管理學(xué)課件第5章SocialResponsibilityandManageria

CorporateSocialResponsibility(CSR)CorporateCitizenshipConceptsCorporatesocialresponsibility–emphasizesobligationandaccountabilitytosocietyCorporatesocialresponsiveness–emphasizesaction,activityCorporatesocialperformance–emphasizesoutcomes,results1社會義務(wù)務(wù)、社會會響應(yīng)、、社會責(zé)責(zé)任社會義務(wù)務(wù)(socialobligation))：企業(yè)在在追求經(jīng)經(jīng)濟(jì)利益益同時(shí)盡盡了法律律要求的的義務(wù)。。社會響應(yīng)應(yīng)(socialresponsiveness)：企業(yè)響響應(yīng)社會會公認(rèn)的的價(jià)值準(zhǔn)準(zhǔn)則，優(yōu)優(yōu)先處理理最受社社會關(guān)注注的事務(wù)務(wù)的能力力。--滿足普遍遍性的社社會需求求,但未從長長遠(yuǎn)角度度考慮(社會呼吁吁)社會責(zé)任任(socialresponsibility)：企業(yè)在在追求經(jīng)經(jīng)濟(jì)利益益同時(shí)也也追求有有利于社社會長遠(yuǎn)遠(yuǎn)目標(biāo)的的義務(wù)。。社會義務(wù)務(wù)社會責(zé)任任社會響應(yīng)應(yīng)2CorporateSocialResponsibility(CSR))Carroll’sFourPartDefinitionCSRencompassestheeconomic,legal,ethicalanddiscretionary((philanthropic)expectationsthatsocietyhasoforganizationsatagivenpointintime3CorporateSocialResponsibility(CSR))Carroll’sFourPartDefinitionUnderstandingtheFourComponentsResponsibilitySocietalExpectationExamplesEconomicRequiredBeprofitable.Maximizesales,minimizecosts,etc.LegalRequiredObeylawsandregulations.EthicalExpectedDowhatisright,fairandjust.Discretionary(Philanthropic)Desired/ExpectedBeagoodcorporatecitizen.4PyramidofCSR

PhilanthropicResponsibilitiesBeagoodcorporatecitizen..EthicalResponsibilitiesBeethical.LegalResponsibilitiesObeythelaw..EconomicResponsibilitiesBeprofitable.5CorporateSocialResponsibility(CSR))CSRinEquationFormIstheSumof:EconomicResponsibilities(Makeaprofit)LegalResponsibilities(Obeythelaw)EthicalResponsibilities((Beethical)PhilanthropicResponsibilities(Goodcorporatecitizen)CSR6CorporateSocialResponsibility(CSR))ArgumentsForAddressessocialissuesbusinesscausedandallowsbusinesstobepartofthesolutionProtectsbusinessself-interestLimitsfuturegovernmentinterventionAddressesissuesbyusingbusinessresourcesandexpertiseAddressesissuesbybeingproactive7CorporateSocialResponsibility(CSR))ArgumentsAgainstRestrictsthefreemarketgoalofprofitmaximizationBusinessisnotequippedtohandlesocialactivitiesDilutestheprimaryaimofbusinessIncreasebusinesspowerLimitstheabilitytocompeteinaglobalmarketplace8CorporateSocialPerformanceCarroll’sCSPmodelintegrateseconomicconcernsintoasocialperformanceframework9CorporateSocialPerformanceNonacademicResearchFortune'srankingofmostandleastadmiredcorporationsCouncilonEconomicPrioritiesCorporateConscienceAwardsBusinessEthicsMagazineAwardsWalkerInformation’sResearchontheimpactofsocialresponsibility10CorporateCitizenshipCorporatecitizenshipembracesallthefacetsofcorporatesocialresponsibility,responsivenessandperformance11Social——andFinancial—PerformanceGoodCorporateSocialPerformancePerspective1:CSPDrivestheRelationshipGoodCorporateFinancialPerformanceGoodCorporateReputationGoodCorporateFinancialPerformancePerspective2:CFPDrivestheRelationshipGoodCorporateSocialPerformanceGoodCorporateReputationGoodCorporateSocialPerformancePerspective3:InteractiveRelationshipAmongCSP,CFP,,andCRGoodCorporateFinancialPerformanceGoodCorporateReputation12有關(guān)社會會責(zé)任的的兩種相相反的觀觀點(diǎn)斯蒂芬在在《管理學(xué)》中提出兩兩種社會會責(zé)任觀觀點(diǎn)。古典觀社會經(jīng)濟(jì)濟(jì)觀13WhatIsSocialResponsibility?TheClassicalView（古典觀）Management’sonlysocialresponsibilityistomaximizeprofits((createafinancialreturn)byoperatingthebusinessinthebestinterestsofthestockholders((ownersofthecorporation)..Expendingthefirm’’sresourcesondoing““socialgood”unjustifiablyincreasescoststhatlowerprofitstotheownersandraisespricestoconsumers..14WhatIsSocialResponsibility?((cont’’d)TheSocioeconomicView（社會經(jīng)濟(jì)濟(jì)觀）Management’ssocialresponsibilitygoesbeyondmakingprofitstoincludeprotectingandimprovingsociety’’swelfare.Corporationsarenotindependententitiesresponsibleonlytostockholders.Firmshaveamoralresponsibilitytolargersocietytobecomeinvolvedinsocial,legal,,andpoliticalissues.“Todotherightthing”15FromObligationtoResponsivenesstoResponsibilitySocialObligation（社會義務(wù)務(wù)）Theobligationofabusinesstomeetitseconomicandlegalresponsibilitiesandnothingmore..SocialResponsiveness（社會響應(yīng)應(yīng)）Thecapacityofafirmtoadapttochangingsocietalconditionsthroughthepracticaldecisionsofitsmanagersinrespondingtoimportantsocialneeds.SocialResponsibility（社會責(zé)任任）Afirm’’sobligationsasamoralagentextendsbeyonditslegalandeconomicobligations,,tothepursuitoflong--termgoalsthataregoodforsociety.16DoesSocialResponsibilityPay??Studiesappeartoshowapositiverelationshipbetweensocialinvolvementandtheeconomicperformanceoffirms..Difficultiesindefiningandmeasuring““socialresponsibility”and““economicperformanceraiseissuesofvalidityandcausationinthestudies.Mutualfundsusesocialscreeningininvestmentdecisionslightlyoutperformedothermutualfunds..Ageneralconclusionisthatafirm’ssocialactionsdonotharmitslong-termperformance..17TheGreeningofManagementTherecognitionofthecloselinkbetweenanorganization’’sdecisionandactivitiesanditsimpactonthenaturalenvironment.Globalenvironmentalproblemsfacingmanagers::Air,,water,andsoilpollutionfromtoxicwastesGlobalwarmingfromgreenhousegasemissionsNaturalresourcedepletion18HowOrganizationsGoGreenLegal((ofLightGreen))ApproachFirmssimplydowhatislegallyrequiredbyobeyinglaws,rules,,andregulationswillinglyandwithoutlegalchallenge.MarketApproachFirmsrespondtothepreferencesoftheircustomersforenvironmentallyfriendlyproducts.StakeholderApproachFirmsworktomeettheenvironmentaldemandsofmultiplestakeholders—employees,,suppliers,andthecommunity..ActivistApproachFirmslookforwaystorespectandpreserveenvironmentandbeactivelysociallyresponsible.19Values--BasedManagementValues--BasedManagementAnapproachtomanaginginwhichmanagersestablishandupholdanorganization’’ssharedvalues.ThePurposesofSharedValuesServingasguidepostsformanagerialdecisionsShapingemployeebehaviorInfluencingthedirectionofmarketingeffortsTheBottomLineonSharedCorporateValuesAnorganization’’svaluesarereflectedinthedecisionsandactionsofitsemployees..20ManagerialEthicsEthicsDefinedTherulesandprinciplesthatdefinerightandwrongconduct..FourViewsofEthics（四種道德德觀）Theutilitarianview(功利觀)Therightsview((權(quán)利觀)Thetheoryofjusticeview((正義觀)Theintegrativesocialcontractstheory((社會契約約整合理理論)21ManagerialEthics((cont’d)UtilitarianViewEthicaldecisionsaremadesolelyonthebasisoftheiroutcomesorconsequencessuchthatthegreatestgoodisprovidedforthegreatestnumber..（功利觀：：認(rèn)為決決策要完完全按照照結(jié)果或或后果作作出）目標(biāo)是為為盡可能能多的人人提供盡盡可能多多的利益益。優(yōu)點(diǎn)：對對效率和和生產(chǎn)率率有促進(jìn)進(jìn)作用，，并符合合利潤最最大化的的目標(biāo)缺點(diǎn)：會會造成資資源配置置的扭曲曲（特別別是受決決策影響響的人未未參與決決策）有時(shí)也會會導(dǎo)致一一些利益益相關(guān)者者的權(quán)利利受到忽忽視22ManagerialEthics((cont’d)RightsViewConcernedwithrespectingandprotectingindividuallibertiesandprivacy.權(quán)利觀：：決策要要在尊重重并保護(hù)護(hù)個(gè)人的的基本權(quán)權(quán)利（隱隱私權(quán)、、言論自自由、游游行自由由等）的的前提下下作出。。Seekstoprotectindividualrightsofconscience,,freespeech,lifeandsafety,,anddueprocess.積極一面面：它保保護(hù)了個(gè)個(gè)人的自自由和隱隱私消極一面面：可能能會阻礙礙生產(chǎn)力力和效率率的提高高。23ManagerialEthics((cont’d)TheTheoryofJusticeOrganizationalrulesareenforcedfairlyandimpartiallyandfollowalllegalrulesandregulations..Protectstheinterestsofunderrepresentedstakeholdersandtherightsofemployee.24ManagerialEthics((cont’d)IntegrativeSocialContractsTheoryEthicaldecisionsshouldbebasedonexistingethicalnormsinindustriesandcommunitiesinordertodeterminewhatconstitutesrightandwrong..Basedonintegrationofthegeneralsocialcontractandthespecificcontractbetweencommunitymembers.主張：管管理者考考察各行行業(yè)和各各公司中中的現(xiàn)有有倫理守守則，以以決定什什么是對對的，什什么是錯(cuò)錯(cuò)的。25FactorsThatAffectEmployeeEthicsMoralDevelopmentAmeasureofindependencefromoutsideinfluencesLevelofIndividualMoralDevelopmentPreconventionallevel（前習(xí)俗）－－僅依個(gè)人人利益行行事-----嚴(yán)守規(guī)則則以避罰罰邀賞,或僅當(dāng)有有利于自自身的直直接利益益時(shí)才遵遵守規(guī)則則。Conventionallevel（習(xí)俗）－－行為受他他人（尤尤其是重重要人物物）期望望的影響響-----做別人所所期望的的事，自自覺地維維護(hù)組織織的傳統(tǒng)統(tǒng)秩序。。Principledlevel（形成自己己的行事事原則）－－形成自己己的行事事原則：：形成自自認(rèn)為是是正確的的個(gè)人道道德準(zhǔn)則則。它們們可以與與慣例一一致，也也可不一一致。-----尊重他人人權(quán)利、、尊重少少數(shù)人的的價(jià)值觀觀與權(quán)利利。依自自己的道道德原則則行事,即使它們們與法律律有沖突突。Stageofmoraldevelopmentinteractswith:Individualcharacteristics（個(gè)人特征征）Theorganization’sstructuraldesign（結(jié)構(gòu)因素素）Theorganization’sculture（組織文化化）Theintensityoftheethicalissue（問題強(qiáng)度度）26FactorsThatAffectEmployeeEthics((cont’d)MoralDevelopmentResearchConclusions:Peopleproceedthroughthestagesofmoraldevelopmentsequentially.Thereisnoguaranteeofcontinuedmoraldevelopment.MostadultsareinStage4((“goodcorporatecitizen””).27IndividualCharacteristicsValuesBasicconvictionsaboutwhatisrightorwrongonabroadrangeofissuesStageofMoralDevelopmentAmeasureofanindividual’sindependencefromoutsideinfluences28IndividualCharacteristicsPersonalityVariablesEgostrength（自我強(qiáng)度度）Apersonalitymeasureofthestrengthofaperson’sconvictions（是衡量個(gè)個(gè)人自信信心強(qiáng)度度的一個(gè)個(gè)個(gè)性尺尺度。自自我強(qiáng)度度得分高高的人往往往能夠夠克服不不道德行行為的沖沖動(dòng)，并并遵循自自己的信信條）LocusofControl（控制點(diǎn)）Apersonalityattributethatmeasuresthedegreetowhichpeoplebelievetheycontroltheirownlife.（是衡量人人們相信信自己掌掌握自己己命運(yùn)程程度的個(gè)個(gè)性特征征）。Internallocus（內(nèi)控的人人）:thebeliefthatyoucontrolyourdestiny.（認(rèn)為他們們自己控控制自自自己的命命運(yùn)。內(nèi)內(nèi)控的人人可能對對他們的的行為后后果負(fù)個(gè)個(gè)人責(zé)任任。）Externallocus（外控的人人）:thebeliefthatwhathappenstoyouisduetoluckorchance..（認(rèn)為他們們一生中中會發(fā)生生什么事事情全憑憑運(yùn)氣或或機(jī)遇。。外控的的人不在在可能對對他們行行為的后后果負(fù)個(gè)個(gè)人責(zé)任任。）內(nèi)控的管管理者將將比外控控的管理理者在道道德判斷斷和道德德和為之之間表現(xiàn)現(xiàn)出更強(qiáng)強(qiáng)的一致致性29StructuralVariablesOrganizationalcharacteristicsandmechanismsthatguideandinfluenceindividualethics:Performanceappraisalsystems（）Rewardallocationsystems（）Behaviors((ethical))ofmanagers（）Anorganization’’sculture（）Intensityoftheethicalissue（）Goodstructuraldesignminimizesambiguityanduncertainandfosterethicalbehavior..30EthicsinanInternationalContextEthicalstandardsarenotuniversal.SocialandculturaldifferencesdetermineacceptablebehaviorsForeignCorruptPracticesActMakesitillegaltocorruptaforeignofficialyet““token””paymentstoofficialsarepermissiblewhendoingsoisanacceptedpracticeinthatcountry..31HowManagersCanImproveEthicalBehaviorinAnOrganizationHireindividualswithhighethicalstandards.Establishcodesofethicsanddecisionrules.Leadbyexample..Delineatejobgoalsandperformanceappraisalmechanisms.Provideethicstraining.Conductsocialaudits..Providesupportforindividualsfacingethicaldilemmas.32EffectiveUseofaCodeofEthicsDevelopacodeofethicsasaguideinhandlingethicaldilemmasindecisionmaking.Communicatethecoderegularlytoallemployees.Havealllevelsofmanagementcontinuallyreaffirmtheimportanceoftheethicscodeandtheorganization’’scommitmenttothecode.Publiclyreprimandandconsistentlydisc