Professional Documents
Culture Documents
1
LEARNING OUTCOME
2
Learning Objectives ( continued)
3
Societys Expectation from
Organizations and Manager
4
Arguments Supporting Businesses
Being Socially Responsible
Public expectations
Long-run profits
Ethical obligation
Public image
Better environment
Balance of responsibility and power
Shareholder interests
Possession of resources
Superiority of prevention over cures
5
Arguments Againts Businesses Being
Socially Responsible
6
Demonstrating Social Responsibility
Social responsibility
Social obligation
Social responsiveness
7
Relationship Between Social
Responsibility and Economic
Performance
8
Managers Becoming More Socially
Responsible
It is the collective behaviour and actions of
managers that make a company socially
responsible
Managers who make the right decisions are
described as being or behaving ethically
(continued)
(continued)
Organizational Culture
Ethical/Unethical
Moderators Behaviour
Structural
Variables
Issue Intensity
Concentration Immediacy of
of Effect Proximity
Consequences
to Victims
How concentrated is the effect
of the action on the victims? Will harm be felt
How close are the potential
immediately?
victims?
Source : Management, Seventh Canadian Edition, by Stephen P. Robbins, Mary Coulter, and Robbin
Stuart-Kotze, page 113. Copyright 2003. Reprinted by permission of Pearson Education Canada Inc.
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson
Education Canada, Inc.
Businesses Improving Ethical
Behaviour
Strong emphasis on corporate governance
Companies refocusing efforts on business
ethics
New legislation to hold boards of directors
more accountable
(continued)
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson
Education Canada, Inc.
18
Managers Improving Ethical
Behaviour (continued)
Delineate job goals and performance review
mechanisms
Provide ethics training
Conduct social audits
Provide support to individuals facing ethical
dilemmas
Format: LAWM483-