1SocialResponsibilityandManagerialEthics

社會(huì)責(zé)任與管理倫理5LearningOutcomes學(xué)習(xí)成果

閱讀及學(xué)習(xí)完本章后要求掌握以下4點(diǎn)，并能回答其中的有關(guān)問題：LO

5.1WhatIsSocialResponsibility?

什么是企業(yè)社會(huì)責(zé)任？LO

5.2TheGreeningofManagement

管理的“綠”化LO

5.3Values-BasedManagement

基于價(jià)值觀的管理LO

5.4

ManagerialEthics

管理倫理2WhatIsSocialResponsibility?什么是企業(yè)社會(huì)責(zé)任？LearningOutcome

5.1Contrasttheclassicalandsocioeconomicviewsofsocialresponsibility.對比社會(huì)責(zé)任的古典觀和社會(huì)經(jīng)濟(jì)觀Discusstherolethatstakeholdersplayinthefourstagesofsocialresponsibility.討論利益相關(guān)者在社會(huì)責(zé)任4個(gè)階段的角色Differentiatebetweensocialobligation,socialresponsiveness,andsocialresponsibility.區(qū)別社會(huì)義務(wù)，社會(huì)響應(yīng)和社會(huì)責(zé)任Explainwhatconclusioncanbereachedregardingsocialresponsibilityandeconomicperformance.解釋關(guān)于社會(huì)責(zé)任和經(jīng)濟(jì)績效之間關(guān)系能得出什么結(jié)論。34WhatIsSocialResponsibility?Two

ViewsofSocialResponsibility:P.1151.TheClassicalView經(jīng)典觀Management’sonlysocialresponsibilityistomaximizeprofits(createafinancialreturn)byoperatingthebusinessinthebestinterestsofthestockholders(ownersofthecorporation).5Two

ViewsofSocialResponsibility:P.1152.TheSocioeconomicViewManagement’ssocialresponsibilitygoesbeyondmakingprofitstoincludeprotectingandimprovingsociety’swelfare.Corporationsarenotindependententitiesresponsibleonlytostockholders.6表5–1

ArgumentsForandAgainstSocialResponsibility

P.116ForPublicexpectationsLong-runprofitsEthicalobligationPublicimageBetterenvironmentDiscouragementoffurthergovernmentalregulationBalanceofresponsibilityandpowerStockholderinterestsPossessionofresourcesSuperiorityofpreventionovercuresAgainstViolationofprofitmaximizationDilutionofpurposeCostsToomuchpowerLackofskillsLackofaccountability7圖5–4 ToWhomisManagementResponsible?

P.124圖5-1

LevelsOfSocialInvolvement

P.117SocialObligationSocialResponsibilitySocialResponsiveness?PrenticeHall,20029表5–2

SocialResponsibilityVersusSocialResponsiveness

P.118

SocialResponsibility

SocialResponsiveness

Majorconsideration Ethical PragmaticFocus Ends MeansEmphasis Obligation ResponsesDecisionframework Longterm MediumandshorttermSource:AdaptedfromS.L.WartickandP.L.Cochran,“TheEvolutionoftheCorporateSocialPerformanceModel,”AcademyofManagementReview,October1985,p.766.10DoesSocialResponsibilityPay?

社會(huì)責(zé)任有回報(bào)嗎?Studiesappeartoshowapositiverelationshipbetweensocialinvolvementandtheeconomicperformanceoffirms.Ageneralconclusionisthatafirm’ssocialactionsdonotharmitslong-termperformance.TheGreeningofManagement管理的“綠”化LearningOutcome

5.2Describehoworganizationscangogreen.討論組織走向綠色的4種方式1112TheGreeningofManagement

管理的“綠化”P.122Therecognitionofthecloselinkbetweenanorganization’sdecisionandactivitiesanditsimpactonthenaturalenvironment.將組織的決策與活動(dòng)及其對自然環(huán)境的影響緊密聯(lián)系的意識(shí)。13HowOrganizationsGoGreenP.123Legal(orLightGreen)Approach法律方式MarketApproach市場方式StakeholderApproach利益相關(guān)者方式ActivistApproach（環(huán)境）積極分子方式14圖5–3 ApproachestoBeingGreen

P.123Source:BasedonR.E.Freeman.J.Pierce,andR.Dodd.ShadesofGreen:BusinessEthicsandtheEnvironment(NewYork:OxfordUniversityPress,1995).LegalApproach(LightGreen)MarketApproachStakeholderApproachActivismApproach(DarkGreen)LowHighEnvironmentalSensitivityValues-BasedManagement基于價(jià)值觀的管理LearningOutcome

5.3Discusswhatpurposessharedvaluesserve.討論共享價(jià)值觀的目的Describetherelationshipofvalues-basedmanagementtoethics.描述基于價(jià)值觀的管理和倫理之間的關(guān)系1516Values-BasedManagement基于價(jià)值觀的管理PP.119-122Values-BasedManagement定義：Anapproachtomanaginginwhichmanagersestablishandupholdanorganization’ssharedvalues.一種通過管理者建立并保持一個(gè)組織共享價(jià)值觀的管理方式。圖5-2

PurposesOfSharedValues

P.120SharedOrganizationalValuesGuideManagers’DecisionsandActionsBuildTeamSpiritShapeEmployeeBehaviorInfluenceMarketingEfforts18StatedValuesofOrganizations

組織的陳述價(jià)值

Percentageof

StatedValue

RespondentsCustomersatisfaction顧客滿意 77%Ethics/integrity道德/正直 76%Accountability負(fù)責(zé)任 61%Respectforothers尊重他人 59%Opencommunication開放溝通 51%Profitability盈利性 49%Teamwork團(tuán)隊(duì)工作 47%Innovation/change創(chuàng)新/變革 47%Continuouslearning不斷學(xué)習(xí) 43% Positiveworkenvironment積極的工作環(huán)境 42% Diversity多元化 41% Communityservice社區(qū)服務(wù) 38% Trust信任 37% Socialresponsibility社會(huì)責(zé)任 33% Security/safety保障/安全 33% Empowerment授權(quán) 32% Employeejobsatisfaction員工工作滿意 31% Havefun快活 24%Source:“AMACorporateValuesSurvey,”(),October30,2002.19Values-BasedManagementTheBottomLineonSharedCorporateValues共享價(jià)值觀的重要意義Anorganization’svaluesarereflectedinthedecisionsandactionsofitsemployees.一個(gè)組織的價(jià)值觀會(huì)反映在它的員工的決策和行動(dòng)上（可能好，也可能壞）ManagerialEthics管理倫理LearningOutcome

5.4Contrastthefourviewsofethics.對比關(guān)于管理倫理的4種觀點(diǎn)Discussthefactorsthataffectethicalandunethicalbehavior.造成道德和不道德行為的因素是什么？Discussvariouswaysorganizationscanimprovetheethicalbehavioroftheiremployees討論改善員工倫理行為的方法2021ManagerialEthics管理倫理Ethics倫理，道德Moral道德Morality道德EthicsDefined定義P.125

Therulesandprinciplesthatdefinerightandwrongconduct.22FourViewsofEthics

4種倫理觀P.125Theutilitarianview功利觀Therightsview（個(gè)人）權(quán)利觀Thetheoryofjusticeview公正（正義）觀Theintegrativesocialcontractstheory綜合社會(huì)契約理論23FactorsThatAffectEmployeeEthics影響員工倫理的因素PP.126-128主要是兩大方面：Stage

ofMoralDevelopment（個(gè)人的）道德發(fā)展的階段3levelsand6stages3層次6階段4Moderators4個(gè)節(jié)制要素IndividualcharacteristicsTheorganization’sstructuraldesignTheorganization’scultureTheintensityoftheethicalissue24圖5–6

StagesofMoralDevelopment

3層6階段P.127Source:

BasedonL.Kohlberg,“MoralStagesandMoralization:TheCognitive-DevelopmentApproach,”inT.Lickona(ed.).MoralDevelopmentandBehavior:Theory,Research,andSocialIssues(NewYork:Holt,Rinehart&Winston,1976),pp.34–35.25Stage

ofMoralDevelopment（個(gè)人的）道德發(fā)展的階段ResearchConclusions研究結(jié)論:Peopleproceedthroughthestagesofmoraldevelopmentsequentially.順序發(fā)展Thereisnoguaranteeofcontinuedmoraldevelopment.不一定會(huì)完成全部階段MostadultsareinStage4(“goodcorporatecitizen”).26圖5–5 FactorsThatDetermineEthicalandUnethical

Behavior

P.127271.IndividualCharacteristicsAffectingEthicalBehaviors個(gè)人特征變量Values價(jià)值觀Basicconvictionsaboutwhatisrightorwrong.Personality人格/個(gè)性28OtherVariables其他變量2.StructuralVariables組織結(jié)構(gòu)變量PerformanceappraisalsystemsRewardallocationsystemsBehaviors(ethical)ofmanagers3.AnOrganization’sCulture組織文化4.IntensityoftheEthicalIssue倫理問題的強(qiáng)度（嚴(yán)重性）29圖5–7 DeterminantsofIssueIntensity

P.12930HowMa