1. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-1 Chapter 14 Social, Ethical, and Legal Issues Awareness

2. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-2 Chapter 14 Management’s Social Responsibilities What Influences Ethical Behavior Management’s Ethical Responsibilities Ethics in Dealing with Salespeople Salespeople’s Ethics when Dealing with Their Employers Ethics in Dealing with Customers The International Side of Ethics Managing Sales Ethics Agenda

3. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-3 Management’s Social Responsibilities Social responsibility is management’s obligation to make choices and take actions that contribute to the welfare and interests of society as well as to those of the organization

4. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-4 Organizational Stakeholders Organizational Stakeholders A stakeholder is any group within or outside the organization that has a stake in the organization’s performance Each stakeholder has a different interest in the organization Customers Community Creditors Government Owners Managers Employees Suppliers CCC GOMES

5. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-5 Major Stakeholders in the Organization’s Performance

6. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-6 An Organization’s Main Responsibilities Economic--be profitable Legal--obey the law Ethical--do what is right Discretionary--contribute to community & quality of life

7. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-7 An Organization’s Main Responsibilities

8. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-8 What Influences Ethical Behavior? The Individual’s Role The Organization’s Role Level one: Preconventional--acts in own best interest Level two: Conventional--upholds legal laws Level three: Principled--lives by own code A few operate here Most people operate here Less than 20% reach level three At best, most employees in firm operate at level two How will handle situation if no policies and procedures?

9. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-9 Management’s Ethical Responsibilities Ethics is the code of moral principles and values that govern the behaviors of a person or a group with respect to what is right or wrong Ethics sets standards as to what is good or bad in conduct and decision making Ethical behavior refers to treating others fairly

10. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-10 What is an Ethical Dilemma? A situation in which each alternative choice or behavior has some undesirable elements due to potentially negative ethical or personal consequences

11. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-11 Ethics in Dealing with Salespeople Five ethical considerations faced by sales managers Level of sales pressure Decisions affecting territory To tell the truth? The ill salesperson Employee rights Termination-at-will privacy sexual harassment

12. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-12 Salespeople’s Ethics in Dealing with Their Employers Misusing company assets Moonlighting Cheating Affecting other salespeople Technology theft

13. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-13 Ethics in Dealing with Customers Bribes Misrepresentation Price discrimination Tie-in sales Sales of Goods Act Selling the same quantity of the same product to different buyers at different prices To buy a particular line of merchandise, a buyer may be required to buy other, unwanted products Clayton Act

14. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-14 Ethics in Dealing with Customers Exclusive dealership Reciprocity Sales restrictions Buying a product from someone if the person or organization agrees to buy from you Cooling-off laws

15. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-15 Managing Sales Ethics Follow the organization’s leader Leader selection is important Establish a code of ethics Create ethical structures Encourage whistle-blowing Create an ethical sales climate Establish control systems

16. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-16 The International Side of Ethics Guidelines for conducting international business may be different or even nonexistent It is important to keep up to date on the law and be aware of how authorized representatives are conducting business

17. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-17 Summary of Major Selling Issues Ethical behavior pertains to values of right and wrong Ethical decisions and behavior are typically guided by a value system An important individual characteristic is one’s level of moral development Corporate culture is an organizational characteristic that influences ethical behavior

18. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-18 Summary of Major Selling Issues cont… Ethical standards and guidelines for sales personnel must be developed, supported, and policed Research suggests that socially responsible organizations perform as well as – and often better than – organizations that are not socially responsible Social responsibility in business means profitably serving employees and customers in an ethical and lawful manner

19. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Ryerson 14-19 Notes: