1. PowerPoint Presentation to Accompany Chapter 3 of Management Canadian Edition Schermerhorn  Wright
Prepared by: Michael K. McCuddy .
Adapted by: Lynda Anstett & Lorie Guest
Published by: John Wiley & Sons Canada, Ltd.

2. Planning Ahead — Chapter 3 Study Questions
What is ethical behavior?
How do ethical dilemmas complicate the workplace?
How can high ethical standards be maintained?
What is corporate social responsibility?
How do organizations and governments work together in society?
Management - Chapter 3

3. Study Question 1: What is ethical behavior?
Ethics
Code of moral principles.
Set standards of “good” and “bad” as opposed to “right” and “wrong.”
Ethical behavior
What is accepted as good and right in the context of the governing moral code.
Management - Chapter 3

4. Study Question 1: What is ethical behavior?
Law, values, and ethical behavior:
Legal behavior is not necessarily ethical behavior.
Personal values help determine individual ethical behavior.
Terminal values
Instrumental values
Management - Chapter 3

5. Study Question 1: What is ethical behavior?
Cultural issues in ethical behavior:
Cultural relativism
Ethical behavior is always determined by cultural context.
Cultural universalism
Behavior that is unacceptable in one’s home environment should not be acceptable anywhere else.
Management - Chapter 3

6. Figure 3.2 The extremes of cultural relativism and ethical imperialism in international business ethics.
Source: Developed from Thomas Donaldson, “Values in Tension: Ethics Away from Home,” Harvard Business Review, vol. 74 (September-October 1996), pp
Management - Chapter 3

7. Study Question 1: What is ethical behavior?
How international businesses can respect core or universal values:
Respect for human dignity
Create culture that values employees, customers, and suppliers.
Keep a safe workplace.
Produce safe products and services.
Respect for basic rights
Protect rights of employees, customers, and communities.
Avoid anything that threatening safety, health, education, and living standards.
Be good citizens
Support social institutions, including economic and educational systems.
Work with local government and institutions to protect environment.
Management - Chapter 3

8. Study Question 2: How do ethical dilemmas complicate the workplace?
An ethical dilemma occurs when choices, although having potential for personal and/or organizational benefit, may be considered unethical.
Ethical dilemmas include:
Discrimination
Sexual harassment
Conflicts of interest
Customer confidence
Organizational resources
Management - Chapter 3

9. Study Question 2: How do ethical dilemmas complicate the workplace?
Ethical behavior can be rationalized by convincing yourself that:
Behavior is not really illegal.
Behavior is really in everyone’s best interests.
Nobody will ever find out.
The organization will “protect” you.
Management - Chapter 3

10. Study Question 2: How do ethical dilemmas complicate the workplace?
Factors influencing ethical behavior include:
The person
Family influences, religious values, personal standards, and personal needs.
The organization
Supervisory behavior, peer group norms and behavior, and policy statements and written rules.
The environment
Government laws and regulations, societal norms and values, and competitive climate in an industry.
Management - Chapter 3

11. Figure 3.3 Factors influencing ethical managerial behavior—the person, organization, and environment.
Management - Chapter 3

12. Study Question 3: How can high ethical standards be maintained?
Checklist for dealing with ethical dilemmas
Step 1. Recognize the ethical dilemma
Step 2: Get the facts
Step 3. Identify your options
Step 4. Test each option: Is it legal? Is it right? Is it beneficial?
Step 5. Decide which option to follow
Step 6. Double-check decision by asking the “spotlight” questions: “How would I feel if my family found out about my decision?” “How would I feel about this if my decision were printed in the local newspaper?”
Step 7. Take action.
Management - Chapter 3

13. Study Question 3: How can high ethical standards be maintained?
Ethics training:
Structured programs that help participants to understand ethical aspects of decision making.
Helps people incorporate high ethical standards into daily life.
Helps people deal with ethical issues under pressure.
Management - Chapter 3

14. Study Question 3: How can high ethical standards be maintained?
Whistleblowers
Expose misdeeds of others to:
Preserve ethical standards
Protect against wasteful, harmful, or illegal acts
Laws protecting whistleblowers vary
Management - Chapter 3

15. Study Question 3: How can high ethical standards be maintained?
Ethical role models:
Top managers serve as ethical role models.
All managers can influence the ethical behavior of people who work for and with them.
Excessive pressure can foster unethical behavior.
Managers should be realistic in setting performance goals for others.
Management - Chapter 3

16. Study Question 3: How can high ethical standards be maintained?
Codes of ethics:
Formal statement of an organization’s values and ethical principles regarding how to behave in situations susceptible to the creation of ethical dilemmas.
Areas often covered by codes of ethics:
Bribes and kickbacks
Political contributions
Honesty of books or records
Customer/supplier relationships
Confidentiality of corporate information
Management - Chapter 3

17. Study Question 4: What is corporate social responsibility?
Looks at ethical issues on the organization level.
Obligates organizations to act in ways that serve both its own interests and the interests of society at large.
Management - Chapter 3

18. Study Question 4: What is corporate social responsibility?
Organizational stakeholders
Those persons, groups, and other organizations directly affected by the behavior of the organization and holding a stake in its performance.
Typical organizational stakeholders
Employees
Customers
Suppliers
Owners
Competitors
Regulators
Interest groups
Management - Chapter 3

19. Figure 3.4 Multiple stakeholders in the environment of an organization.
Management - Chapter 3

20. Study Question 4: What is corporate social responsibility?
Arguments against social responsibility:
Reduced business profits
Higher business costs
Dilution of business purpose
Too much social power for business
Lack of public accountability
Arguments in favor of social responsibility:
Adds long-run profits
Improved public image
Avoids more government regulation
Businesses have resources and ethical obligation
Management - Chapter 3

21. Study Question 4: What is corporate social responsibility?
Criteria for evaluating corporate social performance:
Is the organization’s …
Economic responsibility met?
Legal responsibility met?
Ethical responsibility met?
Discretionary responsibility met?
Management - Chapter 3

22. Figure 3.5 Criteria for evaluating corporate social performance.
Management - Chapter 3

23. Study Question 4: What is corporate social responsibility?
Strategies for pursuing social responsibility:
Obstructionist — meets economic responsibilities.
Defensive — meets economic and legal responsibilities.
Accommodative — meets economic, legal, and ethical responsibilities.
Proactive — meets economic, legal, ethical, and discretionary responsibilities.
Management - Chapter 3

24. Figure 3.6 Four strategies of corporate social responsibility—from obstructionist to proactive behavior.
Management - Chapter 3

25. Study Question 5: How do organizations and governments work together in society?
How government influences organizations:
Common areas of government regulation of business affairs:
Occupational safety and health
Fair labor practices
Consumer protection
Environmental protection
Management - Chapter 3

26. Study Question 5: How do organizations and governments work together in society?
How organizations influence governments:
Personal contacts and networks
Public relations campaigns
Lobbying
Political action committees
Sometimes by illegal acts, such as bribery or illegal financial contributions to political campaigns
Management - Chapter 3

27. Figure 3.7 Centrality of ethics and social responsibility in leadership and the managerial role.
Management - Chapter 3

28. COPYRIGHT
Copyright © 2007 John Wiley & Sons Canada, Ltd. All rights reserved. Reproduction or translation of this work beyond that permitted by Access Copyright (The Canadian Copyright Licensing Agency) is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons Canada, Ltd. The purchaser may make back-up copies for his or her own use only and not for distribution or resale. The author and the publisher assume no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein.