Part Three The Decision Making Process Chapter 7 Organizational Factors: The Role of Ethical Culture and Relationships © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 Corporate culture has many definitions A set of values, norms, and artifacts, including ways of solving problems shared by organizational members The shared beliefs top mangers have about how they should manage themselves and other employees and how they should conduct their business Gives organizational members meaning and sets the internal rules of behavior All organizations have culture © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2 Culture is codified by the SarbanesOxley 404 compliance section Includes assessment of effectiveness of controls by management and external auditors Forces firms to adopt a set of values that make up part of the culture Compliance with 404 requires cultural change, not only accounting changes © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 3 May be formal through statements of values, beliefs, and customs Comes from upper management Memos, codes, manuals, forms, ceremonies May be informal through direct or indirect comments conveying management’s wishes Dress codes, promotions, extracurricular activities The “tone at the top” is critical in creating ethical corporate culture © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4 U.S. Bank’s Principles For Integrity Being a role model for ethical behavior Promoting our culture of integrity Fostering open communication Recognizing behavior that exemplifies our ethical principles and values Responding to misconduct and reporting violations Source: U.S. Bank, Do the Right Thing: Code of Ethics and Business Conduct , https://www.usbank.com/hr/docs/policies/coeHandbook.pdf (accessed March 8, 2011). © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5 Concern for people The organization’s efforts to care for its employees’ well-being Concern for performance The organization’s efforts to focus on output and employee productivity © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 6 Traits to Look for in Future Leaders Source: “Robert Half Management Resources Survey: CFOs Cite Integrity as Most Important Trait for Future Leaders,” PR Newswire, September 30, http://www.prnewswire.com/news-releases/robert-half-management-resources-survey-cfoscite-integrity-as-most-important-trait-for-future-leaders-104072008.html (accessed April 26, 2013). © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7 Apathetic: Minimal concern for people or performance Caring: High concern for people; minimal concern for performance Exacting: Minimal concern for people; high concern for performance Integrative: High concern for people and performance © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 8 A cultural audit is an assessment of the organization’s values Usually conducted by outside consultants; can be handled internally © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 9 Company Examples of the Four Organizational Cultures © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10 Ethical corporate culture is a significant factor in ethical decision making If a firm’s culture encourages/rewards/does not monitor unethical behavior, employees may act unethically Management’s sense of an organizational culture may differ from that guiding employees © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 11 Compliance-based cultures use a legalistic approach to ethics Revolve around risk management, not ethics Lack of long-term focus and integrity Value-based cultures rely on mission statements that define the firm and stakeholder relations Focus on values, not laws Top-down integrity is critical © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 12 The idea that people learn ethical/unethical behavior while interacting with others Studies support that differential association supports ethical decision making Superiors have a strong influence on subordinates Employees may go along with superiors’ moral judgments to show loyalty © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 13 Exposing an employer’s wrongdoing to company outsiders Some legal protections exit The Sarbanes-Oxley Act, the FSGO, and the Dodd-Frank Act have institutionalized whistle-blowing protections to encourage discovery of misconduct Whistle-blowers fear retaliation © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 14 Questions to Ask before Engaging in External Whistle-Blowing 1. Have I exhausted internal anonymous reporting opportunities within the organization? 2. Have I examined company policies and codes that outline acceptable behavior and violations of standards? 3. Is this a personal issue that should be resolved through other means? 4. Can I manage the stress that may result from exposing potential wrongdoing in the organization? 5. Can I deal with the consequences of resolving an ethical or legal conflict within the organization? © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 15 Percentage of Employees Who Experience Retaliation after Reporting Misconduct Source: Ethics Resource Center, 2011 National Business Ethics Survey: Workplace Ethics in Transition (Arlington, VA: Ethics Resource Center, 2012), 15. © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 16 How Employees Report Observed Misconduct Source: Ethics Resource Center, 2011 National Business Ethics Survey: Workplace Ethics in Transition (Arlington, VA: Ethics Resource Center, 2012), 21. 23715_ch07_lores_181212.indd 195 13/07/13 5:14 PM © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 17 An effective leader is one who does well for the stakeholders of the corporation Effective leaders are good at getting followers to common goals effectively and efficiently Power refers to the influence that leaders and managers have over the behavior and decisions of subordinates A individual has power when his/her presence causes people to behave differently Power and influence shape corporate culture © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 18 Reward power: Offering something desirable to influence behavior Coercive power: Penalizing negative behavior Legitimate power: The consensus that a person has the right to exert influence over others Expert power: Derives from knowledge and credibility with subordinates Referent power: Exists when goals or objectives are similar © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 19 A force within the individual that focuses behavior toward achieving a goal Job performance: A function of ability and motivation An individual’s hierarchy of needs may influence motivation and ethical behavior Relatedness needs: Satisfied by social and interpersonal relationships Growth needs: Satisfied by creative or productive activities Needs or goals may change over time © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 20 Decision making authority is concentrated in the hands of top-level managers Little authority delegated to lower levels Best for organizations… That make high-risk decisions Whose lower-level managers are not skilled in decision-making Where processes are routine May have a harder time responding to ethical issues © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 21 Decision making authority is delegated as far down the chain of command as possible Flexible and quicker to recognize external change Can be slow to recognize organizational policy changes Units may diverge and develop different value systems Ethical misconduct may result © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 22 Structural Comparison of Organizational Types Emphasis Characteristic Centralized Decentralized Centralized Decentralized Flexibility Low High Adaptability Low High Problem recognition Low High Implementation High Low Dealing with changes Poor environmental complexity Good Rules and procedures Many and formal Few and informal Clear-cut Ambiguous Many employees Few employees Extensive Minimal Formal and impersonal Informal and personal Hierarchy of authority Division of labor Span of control Use of managerial techniques Coordination and control © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 23 Examples of Centralized and Decentralized Corporate Cultures © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 24 Examples of Centralized and Decentralized Corporate Cultures Organizational Culture Characterized by Nike Decentralized Creativity, freedom, informality Southwest Airlines Decentralized Fun, teamwork orientation, loyalty Centralized Unions, adherence to task assignments, structured Decentralized Creative, investigative, fast paced Centralized Experienced, dependable, a rich history and tradition of products, powerful Company General Motors Microsoft Proctor & Gamble © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 25 Formal groups Committees, work groups, and teams Informal groups The grapevine Group norms Standards of behavior that groups expect of members Define acceptable/unacceptable behavior within the group © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 26 Variation in Employee Conduct* 10% 40% Follow their own Always try to values and follow company beliefs; believe policies that their values are superior to those of others in the company 40% Go along with the work group 10% Take advantage of situations if the penalty is less than the benefit and the risk of being caught is low * Estimates based on the author’s research and reports from ethics and compliance officers from many industries. 23715_ch07_lores_181-212.indd 205 13/07/13 5:14 PM © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 27 Ethical decisions are often made by committees and formal and informal groups Many decisions are beyond the influence of individuals Congruence between individual and organizational ethics—increases potential for making ethical decisions Individuals need experience to understand how to resolve ethical issues © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 28