1. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 1 Chapter 4 Social Responsibility and Managerial Ethics

2. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 2 LEARNING OUTLINE Follow this Learning Outline as you read and study this chapter. What Is Social Responsibility? –Contrast the classical and socio-economic views of social responsibility. –Discuss the role that stakeholders play in the four approaches to social responsibility.

3. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 3 LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter. Social Responsibility and Economic Performance –Explain what research studies have shown about the relationship between an organization’s social involvement and its economic performance.

4. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 4 LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter. Values-based Management –Discuss the four purposes that shared values serve. –Describe the relationship of values-based management to ethics.

5. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 5 LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter. Managerial Ethics –Contrast the four views of ethics. –Discuss the factors that affect ethical and unethical behaviour. –Discuss the six determinants of issue intensity. –Explain codes of ethics and how their effectiveness can be improved. –Describe the important roles managers play in encouraging ethical behaviour. –Discuss how managers and organizations can protect employees who raise ethical issues or concerns.

6. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 6 What Is Social Responsibility? The Classical View –Maximize profits for the benefit of the stockholders –Doing “social good” unjustifiably increases costs

7. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 7 What Is Social Responsibility? (cont’d) The Socio-economic View –Management should also protect and improve society’s welfare –Corporations are responsible not only to stockholders –Firms have a moral responsibility to larger society “to do the right thing”

8. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 8 Exhibit 4.1 Approaches to Social Responsibility 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. Defensive Approach Minimal commitment to social responsibility Accommodative Approach Moderate commitment to social responsibility Proactive Approach Strong commitment to social responsibility Obstructionist Approach Disregard for social responsibility No Social ResponsibilityHigh Social Responsibility

9. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 9 Exhibit 4.2 Arguments For and Against Social Responsibility For –Public expectations –Long-run profits –Ethical obligation –Public image –Better environment –Discouragement of further governmental regulation –Balance of responsibility and power –Stockholder interests –Possession of resources –Superiority of prevention over cure Against –Violation of profit maximization –Dilution of purpose –Costs –Too much power –Lack of skills –Lack of accountability

10. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 10 Values-based Management –Managers establish and uphold an organization’s shared values Purposes of Shared Values –Guiding managerial decisions –Shaping employee behaviour –Influencing the direction of marketing efforts –Building team spirit The Bottom Line on Shared Corporate Values –An organization’s values are reflected in the decisions and actions of its employees

11. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 11 Exhibit 4.3 Purposes of Shared Values Build Team Spirit Guide Managers' Decisions and Actions Shape Employee Behaviour Influence Marketing Efforts SHARED ORGANIZATIONAL VALUES

12. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 12 Exhibit 4.4 Stated Values of Organizations Percentage of Core ValueRespondents 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.

13. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 13 Managerial Ethics Ethics Defined –The rules and principles that define right and wrong conduct Four Views of Ethics –Utilitarian view –Rights view –Theory of justice view –Integrative social contracts theory

14. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 14 Managerial Ethics (cont’d) Utilitarian View –Greatest good is provided for the greatest number Encourages efficiency and productivity and is consistent with the goal of profit maximization Rights View –Respecting and protecting individual liberties and privileges Seeks to protect individual rights of conscience, free speech, life and safety, and due process

15. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 15 Managerial Ethics (cont’d) The Theory of Justice –Organizational rules are enforced fairly and impartially and follow all legal rules and regulations Protects the interests of underrepresented stakeholders and the rights of employees Integrative Social Contracts Theory –Ethical decisions should be based on existing ethical norms in industries and communities Based on integration of the general social contract and the specific contract between community members

16. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 16 Exhibit 4.5 Factors That Affect Ethical and Unethical Behaviour Ethical Dilemma Stage of Moral Development Organizational Culture Structural Variables Individual Characteristics Issue Intensity Moderators Ethical/Unethical Behaviour

17. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 17 Factors That Affect Employee Ethics Stages of moral development Individual characteristics Structural variables Organizational culture Issue intensity A measure of independence from outside influences Levels of Individual Moral Development Preconventional level Conventional level Principled level

18. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 18 Exhibit 4.6 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.

19. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 19 Factors That Affect Employee Ethics Stages of moral development Individual characteristics Structural variables Organizational culture Issue intensity Stage of moral development interacts with: Individual characteristics The organization’s structural design The organization’s culture The intensity of the ethical issue

20. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 20 Factors That Affect Employee Ethics Stages of moral development Individual characteristics Structural variables Organizational culture Issue intensity Research Conclusions: People proceed through the stages of moral development sequentially There is no guarantee of continued moral development Most adults are in Stage 4 (“good corporate citizen”)

21. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 21 Factors That Affect Employee Ethics Stages of moral development Individual characteristics Structural variables Organizational culture Issue intensity Values Basic convictions about what is right or wrong on a broad range of issues Ego strength A personality measure of the strength of a person’s convictions

22. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 22 Factors That Affect Employee Ethics Stages of moral development Individual characteristics Structural variables Organizational culture Issue intensity Locus of Control 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 External locus: the belief that what happens to you is due to luck or chance

23. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 23 Factors That Affect Employee Ethics Stages of moral development Individual characteristics Structural variables Organizational culture Issue intensity Organizational characteristics and mechanisms that guide and influence individual ethics: –Performance appraisal systems –Reward allocation systems –Behaviours (ethical) of managers –An organization’s culture –Intensity of the ethical issue

24. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 24 Factors That Affect Employee Ethics Stages of moral development Individual characteristics Structural variables Organizational culture Issue intensity Good structural design minimizes ambiguity and uncertainty and fosters ethical behaviour

25. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 25 Factors That Affect Employee Ethics Stages of moral development Individual characteristics Structural variables Organizational culture Issue intensity Cultures high in risk tolerance, control, and conflict tolerance are most likely to encourage high ethical standards Weak cultures have less ability to encourage high ethical standards

26. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 26 Exhibit 4.7 Determinants of Issue Intensity Issue Intensity Consensus of Wrong Proximity to Victim(s) Concentration of Effect Greatness of Harm Immediacy of Consequences Probability of Harm How many people will be harmed? How concentrated is the effect of the action on the victim(s)? How likely is it that this action will cause harm? Will harm be felt immediately? How much agreement is there that this action is wrong? How close are the potential victims?

27. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 27 Ethics in an International Context Ethical standards are not universal –Social and cultural differences determine acceptable behaviours

28. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 28 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 Labour Standards Principle 3: Freedom of association and the effective recognition of the right to collective bargaining Principle 4: Eliminate all forms of forced and compulsory labour Principle 5: Abolish child labour Principle 6: Eliminate discrimination in respect of employment and occupation Source: The Global Compact Web Site (www.unglobalcompact.org), November 7, 2004.

29. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 29 The Global Compact (cont’d) 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 Anticorruption Principle 10: Work against all forms of corruption, including extortion and bribery Source: The Global Compact Web Site (www.unglobalcompact.org), November 7, 2004.

30. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 30 How Managers Can Improve Ethical Behaviour in an Organization Hire individuals with high ethical standards. Establish codes of ethics and decision rules. Lead by example. Delineate job goals and performance appraisal mechanisms. Provide ethics training. Conduct independent social audits. Provide support for individuals facing ethical dilemmas.

31. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 31 Code of Ethics A formal statement of an organization’s primary values and the ethical rules it expects its employees to follow –Be a dependable organizational citizen –Don’t do anything unlawful or improper that will harm the organization –Be good to customers 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.

32. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 32 Effective Use of a Code of Ethics Develop a code of ethics to guide decision making Communicate the code regularly Have all levels of management show commitment to the code Publicly reprimand and consistently discipline those who break the code

33. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 33 Exhibit 4.8 Examining Ethics

34. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 34 Ethical Leadership Managers must provide a good role model by: –Being ethical and honest at all times –Telling the truth –Admitting failure and not trying to cover it up –Communicating shared ethical values to employees through symbols, stories, and slogans –Rewarding employees who behave ethically and punishing those who do not –Protecting employees (whistleblowers) who bring to light unethical behaviours or raise ethical issues

35. Chapter 4, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 35 The Value of Ethics Training Training can make a difference in ethical behaviours Training increases employee awareness of ethical issues in business decisions Training clarifies and reinforces the standards of conduct Employees are more confident of support when taking unpopular but ethically correct stances