1. CHAPTER 14: ETHICS, SOCIAL RESPONSIBILITY, AND SUSTAINABILITY © John Wiley & Sons Canada, Ltd. John R. Schermerhorn, Jr., Barry Wright, and Lorie Guest Business Leadership: Management Fundamentals John R. Schermerhorn, Jr., Barry Wright, and Lorie Guest

2. o Define ethical behaviour o Explain how ethical dilemmas complicate the workplace o Describe how high ethical standards can be maintained o Explain social responsibility PLANNING AHEAD — CHAPTER 14 LEARNING GOALS

3. © John Wiley & Sons Canada Ltd. VIDEO: BEN & JERRY’S Ben & Jerry’s: The Greenest Ice Cream Around (external link)

4. Ethics: – Code of moral principles – Set standards of “good” or “bad” or “right” or “wrong” in one’s conduct Ethical behaviour: – What is accepted as good and right in the context of the governing moral code © John Wiley & Sons Canada Ltd. WHAT IS ETHICAL BEHAVIOUR?

5. Law, values, and ethical behaviour: – Legal behaviour is not necessarily ethical behaviour – Personal values help determine individual ethical behaviour – Values span broad beliefs: Terminal values Instrumental values © John Wiley & Sons Canada Ltd. WHAT IS ETHICAL BEHAVIOUR? (CONT’D)

6. Law, values, and ethical behaviour: Values: – underlying beliefs and attitudes that help determine individual behaviour Terminal values: preferences about desired ends Instrumental values: preferences regarding the means to desired ends © John Wiley & Sons Canada Ltd. WHAT IS ETHICAL BEHAVIOUR? (CONT’D)

7. Utilitarian view of ethics: – Greatest good to the greatest number of people. Individualism view of ethics: – Primary commitment is to one’s long-term self-interests. Moral-rights view of ethics: – Respects and protects the fundamental rights of all people. Justice view of ethics: – Fair and impartial treatment of people according to legal rules and standards Procedural justice: policies and rules fairly applied Distributive justice: equal treatment for all people Interactional justice: people treated with dignity and respect © John Wiley & Sons Canada Ltd. ALTERNATE VIEWS OF ETHICS

8. © John Wiley & Sons Canada Ltd. FIGURE 14.1 FOUR VIEWS OF ETHICAL BEHAVIOUR

9. Cultural relativism: –Ethical behaviour is always determined by a cultural context Cultural universalism: –Behaviour unacceptable in one’s home environment should not be acceptable anywhere else –Considered by some to be ethical imperialism © John Wiley & Sons Canada Ltd. CULTURAL ISSUES IN ETHICAL BEHAVIOUR

10. © John Wiley & Sons Canada Ltd. FIGURE 14.3 THE EXTREMES OF CULTURAL RELATIVISM AND ETHICAL IMPERIALISM IN INTERNATIONAL BUSINESS ETHICS

11. An ethical dilemma occurs when certain choices may be considered unethical, despite possible potential for personal and/or organizational benefit Ethical dilemmas include: – Discrimination – Sexual harassment – Conflicts of interest – Customer confidence – Organizational resources © John Wiley & Sons Canada Ltd. ETHICS IN THE WORKPLACE

12. Checklist for dealing with ethical dilemmas: – Recognize the ethical dilemma – Get the facts – Identify your options – Test each option: Is it legal? Is it right? Is it beneficial? – Decide which option to follow – Double-check decision by asking “spotlight” questions: “How would I feel if my family found out about my decision?” “How would I feel about this if my decision were in the local news?” – Take action © John Wiley & Sons Canada Ltd. ETHICAL DECISION MAKING

13. Unethical behaviour can be rationalized by convincing yourself that: – The behaviour is not actually illegal – The behaviour is truly in everyone’s best interests – Nobody will ever find out – The organization will “protect” you © John Wiley & Sons Canada Ltd. RATIONALIZATION FOR UNETHICAL BEHAVIOUR

14. Whistleblowers: – Expose the misdeeds of others in order to: Preserve ethical standards Protect against wasteful, harmful, or illegal acts – Laws protecting whistleblowers may vary © John Wiley & Sons Canada Ltd. MAINTAINING HIGH ETHICAL STANDARDS

15. Structured programs that help participants to understand ethical aspects of decision making Helps people incorporate high ethical standards into their daily life Helps people deal with ethical issues while under pressure © John Wiley & Sons Canada Ltd. ETHICS TRAINING

16. Codes of ethics: – A formal statement of an organization’s values and ethical principles regarding how to behave in situations susceptible to the creation of ethical dilemmas © John Wiley & Sons Canada Ltd. CODES OF ETHICAL CONDUCT

17. Areas often covered by an organization’s codes of ethics: – Bribes and kickbacks – Political contributions – Honesty of books or records – Customer/supplier relationships – Co-worker relationships – Confidentiality of corporate information © John Wiley & Sons Canada Ltd. CODES OF ETHICAL CONDUCT (CONT’D)

18. Top managers serve as ethical role models All managers can influence the ethical behaviour of people who work for and with them Excessive pressure can foster unethical behaviour Managers should be realistic in setting attainable performance goals for others © John Wiley & Sons Canada Ltd. ETHICAL ROLE MODELS

19. A unique form of entrepreneurship that seeks novel ways to solve pressing social problems at home and abroad Examples include: – Housing and job training for homeless – Bringing technology to poor families – Improving literacy among disadvantaged youth – Offering small loans to start minority-owned businesses © John Wiley & Sons Canada Ltd. SOCIAL ENTREPRENEURSHIP

20. Corporate social responsibility: – Obligates organizations to act in ways that serve both its own interests and the interests of society at large © John Wiley & Sons Canada Ltd. SOCIAL RESPONSIBILITY

21. Organizational stakeholders: – Those persons, groups, and other organizations directly affected by the behaviour of the organization and holding a stake in its performance © John Wiley & Sons Canada Ltd. STAKEHOLDER ISSUES AND ANALYSIS

22. © John Wiley & Sons Canada Ltd. FIGURE 14.7 SAMPLE STAKEHOLDER MODEL

23. Classical view: –Management’s only responsibility is to maximize profits Socioeconomic view: –Management must be concerned for the broader social welfare, not just profits © John Wiley & Sons Canada Ltd. PERSPECTIVES ON SOCIAL RESPONSIBILITY

24. Criteria for evaluating corporate social performance: – Social Responsibility Audit: assesses organization’s accomplishments in areas of CSR – Asks: is the organization’s… Economic responsibility met? Is it profitable? Legal responsibility met? Does it obey the law? Ethical responsibility met? Is it doing the right thing? Discretionary responsibility met? Does it contribute to the broader community? © John Wiley & Sons Canada Ltd. EVALUATING CORPORATE SOCIAL PERFORMANCE

25. © John Wiley & Sons Canada Ltd. FIG. 14.8 CRITERIA FOR EVALUATING CORPORATE SOCIAL PERFORMANCE

26. Strategies for pursuing social responsibility: – Obstructionist: meets only economic responsibilities – Defensive: meets economic and legal responsibilities – Accommodative: meets economic, legal, and ethical responsibilities – Proactive: meets economic, legal, ethical, and discretionary responsibilities © John Wiley & Sons Canada Ltd. EVALUATING CORPORATE SOCIAL PERFORMANCE (CONT’D)

27. © John Wiley & Sons Canada Ltd. FIGURE 14.9 FOUR STRATEGIES OF CORPORATE SOCIAL RESPONSIBILITY—FROM OBSTRUCTIONIST TO PROACTIVE BEHAVIOUR

28. © John Wiley & Sons Canada Ltd. Copyright © 2013 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. COPYRIGHT