Social Responsibility and Managerial Ethics

1. ninth edition ninth edition STEPHEN P. ROBBINS STEPHEN P. ROBBINS PowerPoint Presentation by Charlie Cook The University of West Alabama PowerPoint Presentation by Charlie Cook The University of West Alabama MARY COULTER MARY COULTER © 2007 Prentice Hall, Inc. All rights reserved. © 2007 Prentice Hall, Inc. All rights reserved. Social Responsibility and Managerial Ethics Social Responsibility and Managerial Ethics Chapter 5 Chapter 5

2. © 2007 Prentice Hall, Inc. All rights reserved. 5–2 L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter . L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter . What is Social Responsibility? What is Social Responsibility? • Contrast the classical and socioeconomic views of social responsibility. • Contrast the classical and socioeconomic views of social responsibility. • Discuss the role that stakeholders play in the four stages of social responsibility. • Discuss the role that stakeholders play in the four stages of social responsibility. • Differentiate between social obligation, social responsiveness, and social responsibility. • Differentiate between social obligation, social responsiveness, and social responsibility.

3. © 2007 Prentice Hall, Inc. All rights reserved. 5–3 L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter . L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter . Social Responsibility and Economic Performance Social Responsibility and Economic Performance • Explain what research studies have shown about the relationship between an organization’s social involvement and its economic performance. • Explain what research studies have shown about the relationship between an organization’s social involvement and its economic performance. • Define social screening. • Define social screening. • Explain what conclusion can be reached regarding social responsibility and economic performance. • Explain what conclusion can be reached regarding social responsibility and economic performance.

4. © 2007 Prentice Hall, Inc. All rights reserved. 5–4 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. The Greening of Management The Greening of Management • Describe how organizations can go green. • Describe how organizations can go green. • Relate the approaches to being green to the concepts of social obligation, social responsiveness, and social responsibility. • Relate the approaches to being green to the concepts of social obligation, social responsiveness, and social responsibility. Values-Based Management Values-Based Management • Discuss what purposes shared values serve. • Discuss what purposes shared values serve. • Describe the relationship of values-based management to ethics. • Describe the relationship of values-based management to ethics.

5. © 2007 Prentice Hall, Inc. All rights reserved. 5–5 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Managerial Ethics Managerial Ethics • Discuss the factors that affect ethical and unethical behavior. • Discuss the factors that affect ethical and unethical behavior. • Describe the important roles managers play in encouraging ethical behavior. • Describe the important roles managers play in encouraging ethical behavior.

6. © 2007 Prentice Hall, Inc. All rights reserved. 5–6 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Social Responsibility and Ethics in Today’s World Social Responsibility and Ethics in Today’s World • Explain why ethical leadership is important. • Explain why ethical leadership is important. • Discuss how managers and organizations can protect employees who raise ethical issues or concerns. • Discuss how managers and organizations can protect employees who raise ethical issues or concerns. • Explain what role social entrepreneurs play. • Explain what role social entrepreneurs play. • Describe social impact management. • Describe social impact management.

7. © 2007 Prentice Hall, Inc. All rights reserved. 5–7 What Is Social Responsibility? What Is Social Responsibility? • The Classical View • The Classical View  Management’s only social responsibility is to maximize profits (create a financial return) by operating the business in the best interests of the stockholders (owners of the corporation).  Management’s only social responsibility is to maximize profits (create a financial return) by operating the business in the best interests of the stockholders (owners of the corporation).  Expending the firm’s resources on doing “social good” unjustifiably increases costs that lower profits to the owners and raises prices to consumers.  Expending the firm’s resources on doing “social good” unjustifiably increases costs that lower profits to the owners and raises prices to consumers.

8. © 2007 Prentice Hall, Inc. All rights reserved. 5–8 What Is Social Responsibility? (cont’d) What Is Social Responsibility? (cont’d) • The Socioeconomic View • The Socioeconomic View  Management’s social responsibility goes beyond making profits to include protecting and improving society’s welfare.  Management’s social responsibility goes beyond making profits to include protecting and improving society’s welfare.  Corporations are not independent entities responsible only to stockholders.  Corporations are not independent entities responsible only to stockholders.  Firms have a moral responsibility to larger society to become involved in social, legal, and political issues.  Firms have a moral responsibility to larger society to become involved in social, legal, and political issues.  “To do the right thing”  “To do the right thing”

9. © 2007 Prentice Hall, Inc. All rights reserved. 5–9 Exhibit 5–1 To Whom is Management Responsible? Exhibit 5–1 To Whom is Management Responsible?

10. © 2007 Prentice Hall, Inc. All rights reserved. 5–10 Exhibit 5–2 Arguments For and Against Social Responsibility Exhibit 5–2 Arguments For and Against Social Responsibility • For • For  Public expectations  Public expectations  Long-run profits  Long-run profits  Ethical obligation  Ethical obligation  Public image  Public image  Better environment  Better environment  Discouragement of further governmental regulation  Discouragement of further governmental regulation  Balance of responsibility and power  Balance of responsibility and power  Stockholder interests  Stockholder interests  Possession of resources  Possession of resources  Superiority of prevention over cure  Superiority of prevention over cure • Against • Against  Violation of profit maximization  Violation of profit maximization  Dilution of purpose  Dilution of purpose  Costs  Costs  Too much power  Too much power  Lack of skills  Lack of skills  Lack of accountability  Lack of accountability

11. © 2007 Prentice Hall, Inc. All rights reserved. 5–11 From Obligation to Responsiveness to Responsibility From Obligation to Responsiveness to Responsibility • Social Obligation • Social Obligation  The obligation of a business to meet its economic and legal responsibilities and nothing more.  The obligation of a business to meet its economic and legal responsibilities and nothing more. • Social Responsiveness • Social Responsiveness  When a firm engages in social actions in response to some popular social need.  When a firm engages in social actions in response to some popular social need. • Social Responsibility • Social Responsibility  A business’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.  A business’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.

12. © 2007 Prentice Hall, Inc. All rights reserved. 5–12 Exhibit 5–3 Social Responsibility versus Social Responsiveness Exhibit 5–3 Social Responsibility versus Social Responsiveness Social Responsibility Social Responsiveness Major consideration Ethical Pragmatic Focus Ends Means Emphasis Obligation Responses Decision framework Long term Medium and short term Source: Adapted from S.L. Wartick and P.L. Cochran, “The Evolution of the Corporate Social Performance Model,” Academy of Management Review , October 1985, p. 766.

13. © 2007 Prentice Hall, Inc. All rights reserved. 5–13 Does Social Responsibility Pay? Does Social Responsibility Pay? • Studies appear to show a positive relationship between social involvement and the economic performance of firms. • Studies appear to show a positive relationship between social involvement and the economic performance of firms.  Difficulties in defining and measuring “social responsibility” and “economic performance raise issues of validity and causation in the studies.  Difficulties in defining and measuring “social responsibility” and “economic performance raise issues of validity and causation in the studies.  Mutual funds using social screening in investment decisions slightly outperformed other mutual funds.  Mutual funds using social screening in investment decisions slightly outperformed other mutual funds. • A general conclusion is that a firm’s social actions do not harm its long-term performance. • A general conclusion is that a firm’s social actions do not harm its long-term performance.

14. © 2007 Prentice Hall, Inc. All rights reserved. 5–14 Exhibit 5–4 Social Investing Exhibit 5–4 Social Investing Source: Social Investment Forum Foundation.

15. © 2007 Prentice Hall, Inc. All rights reserved. 5–15 The Greening of Management The Greening of Management • The recognition of the close link between an organization’s decision and activities and its impact on the natural environment. • The recognition of the close link between an organization’s decision and activities and its impact on the natural environment.  Global environmental problems facing managers:  Global environmental problems facing managers:  Air, water, and soil pollution from toxic wastes  Air, water, and soil pollution from toxic wastes  Global warming from greenhouse gas emissions  Global warming from greenhouse gas emissions  Natural resource depletion  Natural resource depletion

16. © 2007 Prentice Hall, Inc. All rights reserved. 5–16 How Organizations Go Green How Organizations Go Green • Legal (or Light Green) Approach • Legal (or Light Green) Approach  Firms simply do what is legally required by obeying laws, rules, and regulations willingly and without legal challenge.  Firms simply do what is legally required by obeying laws, rules, and regulations willingly and without legal challenge. • Market Approach • Market Approach  Firms respond to the preferences of their customers for environmentally friendly products.  Firms respond to the preferences of their customers for environmentally friendly products. • Stakeholder Approach • Stakeholder Approach  Firms work to meet the environmental demands of multiple stakeholders — employees, suppliers, and the community.  Firms work to meet the environmental demands of multiple stakeholders — employees, suppliers, and the community. • Activist Approach • Activist Approach  Firms look for ways to respect and preserve environment and be actively socially responsible.  Firms look for ways to respect and preserve environment and be actively socially responsible.

17. © 2007 Prentice Hall, Inc. All rights reserved. 5–17 Exhibit 5–5 Approaches to Being Green Exhibit 5–5 Approaches to Being Green Source: Based on R.E. Freeman. J. Pierce, and R. Dodd. Shades of Green: Business Ethics and the Environment (New York: Oxford University Press, 1995).

18. © 2007 Prentice Hall, Inc. All rights reserved. 5–18 Evaluating the Greening of Management Evaluating the Greening of Management • Organizations become “greener” by • Organizations become “greener” by  Using the Sustainability Reporting Guidelines to document “green” actions.  Using the Sustainability Reporting Guidelines to document “green” actions.  Adopting ISO 14001 standards for environmental management  Adopting ISO 14001 standards for environmental management  Being named as one of the 100 Most Sustainable Corporations in the World.  Being named as one of the 100 Most Sustainable Corporations in the World.

19. © 2007 Prentice Hall, Inc. All rights reserved. 5–19 Values-Based Management Values-Based Management • Values-Based Management • Values-Based Management  An approach to managing in which managers establish and uphold an organization’s shared values.  An approach to managing in which managers establish and uphold an organization’s shared values. • The Purposes of Shared Values • The Purposes of Shared Values  Guiding managerial decisions  Guiding managerial decisions  Shaping employee behavior  Shaping employee behavior  Influencing the direction of marketing efforts  Influencing the direction of marketing efforts  Building team spirit  Building team spirit • The Bottom Line on Shared Corporate Values • The Bottom Line on Shared Corporate Values  An organization’s values are reflected in the decisions and actions of its employees.  An organization’s values are reflected in the decisions and actions of its employees.

20. © 2007 Prentice Hall, Inc. All rights reserved. 5–20 Exhibit 5–6 Purposes of Shared Values Exhibit 5–6 Purposes of Shared Values

21. © 2007 Prentice Hall, Inc. All rights reserved. 5–21 Exhibit 5–7 Survey of Stated Values of Organizations Exhibit 5–7 Survey of Stated Values of Organizations Percentage of Core Value Respondents Customer satisfaction 77% Ethics/integrity 76% Accountability 61% Respect for others 59% Open communication 51% Profitability 49% Teamwork 47% Innovation/change 47% Continuous learning 43% Positive work environment 42% Diversity 41% Community service 38% Trust 37% Social responsibility 33% Security/safety 33% Empowerment 32% Employee job satisfaction 31% Have fun 24% Source: “AMA Corporate Values Survey,” (www.amanet.org), October 30, 2002.

22. © 2007 Prentice Hall, Inc. All rights reserved. 5–22 Managerial Ethics Managerial Ethics • Ethics Defined • Ethics Defined  Principles, values, and beliefs that define what is right and wrong behavior.  Principles, values, and beliefs that define what is right and wrong behavior.

23. © 2007 Prentice Hall, Inc. All rights reserved. 5–23 Exhibit 5–8 Factors That Affect Ethical and Unethical Behavior Exhibit 5–8 Factors That Affect Ethical and Unethical Behavior

24. © 2007 Prentice Hall, Inc. All rights reserved. 5–24 Factors That Affect Employee Ethics Factors That Affect Employee Ethics • Moral Development • Moral Development  A measure of independence from outside influences  A measure of independence from outside influences  Levels of Individual Moral Development  Levels of Individual Moral Development – Preconventional level – Preconventional level – Conventional level – Conventional level – Principled level – Principled level  Stage of moral development interacts with:  Stage of moral development interacts with:  Individual characteristics  Individual characteristics  The organization’s structural design  The organization’s structural design  The organization’s culture  The organization’s culture  The intensity of the ethical issue  The intensity of the ethical issue

25. © 2007 Prentice Hall, Inc. All rights reserved. 5–25 Exhibit 5–9 Stages of Moral Development Exhibit 5–9 Stages of Moral Development Source : Based on L. Kohlberg, “Moral Stages and Moralization: The Cognitive- Development Approach,” in T. Lickona (ed.). Moral Development and Behavior: Theory, Research, and Social Issues (New York: Holt, Rinehart & Winston, 1976), pp. 34–35.

26. © 2007 Prentice Hall, Inc. All rights reserved. 5–26 Factors That Affect Employee Ethics (cont’d) Factors That Affect Employee Ethics (cont’d) • Moral Development • Moral Development  Research Conclusions:  Research Conclusions:  People proceed through the stages of moral development sequentially.  People proceed through the stages of moral development sequentially.  There is no guarantee of continued moral development.  There is no guarantee of continued moral development.  Most adults are in Stage 4 (“good corporate citizen”).  Most adults are in Stage 4 (“good corporate citizen”).

27. © 2007 Prentice Hall, Inc. All rights reserved. 5–27 Individual Characteristics Affecting Ethical Behaviors Individual Characteristics Affecting Ethical Behaviors • Values • Values  Basic convictions about what is right or wrong on a broad range of issues  Basic convictions about what is right or wrong on a broad range of issues

28. © 2007 Prentice Hall, Inc. All rights reserved. 5–28 Individual Characteristics Individual Characteristics • Personality Variables • Personality Variables  Ego strength  Ego strength  A personality measure of the strength of a person’s convictions  A personality measure of the strength of a person’s convictions  Locus of Control  Locus of Control  A personality attribute that measures the degree to which people believe they control their own life.  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.  Internal locus: the belief that you control your destiny.  External locus: the belief that what happens to you is due to luck or chance.  External locus: the belief that what happens to you is due to luck or chance.

29. © 2007 Prentice Hall, Inc. All rights reserved. 5–29 Other Variables Other Variables • Structural Variables • Structural Variables  Organizational characteristics and mechanisms that guide and influence individual ethics:  Organizational characteristics and mechanisms that guide and influence individual ethics:  Performance appraisal systems  Performance appraisal systems  Reward allocation systems  Reward allocation systems  Behaviors (ethical) of managers  Behaviors (ethical) of managers • An Organization’s Culture • An Organization’s Culture • Intensity of the Ethical Issue • Intensity of the Ethical Issue

30. © 2007 Prentice Hall, Inc. All rights reserved. 5–30 Exhibit 5–10 Determinants of Issue Intensity Exhibit 5–10 Determinants of Issue Intensity

31. © 2007 Prentice Hall, Inc. All rights reserved. 5–31 Ethics in an International Context Ethics in an International Context • Ethical standards are not universal. • Ethical standards are not universal.  Social and cultural differences determine acceptable behaviors.  Social and cultural differences determine acceptable behaviors. • Foreign Corrupt Practices Act • Foreign Corrupt Practices Act  Makes it illegal to corrupt a foreign official yet “token” payments to officials are permissible when doing so is an accepted practice in that country.  Makes it illegal to corrupt a foreign official yet “token” payments to officials are permissible when doing so is an accepted practice in that country. • The Global Compact • The Global Compact

32. © 2007 Prentice Hall, Inc. All rights reserved. 5–32 Exhibit 5–11 The Global Compact Exhibit 5–11 The Global Compact Human Rights Principle 1: Support and respect the protection of international human rights within their sphere of influence. Principle 2: Make sure business corporations are not complicit in human rights abuses. Labor Standards Principle 3: Freedom of association and the effective recognition of the right to collective bargaining. Principle 4: The elimination of all forms of forced and compulsory labor. Principle 5: The effective abolition of child labor. Principle 6: The elimination of discrimination in respect of employment and occupation. Environment Principle 7: Support a precautionary approach to environmental challenges. Principle 8: Undertake initiatives to promote greater environmental responsibility. Principle 9: Encourage the development and diffusion of environmentally friendly technologies. Source: Courtesy of Global Compact.

33. © 2007 Prentice Hall, Inc. All rights reserved. 5–33 How Managers Can Improve Ethical Behavior in An Organization How Managers Can Improve Ethical Behavior in An Organization 1. Hire individuals with high ethical standards. 1. Hire individuals with high ethical standards. 2. Establish codes of ethics and decision rules. 2. Establish codes of ethics and decision rules. 3. Lead by example. 3. Lead by example. 4. Set realistic job goals and include ethics in performance appraisals. 4. Set realistic job goals and include ethics in performance appraisals. 5. Provide ethics training. 5. Provide ethics training. 6. Conduct independent social audits. 6. Conduct independent social audits. 7. Provide support for individuals facing ethical dilemmas. 7. Provide support for individuals facing ethical dilemmas.

34. © 2007 Prentice Hall, Inc. All rights reserved. 5–34 The Value of Ethics Training The Value of Ethics Training • Can make a difference in ethical behaviors. • Can make a difference in ethical behaviors. • Increases employee awareness of ethical issues in business decisions. • Increases employee awareness of ethical issues in business decisions. • Clarifies and reinforces the organization’s standards of conduct. • Clarifies and reinforces the organization’s standards of conduct. • Helps employees become more confident that they will have the organization’s support when taking unpopular but ethically correct stances. • Helps employees become more confident that they will have the organization’s support when taking unpopular but ethically correct stances.

35. © 2007 Prentice Hall, Inc. All rights reserved. 5–35 Exhibit 5–12 Clusters of Variables Found in 83 Corporate Codes of Business Ethics Exhibit 5–12 Clusters of Variables Found in 83 Corporate Codes of Business Ethics Cluster 1. Be a Dependable Organizational Citizen 1. Comply with safety, health, and security regulations. 2. Demonstrate courtesy, respect, honesty, and fairness. 3. Illegal drugs and alcohol at work are prohibited. 4. Manage personal finances well. 5. Exhibit good attendance and punctuality. 6. Follow directives of supervisors. 7. Do not use abusive language. 8. Dress in business attire. 9. Firearms at work are prohibited. Cluster 2. Do Not Do Anything Unlawful or Improper That Will Harm the Organization 1. Conduct business in compliance with all laws. 2. Payments for unlawful purposes are prohibited. 3. Bribes are prohibited. 4. Avoid outside activities that impair duties. 5. Maintain confidentiality of records. 6. Comply with all antitrust and trade regulations. 7. Comply with all accounting rules and controls. 8. Do not use company property for personal benefit. 9. Employees are personally accountable for company funds. 10. Do not propagate false or misleading information. 11. Make decisions without regard for personal gain. Cluster 3. Be Good to Customers 1. Convey true claims in product advertisements. 2. Perform assigned duties to the best of your ability. 3. Provide products and services of the highest quality. Source: F. R. David, “An Empirical Study of Codes of Business Ethics: A Strategic Perspective,” paper presented at the 48 th Annual Academy of Management Conference, Anaheim, California, August 1988.

36. © 2007 Prentice Hall, Inc. All rights reserved. 5–36 Exhibit 5–13 Twelve Questions for Examining the Ethics of a Business Decision Exhibit 5–13 Twelve Questions for Examining the Ethics of a Business Decision 1. Have you defined the problem accurately? 2. How would you define the problem if you stood on the other side of the fence? 3. How did this situation occur in the first place? 4. To whom and to what do you give your loyalty as a person and as a member of the corporation? 5. What is your intention in making this decision? 6. How does this intention compare with the probable results? 7. Whom could your decision or action injure? 8. Can you discuss the problem with the affected parties before you make the decision? 9. Are you confident that your position will be as valid over a long period of time as it seems now? 10. Could you disclose without qualm your decision or action to your boss, your chief executive officer, the board of directors, your family, society as a whole? 11. What is the symbolic potential of your action if understood? If misunderstood? 12. Under what conditions would you allow exceptions to your stand? Source: Reprinted by permission of Harvard Business Review . An exhibit from “Ethics Without the Sermon,” by L. L. Nash. November–December 1981, p. 81. Copyright © 1981 by the President and Fellows of Harvard College. All rights reserved.

37. © 2007 Prentice Hall, Inc. All rights reserved. 5–37 Effective Use of a Code of Ethics Effective Use of a Code of Ethics • Develop a code of ethics as a guide in handling ethical dilemmas in decision making. • Develop a code of ethics as a guide in handling ethical dilemmas in decision making. • Communicate the code regularly to all employees. • Communicate the code regularly to all employees. • Have all levels of management continually reaffirm the importance of the ethics code and the organization’s commitment to the code. • Have all levels of management continually reaffirm the importance of the ethics code and the organization’s commitment to the code. • Publicly reprimand and consistently discipline those who break the code. • Publicly reprimand and consistently discipline those who break the code.

38. © 2007 Prentice Hall, Inc. All rights reserved. 5–38 Ethical Leadership Ethical Leadership • Managers must provide a good role model by: • Managers must provide a good role model by:  Being ethical and honest at all times.  Being ethical and honest at all times.  Telling the truth; don’t hide or manipulate information.  Telling the truth; don’t hide or manipulate information.  Admitting failure and not trying to cover it up.  Admitting failure and not trying to cover it up.  Communicating shared ethical values to employees through symbols, stories, and slogans.  Communicating shared ethical values to employees through symbols, stories, and slogans.  Rewarding employees who behave ethically and punish those who do not.  Rewarding employees who behave ethically and punish those who do not.  Protecting employees ( whistleblowers ) who bring to light unethical behaviors or raise ethical issues.  Protecting employees ( whistleblowers ) who bring to light unethical behaviors or raise ethical issues.

39. © 2007 Prentice Hall, Inc. All rights reserved. 5–39 Managing Ethical Lapses and Social Irresponsibility Managing Ethical Lapses and Social Irresponsibility • Provide ethical leadership • Provide ethical leadership • Protect employees who raise ethical issues (whistle-blowers) • Protect employees who raise ethical issues (whistle-blowers)

40. © 2007 Prentice Hall, Inc. All rights reserved. 5–40 Awareness of Social Issues Awareness of Social Issues • Social Entrepreneurs • Social Entrepreneurs  Are individuals or organizations who seek out opportunities to improve society by using practical, innovative, and sustainable approaches.  Are individuals or organizations who seek out opportunities to improve society by using practical, innovative, and sustainable approaches.  Want to make the world a better place and have a driving passion to make that happen.  Want to make the world a better place and have a driving passion to make that happen.

41. © 2007 Prentice Hall, Inc. All rights reserved. 5–41 Awareness of Social Issues (cont’d) Awareness of Social Issues (cont’d) • Social Impact Management • Social Impact Management  Is the field of inquiry at the intersection of business practice and wider societal concerns that reflects and respects the complex interdependency of those two realities.  Is the field of inquiry at the intersection of business practice and wider societal concerns that reflects and respects the complex interdependency of those two realities.  Seeks to answer the question of how to go about increasing managers’ awareness within their decision-making processes of how society is impacted by the conduct and activities of their firms.  Seeks to answer the question of how to go about increasing managers’ awareness within their decision-making processes of how society is impacted by the conduct and activities of their firms.

42. © 2007 Prentice Hall, Inc. All rights reserved. 5–42 Terms to Know Terms to Know • classical view • classical view • socioeconomic view • socioeconomic view • social obligation • social obligation • social responsiveness • social responsiveness • social responsibility • social responsibility • social screening • social screening • greening of management • greening of management • values-based management • values-based management • ethics • ethics • values • values • ego strength • ego strength • locus of control • locus of control • code of ethics • code of ethics • whistle-blower • whistle-blower • social entrepreneur • social entrepreneur • social impact management • social impact management