Chapter 4 Ethics and Social Responsibility MGMT3 Chuck Williams Designed & Prepared by B-books, Ltd. 1 Copyright ©2011 by Cengage Learning. All rights reserved Ethical and Unethical Workplace Behavior Ethics The set of moral principles or values that defines right and wrong for a person or group. 2 Copyright ©2011 by Cengage Learning. All rights reserved What Is Ethical and Unethical Workplace Behavior? After reading these sections, you should be able to: 1. identity common kinds of workplace deviance. 2. describe the U.S. Sentencing Commission Guidelines for Organizations and explain how they both encourage ethical behavior and punish unethical behavior by businesses. 3 Copyright ©2011 by Cengage Learning. All rights reserved Common Kinds of Workplace Deviance 1.1 4 Copyright ©2011 by Cengage Learning. All rights reserved Dan Ariely on Cheating Beyond the Book In his studies on factors that lead to cheating, behavioral economist Dan Ariely has found that people are more likely to cheat when they don’t receive the payoff directly. Further cheating can build on itself, once a person takes the first step the next one becomes easier. Sometimes, however, honest behavior just requires a little reminder. In a test in which participants were rewarded for correct answers and allowed to report their own scores, Ariely found that quizzing participants on the Ten Commandments first eliminated cheating. Source: E. Gibson, “When People Reckon It’s O.K. to Cheat”, Business Week, 5 October 2009. 25. 5 Copyright ©2011 by Cengage Learning. All rights reserved U.S. Sentencing Commission Guidelines © iStockphoto.com/Terry Hankins Companies can be prosecuted and punished even if management didn’t know about the unethical behavior. 2 6 Copyright ©2011 by Cengage Learning. All rights reserved Who, What, and Why? • Nearly all businesses are covered • Punishes a number of offenses • Encourages businesses to be proactive 2.1 7 Copyright ©2011 by Cengage Learning. All rights reserved Partial List of Offenses Invasion of privacy Price fixing Fraud Customs violations Antitrust violations Civil rights violations Theft Money laundering Conflicts of interest Embezzlement Dealing in stolen goods Copyright infringements Extortion …and more 2.1 8 Copyright ©2011 by Cengage Learning. All rights reserved Compliance Program Steps Steps in determining fine size: 1. Determine the base fine. 2. Compute a culpability score. 3. Multiply the base fine by the culpability score. Proactive companies get smaller fines! 2.2 9 Copyright ©2011 by Cengage Learning. All rights reserved Compliance Program Steps 1. Establish standards and procedures. 2. Assign upper-level managers to be in charge. 3. Delegate decision-making authority only to ethical employees. 4. Encourage employees to report violations. 5. Train employees on standards and procedures. 6. Enforce standards consistently and fairly. 7. Improve program after violations. 2.2 10 Copyright ©2011 by Cengage Learning. All rights reserved How Do You Make Ethical Decisions? After reading the next two sections, you should be able to: 4. describe what influences ethical decision making. 5. explain what practical steps managers can take to improve ethical decision making. 11 Copyright ©2011 by Cengage Learning. All rights reserved Influences on Ethical Decision Making Ethical Intensity of Decision Ethical Answers Depend on… Moral Development of Manager Ethical Principles Used 3 12 Copyright ©2011 by Cengage Learning. All rights reserved Ethical Intensity Depends on… Magnitude of consequences Social consensus Probability of effect Temporal immediacy Proximity of effect Concentration of effect 3.1 13 Copyright ©2011 by Cengage Learning. All rights reserved Moral Development Kohlberg’s Stages of Moral Development Preconventional Conventional Postconventional Selfish Societal Expectations Internalized Principles 3.2 14 Copyright ©2011 by Cengage Learning. All rights reserved Stages of Moral Development Preconventional Conventional Postconventional 1. Punishment and Obedience 3. Good boy, nice girl 5. Social contract 2. Instrumental Exchange 4. Law and order 6. Universal principle 3.2 15 Copyright ©2011 by Cengage Learning. All rights reserved Principles of Ethical Decision Making Long-term self-interest Personal virtue Religious injunctions Government requirements Utilitarian benefits Individual rights Distributive justice 3.3 16 Copyright ©2011 by Cengage Learning. All rights reserved Principles of Ethical Decision Making Principle of long-term self-interest Never take any action not in your organization’s long-term self-interest. 3.3 17 Copyright ©2011 by Cengage Learning. All rights reserved Principles of Ethical Decision Making Principle of Personal Virtue Never do anything that is not honest, open, and truthful and that you would not be glad to see reported in the newspapers or on TV. 3.3 18 Copyright ©2011 by Cengage Learning. All rights reserved Principles of Ethical Decision Making Principle of Religious Injunctions Never take any action that is not kind and that does not build a sense of community. 3.3 19 Copyright ©2011 by Cengage Learning. All rights reserved Principles of Ethical Decision Making Principle of Government Requirements Never take any action that violates the law, for the law represents the minimal moral standard. 3.3 20 Copyright ©2011 by Cengage Learning. All rights reserved Principles of Ethical Decision Making Principle of Utilitarian Benefit Never take any action that does not result in greater good for society. 3.3 21 Copyright ©2011 by Cengage Learning. All rights reserved Principles of Ethical Decision Making Principle of Individual Rights Never take any action that infringes on others’ agreed-upon rights. 3.3 22 Copyright ©2011 by Cengage Learning. All rights reserved Principles of Ethical Decision Making Principle of Distributive Justice Never take any action that harms the least among us: the poor, the uneducated, the unemployed. 3.3 23 Copyright ©2011 by Cengage Learning. All rights reserved Practical Steps to Ethical Decision Making Select and hire ethical employees Establish a Code of Ethics Train employees to make ethical decisions Create an ethical climate 4 24 Copyright ©2011 by Cengage Learning. All rights reserved Practical Steps to Ethical Decision Making Select and hire ethical employees If you found a wallet containing $50, would you return it with the money? • • Overt Integrity Tests Personality-Based Integrity Tests 4.1 25 Copyright ©2011 by Cengage Learning. All rights reserved Top B-Schools for Ethics Beyond the Book Every two years, the Aspen Institute ranks the top business schools on how well they teach social, ethical, and environmental issues. Schools that integrate these issues into core classes like finance and accounting will score higher. The top schools are: 1. York University at Toronto (Schulich School of Business) 2. University of Michigan (Ross) 3. Yale University’s School of Business 4. Stanford Graduate School of Business 5. Notre Dame (Mendoza) Source: P. Glader, “York, Michigan, Yale Top Ethics Ranking”, The Wall Street Journal, 26 October 2009. http://online.wsj.com/article/SB10001424052748704335904574497761926234076.html (accessed 10/28/2009). Copyright ©2011 by Cengage Learning. All rights reserved 26 Practical Steps to Ethical Decision Making Establish a Code of Ethics • Communicate code of ethics both inside and outside the company • Develop ethical standards and procedures specific to business 4.2 Web Link http://www.nortelnetworks.com 27 Copyright ©2011 by Cengage Learning. All rights reserved Ethics Training Ethics Training • Develops employee awareness of ethics • Achieves credibility with employees • Teaches a practical model of ethical decision making 4.3 Web Link http://ethics.bellsouth.com 28 Copyright ©2011 by Cengage Learning. All rights reserved A Basic Model of Ethical Decision Making 1. Identify the problem 2. Identify the constituents 3. Diagnose the situation 4. Analyze your options 5. Make your choice 6. Act 4.3 29 Copyright ©2011 by Cengage Learning. All rights reserved Ethical Climate Establishing an Ethical Climate 4.4 Web Link © iStockphoto.com Managers establish an ethical climate when they… 1. act ethically. 2. are active in company ethics programs. 3. report potential ethics violations. 4. punish those who violate the code of ethics. http://www.whistleblowers.org 30 Copyright ©2011 by Cengage Learning. All rights reserved What Is Social Responsibility? After reading these sections, you should be able to explain: 6. to whom organizations are socially responsible. 7. for what organizations are socially responsible. 8. how organizations can choose to respond to societal demands for social responsibility. 9. whether social responsibility hurts or helps an organization’s economic performance. 31 Copyright ©2011 by Cengage Learning. All rights reserved What Is Social Responsibility? Social Responsibility A business’s obligation to… pursue policies make decisions take actions …that benefit society. 32 Copyright ©2011 by Cengage Learning. All rights reserved To Whom Are Organizations Socially Responsible? Shareholder Model Maximize Profits Stakeholder Model Satisfy Interests of Multiple Stakeholders 5 33 Copyright ©2011 by Cengage Learning. All rights reserved Shareholder Model Pros Cons • Firm maximizes shareholder wealth and satisfaction • Organizations cannot act effectively as moral agents for shareholders • The company stock increases in value • Time, money, and attention diverted to social causes undermine market efficiency 5 34 Copyright ©2011 by Cengage Learning. All rights reserved Stakeholder Model Primary Stakeholders: Secondary Stakeholders: Shareholders Employees Customers Suppliers Governments Local Communities Media Special Interest Groups Trade Associations 5 35 Copyright ©2011 by Cengage Learning. All rights reserved Organization’s Social Responsibilities Serve a social role Discretionary Abide by principles of right and wrong Ethical Obey laws and regulations Legal Be profitable Economic ? $ 6 36 Copyright ©2011 by Cengage Learning. All rights reserved Responses to Demands for Social Responsibility Reactive Defensive Accommodative Proactive Fight all the way Do only what is required Be progressive Lead the industry Withdrawal Public Relations Approach DO NOTHING Legal Approach Bargaining Problem Solving DO MUCH 7 37 Copyright ©2011 by Cengage Learning. All rights reserved Green Labels at Wal-Mart Beyond the Book Wal-Mart has announced a new environmental labeling program which will require all of its suppliers to calculate and disclose the full environmental costs of making their products. This plan has been controversial as it would increase costs for Wal-Mart’s 100,000 suppliers. Similar efforts in Europe have proven difficult to implement with sometimes confusing results for consumers. Some experts think customers could start seeing these labels as early as 2011. Source: M. Bustillo, “Wal-Mart Puts Green Movement Into Stores,” The Wall Street Journal, 16 July 2009. A1. 38 Copyright ©2011 by Cengage Learning. All rights reserved Social Responsibility and Economic Performance No tradeoff between social responsibility and profit Realities of Social Responsibility Usually it does pay Does not guarantee profitability 8 39 Copyright ©2011 by Cengage Learning. All rights reserved Nike’s Green Goes Undercover Beyond the Book Nike is quietly incorporating green production methods. When Nike released an eco-friendly boot in 2005, critics said the earthy looking design detracted from the company’s high-tech image. So while Nike is implementing new measure to help cut costs and improve its bottom line, such as recycling rubber from old shoes into its new ones and investing in faster sewing machines to cut production times and save on electricity costs, Nike’s new greener side might not be apparent on the store shelves. Source: R. Jana, “Nike Goes Green. Very Quietly”, Business Week, 22 June 2009. 56. 40 Copyright ©2011 by Cengage Learning. All rights reserved