provide a way for individual investors to support socially responsible companies. These funds generally use some type of social screening; that is, applying social and environmental criteria to investment decisions. Corporate Social Responsibility and Economic Performance Copyright © 2016 Pearson Canada Inc. 5-14

15. Sustainable Management Practices The recognition by business of the close link between its decisions and activities and their impact on the natural environment. Copyright © 2016 Pearson Canada Inc. 5-15

16. Sustainable Management Practices How Organizations Manage Sustainability Copyright © 2016 Pearson Canada Inc. 5-16 legal approach market approach stakeholder approach activist approach

17. Exhibit 5-3 Approaches to Sustainable Management Copyright © 2016 Pearson Canada Inc. 5-17

18. As organizations implement sustainable management practices, we find more and more of them issuing detailed reports on their environmental performance via: - Global Reporting Initiative - Adopting ISO standards - Inclusion in the list of the Global 100 Most Sustainable Corporations in the World Sustainable Management Practices Copyright © 2016 Pearson Canada Inc. 5-18 Evaluating Sustainable Management

19. Values-Based Management Values-based management: Managers establish and uphold an organization’s shared values. Copyright © 2016 Pearson Canada Inc. 5-19

20. Purposes of Shared Values:  Guiding managerial decisions  Shaping employee behaviour  Influencing the direction of marketing efforts  Building team spirit Values-Based Management Copyright © 2016 Pearson Canada Inc. 5-20

21. Copyright © 2016 Pearson Canada Inc. 5-21 Exhibit 5-4 Purposes of Shared Values

22. Managerial Ethics Ethics Defined: The rules and principles that define right and wrong conduct. Copyright © 2016 Pearson Canada Inc. 5-22

23. Four Views of Ethics: 1. Utilitarian view 2. Rights view 3. Theory of justice view 4. Integrative social contracts theory Managerial Ethics Copyright © 2016 Pearson Canada Inc. 5-23

24. Utilitarian View Greatest good is provided for the greatest number  Encourages efficiency and productivity and is consistent with the goal of profit maximization Managerial Ethics Copyright © 2016 Pearson Canada Inc. 5-24

25. Rights View Respecting and protecting individual liberties and privileges  Seeks to protect individual rights of conscience, free speech, life and safety, and due process Managerial Ethics Copyright © 2016 Pearson Canada Inc. 5-25

26. The Theory of Justice Organizational rules are enforced fairly and impartially, following legal rules and regulations.  Protects the interests of underrepresented stakeholders and the rights of employees. Managerial Ethics Copyright © 2016 Pearson Canada Inc. 5-26

27. Integrative Social Contracts Theory Ethical decisions should be based on existing ethical norms in industries and communities.  Based on integration of the general social contract and the specific contract between community members. Managerial Ethics Copyright © 2016 Pearson Canada Inc. 5-27

28. Copyright © 2016 Pearson Canada Inc. 5-28 Exhibit 5-5 Factors That Affect Ethical and Unethical Behaviour

29. Managerial Ethics Stages of moral development Individual characteristics Structural variables Organizational culture Issue intensity Copyright © 2016 Pearson Canada Inc. 5-29

30. Levels of Individual Moral Development:  Pre-conventional level  Conventional level  Principled level Managerial Ethics Copyright © 2016 Pearson Canada Inc. 5-30

31. Exhibit 5-6 Stages of Moral Development Copyright © 2016 Pearson Canada Inc. 5-31

32. Stage of moral development interacts with:  Individual characteristics  The organization’s structural design  The organization’s culture  The intensity of the ethical issue Managerial Ethics Copyright © 2016 Pearson Canada Inc. 5-32

33. Research Conclusions:  People proceed through the stages of moral development sequentially  There is no guarantee of continued moral development  Most adults are in Stage 4 (“good corporate citizen”) Managerial Ethics Copyright © 2016 Pearson Canada Inc. 5-33

34. Values: Basic convictions about what is right or wrong on a broad range of issues. Ego strength: A personality measure of the strength of a person’s convictions. Managerial Ethics Copyright © 2016 Pearson Canada Inc. 5-34

35. Locus of Control: A personality attribute that measures the degree to which people believe they control their own life. Internal locus: the belief that you control your destiny. External locus: the belief that what happens to you is due to luck or chance. Managerial Ethics Copyright © 2016 Pearson Canada Inc. 5-35

36. Managerial Ethics Copyright © 2016 Pearson Canada Inc. Organizational characteristics and mechanisms that guide and influence individual ethics: Performance appraisal systems Reward allocation systems Behaviours (ethical) of managers An organization’s culture Intensity of the ethical issue 5-36

37. Managerial Ethics Copyright © 2016 Pearson Canada Inc. Good structural design minimizes ambiguity and uncertainty and fosters ethical behaviour 5-37

38. Managerial Ethics Copyright © 2016 Pearson Canada Inc. Cultures high in risk tolerance, control, and conflict tolerance are most likely to encourage high ethical standards Weak cultures have less ability to encourage high ethical standards 5-38

39. Copyright © 2016 Pearson Canada Inc. 5-39 Exhibit 5-7 Determinants of Issue Intensity

40. Ethical Standards in an International Context  Social and cultural differences determine acceptable behaviours Managerial Ethics Copyright © 2016 Pearson Canada Inc. 5-40

41. Managerial Ethics Hire individuals with high ethical standards. Establish codes of ethics and decision rules. Lead by example. Delineate job goals and performance appraisal mechanisms. Copyright © 2016 Pearson Canada Inc. 5-41 Encouraging Ethical Behaviour

42. Managerial Ethics Provide ethics training. Conduct independent social audits. Provide support for individuals facing ethical dilemmas. Copyright © 2016 Pearson Canada Inc. 5-42