1. Management A Practical Introduction Third Edition
Angelo Kinicki &
Brian K. Williams

2. Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities
Doing The Right Thing
Inside Stakeholders
Outside Stakeholders
Ethical Responsibilities of Managers
Social Responsibilities of Managers
The New Diversified Workforce
The Manager’s Toolbox: In Demand: Problem –Solving, Conscientious Managers Who Can Deal with Change
Managers in today’s rapidly changing workplace need to focus on accountability, balanced, and controlled.
For Discussion: Think about your ability to problem solve and meet deadlines. If these skills were being evaluated by your boss, how well would you score? What does this mean for your career?

3. 3.1 The Community Of Stakeholders Inside The Organization
WHAT ARE INTERNAL STAKEHOLDERS?
Stakeholders are people whose interests are affected by an organization’s activities
Internal stakeholders include
employees,
owners, and the
board of directors
Lecture Note: Pick a well-known company and discuss how a given set of management decisions affects both internal and external stakeholders. Challenge students to identify the winners and losers of various types of decisions like a planned layoff, a price increase, or a decision to shift production to a low cost country.

4. 3.1 The Community Of Stakeholders Inside The Organization
Figure 3.1: The Organization’s Environment
Practical Action: “It’s a Career, Not a Job”: The Different Career Paths
Summary:
This Practical Action explores the need to know where you’re going– your career path. There are different career paths: the linear career where you climb the organization’s hierarchy, the steady state career where you stay put in your current position because you like it, and the spiral career where you have a number of jobs that are different, but build upon each other.

5. 3.1 The Community Of Stakeholders Inside The Organization
Today, forward-looking companies recognize that employees can be the most important resource in the organization, and that conflict between management and employees can be detrimental to everyone’s stake in the firm
Owners include all those who can claim an organization as their legal property
The goal of owners is to make a profit
A company’s board of directors is elected by stockholders to ensure the company is being run properly
The board of directors is responsible for helping to set strategic goals and approve major decisions and salaries for top management

6. Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not an internal stakeholder?
A) board of directors
B) employees
C) suppliers
D) owners
The answer is C.

7. Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not an internal stakeholder?
A) board of directors
B) employees
C) suppliers
D) owners
The answer is C.

8. 3.2 The Community Of Stakeholders Outside The Organization
WHAT ARE EXTERNAL STAKEHOLDERS?
External stakeholders are those people or groups in the organization’s external environment that are affected by it
The external environment consists of the
task environment and the
general environment

9. 3.2 The Community Of Stakeholders Outside The Organization
The task environment includes customers, competitors, suppliers, distributors, strategic allies, employee organizations, local communities, financial institutions, government regulators, special-interest groups, and mass media
Customers are those who pay to use an organization’s goods or services
Competitors are people or organizations that compete for customers or resources
A supplier is a person or organization that provides supplies (raw materials, services, equipment, labor, or energy) to other organizations

10. 3.2 The Community Of Stakeholders Outside The Organization
Task Environment, cont.
A Distributor is a person or organization that helps another organization sell its goods and services to customers
Strategic allies describes the relationship between two organizations that join forces to achieve advantages neither can perform as well alone
Labor unions are usually associated with hourly employees and professional associations usually represent salaried workers
Local communities rely on companies for jobs, for tax revenues, for financial support, and so on

11. 3.2 The Community Of Stakeholders Outside The Organization
Task Environment, cont.
Start-ups often rely on credit cards to tide them over, and established companies rely on financial institutions like commercial banks, investment banks, and insurance companies
Government regulators are stakeholders because they are affected by organizations
Special interest groups are groups whose members try to influence specific issues
Mass media is a powerful disseminator of both positive and negative news about companies

12. Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not part of the task environment?
A) government regulators
B) unions
C) mass media
D) sociocultural forces
The answer is D.

13. Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not part of the task environment?
A) government regulators
B) unions
C) mass media
D) sociocultural forces
The answer is D.

14. 3.2 The Community Of Stakeholders Outside The Organization
The general environment or macroenvironment includes six forces: economic, technological, sociocultural, demographic, political-legal, and international
Economic forces consist of the general economic conditions and trends (unemployment, inflation, interest rates, economic growth) that can affect a firm’s performance
Technological forces are new developments in methods for transforming resources into goods or services
Sociocultural forces are influences and trends in a country’s, a society’s, or a culture’s human relationships and values that may affect an organization

15. 3.2 The Community Of Stakeholders Outside The Organization
The General Environment, cont.
Demographic forces are influences on an organization arising from changes in the characteristics of a population, such as age, gender, or ethnic origin
Political-legal forces are changes in the way politics shape laws and laws shape the opportunities for, and threats to, an organization
International forces are changes in the economic, political, legal, and technological global system that can affect an organization

16. Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities
CLASSROOM PERFORMANCE SYSTEM
How economic integration in Europe creates opportunities and threats for American companies is an example of which type of force?
A) economic
B) political-legal
C) international
D) sociocultural
The answer is C.

17. Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities
CLASSROOM PERFORMANCE SYSTEM
How economic integration in Europe creates opportunities and threats for American companies is an example of which type of force?
A) economic
B) political-legal
C) international
D) sociocultural
The answer is C.

18. 3.3 The Ethical Responsibilities Of You As A Manager
WHAT DO SUCCESSFUL MANAGERS NEED TO KNOW ABOUT ETHICS?
Managers need to understand ethics, values, the four approaches to ethical dilemmas, and how to promote ethics
Ethics are the standards of right or wrong that influence behavior, while ethical behavior is behavior that is accepted as “right” according to those standards
An ethical dilemma is a situation in which you have to decide whether to pursue a course of action that may benefit you or your organization but that is unethical or even illegal

19. 3.3 The Ethical Responsibilities Of You As A Manager
WHAT DO SUCCESSFUL MANAGERS NEED TO KNOW ABOUT ETHICS?
Values are the relatively permanent and deeply held underlying beliefs and attitudes that help determine a person’s behavior
Ethical dilemmas can take place when a firm’s value system is challenged

20. 3.3 The Ethical Responsibilities Of You As A Manager
WHAT ARE THE FOUR APPROACHES TO DECIDING ETHICAL DILEMMAS?
1. According to the utilitarian approach, ethical behavior is guided by what will result in the greatest good for the greatest number of people
2. Under the individual approach, ethical behavior is guided by what will result in the individual’s best long-term interests, which ultimately is in everyone’s self-interest
3. According to the moral-rights approach, ethical behavior is guided by respect for the fundamental rights of human beings
4. Ethical behavior under the justice approach is guided by respect for impartial standards of fairness and equity

21. 3.3 The Ethical Responsibilities Of You As A Manager
The recent frenzy of white-collar crime at companies like Enron and World.com has raised public and corporate awareness of corporate ethics
In 2002, the Sarbanes-Oxley Act was passed to establish requirements for proper financial record keeping for public companies and penalties for non-compliance
Laurence Kohlberg has suggested that personal morals can be developed at three levels: preconventional (follows the rules), conventional (follows expectations of others), and postconventional (guided by internal values)

22. Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities
CLASSROOM PERFORMANCE SYSTEM
The relatively permanent and deeply held underlying beliefs and attitudes that help determine a person’s behavior are called
A) values
B) norms
C) attitudes
D) ethics
The answer is A.

23. Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities
CLASSROOM PERFORMANCE SYSTEM
The relatively permanent and deeply held underlying beliefs and attitudes that help determine a person’s behavior are called
A) values
B) norms
C) attitudes
D) ethics
The answer is A.

24. 3.3 The Ethical Responsibilities Of You As A Manager
HOW CAN ORGANIZATIONS PROMOTE ETHICS?
Firms can promote ethics in three ways:
1. Top management needs to support a strong ethical climate
2. Companies can adopt a code of ethics – a formal written set of ethical standards guiding an organization’s actions
3. Companies can promote ethical behavior by rewarding whistleblowers - employees who report organizational misconduct to the public

25. 3.4 The Social Responsibilities Required Of You As A Manager
WHAT ARE THE SOCIAL RESPONSIBILITIES OF MANAGERS?
Social responsibility is a manager’s duty to take the actions that will benefit the interests of society as well as the organization
So, while ethical responsibility focuses on being a good individual citizen, social responsibility focuses on being a good organizational citizen
In the past, social responsibility was an afterthought for companies, but today, many firms believe it is critical to success

26. 3.4 The Social Responsibilities Required Of You As A Manager
IS SOCIAL RESPONSIBILITY WORTHWHILE?
Milton Friedman argues that firms need to focus on making a profit, not on social responsibility
Friedman claims that firms that focus on social responsibility get distracted from their real purpose
However, Paul Samuelson suggests that firms need to be concerned for the welfare of society as well as corporate profits
Samuelson claims that since firms create problems like pollution, they should help solve them

27. 3.4 The Social Responsibilities Required Of You As A Manager
HOW DO MANAGERS APPROACH SOCIAL RESPONSIBILITY?
1. Obstructionist managers put economic gain first and resist social responsibility as being outside the organization’s self-interest
2. Defensive managers make the minimum commitment to social responsibility—obeying the law but doing nothing more
3. Accommodative managers do more than the law requires and demonstrate moderate social responsibility
4. Proactive managers actively lead the way to being socially responsible for all stakeholders, using the organization’s resources to identify and respond to social problems

28. 3.4 The Social Responsibilities Required Of You As A Manager
CAN FIRMS BE SOCIALLY RESPONSIBLE AND ECONOMICALLY RESPONSIBLE?
Jeb Emerson argues that firms do not have to make a tradeoff between making a profit or being socially responsible, they can do both simultaneously
Emerson calls this idea blended value where all investments are understood to operate simultaneously in both economic and social realms

29. 3.4 The Social Responsibilities Required Of You As A Manager
WHAT ABOUT SUSTAINABILITY & PHILANTHROPY?
Two issues linked to social responsibility are sustainability and philanthropy
Sustainability is defined as economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs
Philanthropy involves making charitable contributions to benefit humankind

30. 3.4 The Social Responsibilities Required Of You As A Manager
HOW DOES BEING GOOD PAY OFF?
Customers prefer to buy products from companies that are ethically and socially responsible even if the products cost more
Managers consider a company’s social and ethical track record when considering joining and staying with companies

31. 3.4 The Social Responsibilities Required Of You As A Manager
A poor record of ethical and social responsibility can have a negative effect on profits
Managers at companies where dishonesty is common tend to see misconduct
Employee fraud costs U.S. firms about $652 billion per year
People prefer to buy stock in companies they perceive as being ethical
Profitability is enhanced by a reputation for honesty and good citizenship
Doing Good vs. Doing Well

32. 3.5 The New Diversified Workforce
WHAT DIVERSITY TRENDS SHOULD MANAGERS BE AWARE OF?
Diversity represents all the ways people are unlike and alike—the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background
There are four layers of diversity: personality, internal dimensions, external dimensions, and organizational dimensions

33. 3.5 The New Diversified Workforce
Figure 3.2: The Diversity Wheel

34. 3.5 The New Diversified Workforce
Personality is at the center of the diversity wheel because it is the stable physical and mental characteristics responsible for a person’s identity

35. 3.5 The New Diversified Workforce
Figure 3.2: The Diversity Wheel

36. 3.5 The New Diversified Workforce
Internal dimensions of diversity are those human differences that exert a powerful, sustained effect throughout every stage of our lives

37. 3.5 The New Diversified Workforce
Figure 3.2: The Diversity Wheel

38. 3.5 The New Diversified Workforce
The personal characteristics that people acquire, discard, or modify throughout their lives are the external dimensions of diversity

39. 3.5 The New Diversified Workforce
Figure 3.2: The Diversity Wheel

40. 3.5 The New Diversified Workforce
A person’s management status, union affiliation, work location, seniority, work content, and divisions or department are all organizational dimensions of diversity

41. 3.5 The New Diversified Workforce
Figure 3.2: The Diversity Wheel

42. 3.5 The New Diversified Workforce
HOW WILL THE U.S. WORKFORCE CHANGE IN THE 21ST CENTURY?
There will be more older people in the workforce as the median age of the American worker goes up
Today, women hold half of all management and professional jobs, and more women will enter the workforce
However, the ability of women to rise to the top will continue to be limited by a glass ceiling
By 2020, people of color will make up 37 percent of the U.S. workforce

43. 3.5 The New Diversified Workforce
Reducing discrimination against gays and lesbians in the workplace will be another challenge for managers
As a result of the Americans with Disabilities Act organizations will need to ensure that there is no discrimination against people with disabilities
About a quarter of the workforce may be underemployed (working in jobs that require less education than they have), while at the same time, high-school dropouts and others may not have the literacy skills needed for many jobs

44. 3.5 The New Diversified Workforce
WHAT ARE THE BARRIERS TO DIVERSITY?
Managers may reflect their resistance to making an organization more diverse in six ways:
1. Ethnocentric managers believe that their native country, culture, language, abilities, or behavior is superior to those of others, and so feel that diversity hiring means a sacrifice in competency and quality
2. Managers may fear reverse discrimination - the efforts to achieve greater diversity will result in just the opposite – more minorities being promoted over more qualified whites

45. 3.5 The New Diversified Workforce
3. Managers may resist special programs to teach tolerance for diversity because they believe the programs take time away from their “real work”
4. Minorities may face an unsupportive social atmosphere and be excluded from office camaraderie and social events
5. Firms that are not supportive of family demands and fail to offer options like flextime create a challenging environment especially for women
6. Minorities may not be assigned to work that gets them promoted to senior positions or get the informal mentoring that helps them with the networking needed to get ahead

46. Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not an internal dimension of diversity?
A) gender
B) marital status
C) race
D) sexual orientation

47. Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not an internal dimension of diversity?
A) gender
B) marital status
C) race
D) sexual orientation