管理學(xué)課件第5章SocialResponsibilityandManageria

CorporateSocialResponsibility(CSR)CorporateCitizenshipConceptsCorporatesocialresponsibility–emphasizesobligationandaccountabilitytosocietyCorporatesocialresponsiveness–emphasizesaction,activityCorporatesocialperformance–emphasizesoutcomes,results1CorporateSocialResponsibilit社會(huì)義務(wù)、社會(huì)響應(yīng)、社會(huì)責(zé)任社會(huì)義務(wù)(socialobligation)：企業(yè)在追求經(jīng)濟(jì)利益同時(shí)盡了法律要求的義務(wù)。社會(huì)響應(yīng)(socialresponsiveness)：企業(yè)響應(yīng)社會(huì)公認(rèn)的價(jià)值準(zhǔn)則，優(yōu)先處理最受社會(huì)關(guān)注的事務(wù)的能力。--滿足普遍性的社會(huì)需求,但未從長遠(yuǎn)角度考慮(社會(huì)呼吁)社會(huì)責(zé)任(socialresponsibility)：企業(yè)在追求經(jīng)濟(jì)利益同時(shí)也追求有利于社會(huì)長遠(yuǎn)目標(biāo)的義務(wù)。社會(huì)義務(wù)社會(huì)責(zé)任社會(huì)響應(yīng)2社會(huì)義務(wù)、社會(huì)響應(yīng)、社會(huì)責(zé)任社會(huì)義務(wù)(socialobliCorporateSocialResponsibility(CSR)Carroll’sFourPartDefinitionCSRencompassestheeconomic,legal,ethicalanddiscretionary(philanthropic)expectationsthatsocietyhasoforganizationsatagivenpointintime3CorporateSocialResponsibilitCorporateSocialResponsibility(CSR)Carroll’sFourPartDefinitionUnderstandingtheFourComponentsResponsibilitySocietalExpectationExamplesEconomicRequiredBeprofitable.Maximizesales,minimizecosts,etc.LegalRequiredObeylawsandregulations.EthicalExpectedDowhatisright,fairandjust.Discretionary(Philanthropic)Desired/ExpectedBeagoodcorporatecitizen.4CorporateSocialResponsibilitPyramidofCSR

PhilanthropicResponsibilities

Beagoodcorporatecitizen.EthicalResponsibilities

Beethical.LegalResponsibilities

Obeythelaw.EconomicResponsibilities

Beprofitable.5PyramidofCSR

PhilanthropicRCorporateSocialResponsibility(CSR)CSRinEquationFormIstheSumof:EconomicResponsibilities(Makeaprofit)LegalResponsibilities(Obeythelaw)EthicalResponsibilities(Beethical)PhilanthropicResponsibilities(Goodcorporatecitizen)CSR6CorporateSocialResponsibilitCorporateSocialResponsibility(CSR)

ArgumentsForAddressessocialissuesbusinesscausedandallowsbusinesstobepartofthesolutionProtectsbusinessself-interestLimitsfuturegovernmentinterventionAddressesissuesbyusingbusinessresourcesandexpertiseAddressesissuesbybeingproactive7CorporateSocialResponsibilitCorporateSocialResponsibility(CSR)

ArgumentsAgainstRestrictsthefreemarketgoalofprofitmaximizationBusinessisnotequippedtohandlesocialactivitiesDilutestheprimaryaimofbusinessIncreasebusinesspowerLimitstheabilitytocompeteinaglobalmarketplace8CorporateSocialResponsibilitCorporateSocialPerformance

Carroll’sCSPmodelintegrateseconomicconcernsintoasocialperformanceframework9CorporateSocialPerformance CCorporateSocialPerformance

NonacademicResearchFortune'srankingofmostandleastadmiredcorporationsCouncilonEconomicPrioritiesCorporateConscienceAwardsBusinessEthicsMagazineAwardsWalkerInformation’sResearchontheimpactofsocialresponsibility10CorporateSocialPerformance

NCorporateCitizenship

Corporatecitizenshipembracesallthefacetsofcorporatesocialresponsibility,responsivenessandperformance11CorporateCitizenship CorporatSocial—andFinancial—PerformanceGoodCorporate

SocialPerformancePerspective1:CSPDrivestheRelationshipGoodCorporate

Financial

PerformanceGoodCorporate

ReputationGoodCorporate

Financial

PerformancePerspective2:CFPDrivestheRelationshipGoodCorporate

Social

PerformanceGoodCorporate

ReputationGoodCorporate

SocialPerformancePerspective3:InteractiveRelationshipAmongCSP,CFP,andCRGoodCorporate

Financial

PerformanceGoodCorporate

Reputation12Social—andFinancial—Performan有關(guān)社會(huì)責(zé)任的兩種相反的觀點(diǎn)斯蒂芬在《管理學(xué)》中提出兩種社會(huì)責(zé)任觀點(diǎn)。古典觀社會(huì)經(jīng)濟(jì)觀13有關(guān)社會(huì)責(zé)任的兩種相反的觀點(diǎn)斯蒂芬在《管理學(xué)》中提出兩種社會(huì)WhatIsSocialResponsibility?TheClassicalView（古典觀）Management’sonlysocialresponsibilityistomaximizeprofits(createafinancialreturn)byoperatingthebusinessinthebestinterestsofthestockholders(ownersofthecorporation).Expendingthefirm’sresourcesondoing“socialgood”unjustifiablyincreasescoststhatlowerprofitstotheownersandraisespricestoconsumers.14WhatIsSocialResponsibility?WhatIsSocialResponsibility?(cont’d)TheSocioeconomicView（社會(huì)經(jīng)濟(jì)觀）Management’ssocialresponsibilitygoesbeyondmakingprofitstoincludeprotectingandimprovingsociety’swelfare.Corporationsarenotindependententitiesresponsibleonlytostockholders.Firmshaveamoralresponsibilitytolargersocietytobecomeinvolvedinsocial,legal,andpoliticalissues.“Todotherightthing”15WhatIsSocialResponsibility?FromObligationtoResponsivenesstoResponsibilitySocialObligation（社會(huì)義務(wù)）Theobligationofabusinesstomeetitseconomicandlegalresponsibilitiesandnothingmore.SocialResponsiveness（社會(huì)響應(yīng)）Thecapacityofafirmtoadapttochangingsocietalconditionsthroughthepracticaldecisionsofitsmanagersinrespondingtoimportantsocialneeds.SocialResponsibility（社會(huì)責(zé)任）Afirm’sobligationsasamoralagentextendsbeyonditslegalandeconomicobligations,tothepursuitoflong-termgoalsthataregoodforsociety.16FromObligationtoResponsivenDoesSocialResponsibilityPay?Studiesappeartoshowapositiverelationshipbetweensocialinvolvementandtheeconomicperformanceoffirms.Difficultiesindefiningandmeasuring“socialresponsibility”and“economicperformanceraiseissuesofvalidityandcausationinthestudies.Mutualfundsusesocialscreeningininvestmentdecisionslightlyoutperformedothermutualfunds.Ageneralconclusionisthatafirm’ssocialactionsdonotharmitslong-termperformance.17DoesSocialResponsibilityPayTheGreeningofManagementTherecognitionofthecloselinkbetweenanorganization’sdecisionandactivitiesanditsimpactonthenaturalenvironment.Globalenvironmentalproblemsfacingmanagers:Air,water,andsoilpollutionfromtoxicwastesGlobalwarmingfromgreenhousegasemissionsNaturalresourcedepletion18TheGreeningofManagementTheHowOrganizationsGoGreenLegal(ofLightGreen)ApproachFirmssimplydowhatislegallyrequiredbyobeyinglaws,rules,andregulationswillinglyandwithoutlegalchallenge.MarketApproachFirmsrespondtothepreferencesoftheircustomersforenvironmentallyfriendlyproducts.StakeholderApproachFirmsworktomeettheenvironmentaldemandsofmultiplestakeholders—employees,suppliers,andthecommunity.ActivistApproachFirmslookforwaystorespectandpreserveenvironmentandbeactivelysociallyresponsible.19HowOrganizationsGoGreenLegaValues-BasedManagementValues-BasedManagementAnapproachtomanaginginwhichmanagersestablishandupholdanorganization’ssharedvalues.ThePurposesofSharedValuesServingasguidepostsformanagerialdecisionsShapingemployeebehaviorInfluencingthedirectionofmarketingeffortsTheBottomLineonSharedCorporateValuesAnorganization’svaluesarereflectedinthedecisionsandactionsofitsemployees.20Values-BasedManagementValues-ManagerialEthicsEthicsDefinedTherulesandprinciplesthatdefinerightandwrongconduct.FourViewsofEthics（四種道德觀）Theutilitarianview(功利觀)Therightsview(權(quán)利觀)Thetheoryofjusticeview(正義觀)Theintegrativesocialcontractstheory(社會(huì)契約整合理論)21ManagerialEthicsEthicsDefineManagerialEthics(cont’d)UtilitarianViewEthicaldecisionsaremadesolelyonthebasisoftheiroutcomesorconsequencessuchthatthegreatestgoodisprovidedforthegreatestnumber.（功利觀：認(rèn)為決策要完全按照結(jié)果或后果作出）目標(biāo)是為盡可能多的人提供盡可能多的利益。優(yōu)點(diǎn)：對效率和生產(chǎn)率有促進(jìn)作用，并符合利潤最大化的目標(biāo)缺點(diǎn)：會(huì)造成資源配置的扭曲（特別是受決策影響的人未參與決策）有時(shí)也會(huì)導(dǎo)致一些利益相關(guān)者的權(quán)利受到忽視22ManagerialEthics(cont’d)UtilManagerialEthics(cont’d)RightsViewConcernedwithrespectingandprotectingindividuallibertiesandprivacy.

權(quán)利觀：決策要在尊重并保護(hù)個(gè)人的基本權(quán)利（隱私權(quán)、言論自由、游行自由等）的前提下作出。

Seekstoprotectindividualrightsofconscience,freespeech,lifeandsafety,anddueprocess.積極一面：它保護(hù)了個(gè)人的自由和隱私消極一面：可能會(huì)阻礙生產(chǎn)力和效率的提高。23ManagerialEthics(cont’d)RighManagerialEthics(cont’d)TheTheoryofJusticeOrganizationalrulesareenforcedfairlyandimpartiallyandfollowalllegalrulesandregulations.Protectstheinterestsofunderrepresentedstakeholdersandtherightsofemployee.24ManagerialEthics(cont’d)TheManagerialEthics(cont’d)IntegrativeSocialContractsTheoryEthicaldecisionsshouldbebasedonexistingethicalnormsinindustriesandcommunitiesinordertodeterminewhatconstitutesrightandwrong.Basedonintegrationofthegeneralsocialcontractandthespecificcontractbetweencommunitymembers.主張：管理者考察各行業(yè)和各公司中的現(xiàn)有倫理守則，以決定什么是對的，什么是錯(cuò)的。25ManagerialEthics(cont’d)InteFactorsThatAffectEmployeeEthicsMoralDevelopmentAmeasureofindependencefromoutsideinfluencesLevelofIndividualMoralDevelopmentPreconventionallevel（前習(xí)俗）－－僅依個(gè)人利益行事----嚴(yán)守規(guī)則以避罰邀賞,或僅當(dāng)有利于自身的直接利益時(shí)才遵守規(guī)則。Conventionallevel（習(xí)俗）－－行為受他人（尤其是重要人物）期望的影響----做別人所期望的事，自覺地維護(hù)組織的傳統(tǒng)秩序。Principledlevel（形成自己的行事原則）－－形成自己的行事原則：形成自認(rèn)為是正確的個(gè)人道德準(zhǔn)則。它們可以與慣例一致，也可不一致。----尊重他人權(quán)利、尊重少數(shù)人的價(jià)值觀與權(quán)利。依自己的道德原則行事,即使它們與法律有沖突。Stageofmoraldevelopmentinteractswith:Individualcharacteristics（個(gè)人特征）Theorganization’sstructuraldesign（結(jié)構(gòu)因素）Theorganization’sculture（組織文化）Theintensityoftheethicalissue（問題強(qiáng)度）26FactorsThatAffectEmployeeEFactorsThatAffectEmployeeEthics(cont’d)MoralDevelopmentResearchConclusions:Peopleproceedthroughthestagesofmoraldevelopmentsequentially.Thereisnoguaranteeofcontinuedmoraldevelopment.MostadultsareinStage4(“goodcorporatecitizen”).27FactorsThatAffectEmployeeEIndividualCharacteristicsValuesBasicconvictionsaboutwhatisrightorwrongonabroadrangeofissuesStageofMoralDevelopmentAmeasureofanindividual’sindependencefromoutsideinfluences28IndividualCharacteristicsValuIndividualCharacteristicsPersonalityVariablesEgostrength（自我強(qiáng)度）Apersonalitymeasureofthestrengthofaperson’sconvictions（是衡量個(gè)人自信心強(qiáng)度的一個(gè)個(gè)性尺度。自我強(qiáng)度得分高的人往往能夠克服不道德行為的沖動(dòng)，并遵循自己的信條）LocusofControl（控制點(diǎn)）Apersonalityattributethatmeasuresthedegreetowhichpeoplebelievetheycontroltheirownlife.（是衡量人們相信自己掌握自己命運(yùn)程度的個(gè)性特征）。Internallocus（內(nèi)控的人）:thebeliefthatyoucontrolyourdestiny.（認(rèn)為他們自己控制自自己的命運(yùn)。內(nèi)控的人可能對他們的行為后果負(fù)個(gè)人責(zé)任。）Externallocus（外控的人）:thebeliefthatwhathappenstoyouisduetoluckorchance.（認(rèn)為他們一生中會(huì)發(fā)生什么事情全憑運(yùn)氣或機(jī)遇。外控的人不在可能對他們行為的后果負(fù)個(gè)人責(zé)任。）內(nèi)控的管理者將比外控的管理者在道德判斷和道德和為之間表現(xiàn)出更強(qiáng)的一致性29IndividualCharacteristicsPersStructuralVariablesOrganizationalcharacteristicsandmechanismsthatguideandinfluenceindividualethics:Performanceappraisalsystems（）Rewardallocationsystems（）Behaviors(ethical)ofmanagers（）Anorganization’sculture（）Intensityoftheethicalissue（）Goodstructuraldesignminimizesambiguityanduncertainandfosterethicalbehavior.30StructuralVariablesOrganizatiEthicsinanInternationalContextEthicalstandardsarenotuniversal.SocialandculturaldifferencesdetermineacceptablebehaviorsForeignCorruptPracticesActMakesitillegaltocorruptaforeignofficialyet“token”paymentstoofficialsarepermissiblewhendoingsoisanacceptedpracticeinthatcountry.31EthicsinanInternationalConHowManagersCanImproveEthicalBehaviorinAnOrganizationHireindividualswithhighethicalstandards.Establishcodesofethicsanddecisionrules.Leadbyexample.Delineatejobgoalsandperformanceappraisalmechanisms.Provideethicstraining.Conductsocialaudits.Providesupportforindividualsfacingethicaldilemmas.32HowManagersCanImproveEthicEffectiveUseofaCodeofEthicsDevelopacodeofethicsasaguideinhandlingethicaldilemmasindecisionmaking.Communicatethecoderegularlytoallemployees.Havealllevelsofmanagementcontinuallyreaffirmtheimportanceoftheethicscodeandtheorganization’scommitmenttothecode.Publiclyreprimandandconsistentlydisciplinethosewhobreakthecode.33EffectiveUseofaCodeofEthTheValueofEthicsTrainingTraininginethicalproblemsolvingcanmakeadifferenceinethicalbehaviors.Traininginethicsincreaseemployeeawarenessofethicalissuesinbusinessdecisions.Ethicstrainingclarifiesandreinforcestheorganization’sstandardsofconduct.Employeesbecomemoreconfidentthattheywillhavetheorganization’ssupportwhentakingunpopularbutethicallycorrectstances.34TheValueofEthicsTrainingTrEthicalLeadershipManagersmustprovideagoodrolemodelby:Beingethicalandhonestatalltimes.Tellingthetruth;don’thideormanipulateinformation.Admittingfailureandnottryingtocoveritup.Communicatingsharedethicalvaluestoemployeesthroughsymbols,stories,andslogans.Rewardingemployeeswhobehaveethicallyandpunishthosewhodonot.Protectingemployees(whistleblowers)whobringtolightunethicalbehaviorsorraiseethicalissues.35EthicalLeadershipManagersmusBusinessPracticesandSocialIssuesSocialImpactManagementThefieldofinquiryattheintersectionofbusinesspracticeandwidersocietalconcernsthatreflectsandrespectsthecomplexinterdependencyofthosetworealities.Thequestionofhowtogoaboutincreasingmanagers’awarenesswithintheirdecision-makingprocessesofhowsocietyisimpactedbytheconductandactivitiesoftheirfirms.36BusinessPracticesandSocialCorporateSocialResponsibility(CSR)CorporateCitizenshipConceptsCorporatesocialresponsibility–emphasizesobligationandaccountabilitytosocietyCorporatesocialresponsiveness–emphasizesaction,activityCorporatesocialperformance–emphasizesoutcomes,results37CorporateSocialResponsibilit社會(huì)義務(wù)、社會(huì)響應(yīng)、社會(huì)責(zé)任社會(huì)義務(wù)(socialobligation)：企業(yè)在追求經(jīng)濟(jì)利益同時(shí)盡了法律要求的義務(wù)。社會(huì)響應(yīng)(socialresponsiveness)：企業(yè)響應(yīng)社會(huì)公認(rèn)的價(jià)值準(zhǔn)則，優(yōu)先處理最受社會(huì)關(guān)注的事務(wù)的能力。--滿足普遍性的社會(huì)需求,但未從長遠(yuǎn)角度考慮(社會(huì)呼吁)社會(huì)責(zé)任(socialresponsibility)：企業(yè)在追求經(jīng)濟(jì)利益同時(shí)也追求有利于社會(huì)長遠(yuǎn)目標(biāo)的義務(wù)。社會(huì)義務(wù)社會(huì)責(zé)任社會(huì)響應(yīng)38社會(huì)義務(wù)、社會(huì)響應(yīng)、社會(huì)責(zé)任社會(huì)義務(wù)(socialobliCorporateSocialResponsibility(CSR)Carroll’sFourPartDefinitionCSRencompassestheeconomic,legal,ethicalanddiscretionary(philanthropic)expectationsthatsocietyhasoforganizationsatagivenpointintime39CorporateSocialResponsibilitCorporateSocialResponsibility(CSR)Carroll’sFourPartDefinitionUnderstandingtheFourComponentsResponsibilitySocietalExpectationExamplesEconomicRequiredBeprofitable.Maximizesales,minimizecosts,etc.LegalRequiredObeylawsandregulations.EthicalExpectedDowhatisright,fairandjust.Discretionary(Philanthropic)Desired/ExpectedBeagoodcorporatecitizen.40CorporateSocialResponsibilitPyramidofCSR

PhilanthropicResponsibilities

Beagoodcorporatecitizen.EthicalResponsibilities

Beethical.LegalResponsibilities

Obeythelaw.EconomicResponsibilities

Beprofitable.41PyramidofCSR

PhilanthropicRCorporateSocialResponsibility(CSR)CSRinEquationFormIstheSumof:EconomicResponsibilities(Makeaprofit)LegalResponsibilities(Obeythelaw)EthicalResponsibilities(Beethical)PhilanthropicResponsibilities(Goodcorporatecitizen)CSR42CorporateSocialResponsibilitCorporateSocialResponsibility(CSR)

ArgumentsForAddressessocialissuesbusinesscausedandallowsbusinesstobepartofthesolutionProtectsbusinessself-interestLimitsfuturegovernmentinterventionAddressesissuesbyusingbusinessresourcesandexpertiseAddressesissuesbybeingproactive43CorporateSocialResponsibilitCorporateSocialResponsibility(CSR)

ArgumentsAgainstRestrictsthefreemarketgoalofprofitmaximizationBusinessisnotequippedtohandlesocialactivitiesDilutestheprimaryaimofbusinessIncreasebusinesspowerLimitstheabilitytocompeteinaglobalmarketplace44CorporateSocialResponsibilitCorporateSocialPerformance

Carroll’sCSPmodelintegrateseconomicconcernsintoasocialperformanceframework45CorporateSocialPerformance CCorporateSocialPerformance

NonacademicResearchFortune'srankingofmostandleastadmiredcorporationsCouncilonEconomicPrioritiesCorporateConscienceAwardsBusinessEthicsMagazineAwardsWalkerInformation’sResearchontheimpactofsocialresponsibility46CorporateSocialPerformance

NCorporateCitizenship

Corporatecitizenshipembracesallthefacetsofcorporatesocialresponsibility,responsivenessandperformance47CorporateCitizenship CorporatSocial—andFinancial—PerformanceGoodCorporate

SocialPerformancePerspective1:CSPDrivestheRelationshipGoodCorporate

Financial

PerformanceGoodCorporate

ReputationGoodCorporate

Financial

PerformancePerspective2:CFPDrivestheRelationshipGoodCorporate

Social

PerformanceGoodCorporate

ReputationGoodCorporate

SocialPerformancePerspective3:InteractiveRelationshipAmongCSP,CFP,andCRGoodCorporate

Financial

PerformanceGoodCorporate

Reputation48Social—andFinancial—Performan有關(guān)社會(huì)責(zé)任的兩種相反的觀點(diǎn)斯蒂芬在《管理學(xué)》中提出兩種社會(huì)責(zé)任觀點(diǎn)。古典觀社會(huì)經(jīng)濟(jì)觀49有關(guān)社會(huì)責(zé)任的兩種相反的觀點(diǎn)斯蒂芬在《管理學(xué)》中提出兩種社會(huì)WhatIsSocialResponsibility?TheClassicalView（古典觀）Management’sonlysocialresponsibilityistomaximizeprofits(createafinancialreturn)byoperatingthebusinessinthebestinterestsofthestockholders(ownersofthecorporation).Expendingthefirm’sresourcesondoing“socialgood”unjustifiablyincreasescoststhatlowerprofitstotheownersandraisespricestoconsumers.50WhatIsSocialResponsibility?WhatIsSocialResponsibility?(cont’d)TheSocioeconomicView（社會(huì)經(jīng)濟(jì)觀）Management’ssocialresponsibilitygoesbeyondmakingprofitstoincludeprotectingandimprovingsociety’swelfare.Corporationsarenotindependententitiesresponsibleonlytostockholders.Firmshaveamoralresponsibilitytolargersocietytobecomeinvolvedinsocial,legal,andpoliticalissues.“Todotherightthing”51WhatIsSocialResponsibility?FromObligationtoResponsivenesstoResponsibilitySocialObligation（社會(huì)義務(wù)）Theobligationofabusinesstomeetitseconomicandlegalresponsibilitiesandnothingmore.SocialResponsiveness（社會(huì)響應(yīng)）Thecapacityofafirmtoadapttochangingsocietalconditionsthroughthepracticaldecisionsofitsmanagersinrespondingtoimportantsocialneeds.SocialResponsibility（社會(huì)責(zé)任）Afirm’sobligationsasamoralagentextendsbeyonditslegalandeconomicobligations,tothepursuitoflong-termgoalsthataregoodforsociety.52FromObligationtoResponsivenDoesSocialResponsibilityPay?Studiesappeartoshowapositiverelationshipbetweensocialinvolvementandtheeconomicperformanceoffirms.Difficultiesindefiningandmeasuring“socialresponsibility”and“economicperformanceraiseissuesofvalidityandcausationinthestudies.Mutualfundsusesocialscreeningininvestmentdecisionslightlyoutperformedothermutualfunds.Ageneralconclusionisthatafirm’ssocialactionsdonotharmitslong-termperformance.53DoesSocialResponsibilityPayTheGreeningofManagementTherecognitionofthecloselinkbetweenanorganization’sdecisionandactivitiesanditsimpactonthenaturalenvironment.Globalenvironmentalproblemsfacingmanagers:Air,water,andsoilpollutionfromtoxicwastesGlobalwarmingfromgreenhousegasemissionsNaturalresourcedepletion54TheGreeningofManagementTheHowOrganizationsGoGreenLegal(ofLightGreen)ApproachFirmssimplydowhatislegallyrequiredbyobeyinglaws,rules,andregulationswillinglyandwithoutlegalchallenge.MarketApproachFirmsrespondtothepreferencesoftheircustomersforenvironmentallyfriendlyproducts.StakeholderApproachFirmsworktomeettheenvironmentaldemandsofmultiplestakeholders—employees,suppliers,andthecommunity.ActivistApproachFirmslookforwaystorespectandpreserveenvironmentandbeactivelysociallyresponsible.55HowOrganizationsGoGreenLegaValues-BasedManagementValues-BasedManagementAnapproachtomanaginginwhichmanagersestablishandupholdanorganization’ssharedvalues.ThePurposesofSharedValuesServingasguidepostsformanagerialdecisionsShapingemployeebehaviorInfluencingthedirectionofmarketingeffortsTheBottomLineonSharedCorporateValuesAnorganization’svaluesarereflectedinthedecisionsandactionsofitsemployees.56Values-BasedManagementValues-ManagerialEthicsEthicsDefinedTherulesandprinciplesthatdefinerightandwrongconduct.FourViewsofEthics（四種道德觀）Theutilitarianview(功利觀)Therightsview(權(quán)利觀)Thetheoryofjusticeview(正義觀)Theintegrativesocialcontractstheory(社會(huì)契約整合理論)57ManagerialEthicsEthicsDefineManagerialEthics(cont’d)UtilitarianViewEthicaldecisionsaremadesolelyonthebasisoftheiroutcomesorconsequencessuchthatthegreatestgoodisprovidedforthegreatestnumber.（功利觀：認(rèn)為決策要完全按照結(jié)果或后果作出）目標(biāo)是為盡可能多的人提供盡可能多的利益。優(yōu)點(diǎn)：對效率和生產(chǎn)率有促進(jìn)作用，并符合利潤最大化的目標(biāo)缺點(diǎn)：會(huì)造成資源配置的扭曲（特別是受決策影響的人未參與決策）有時(shí)也會(huì)導(dǎo)致一些利益相關(guān)者的權(quán)利受到忽視58ManagerialEthics(cont’d)UtilManagerialEthics(cont’d)RightsViewConcernedwithrespectingandprotectingindividuallibertiesandprivacy.

權(quán)利觀：決策要在尊重并保護(hù)個(gè)人的基本權(quán)利（隱私權(quán)、言論自由、游行自由等）的前提下作出。

Seekstoprotectindividualrightsofconscience,freespeech,lifeandsafety,anddueprocess.積極一面：它保護(hù)了個(gè)人的自由和隱私消極一面：可能會(huì)阻礙生產(chǎn)力和效率的提高。59ManagerialEthics(cont’d)RighManagerialEthics(cont’d)TheTheoryofJusticeOrganizationalrulesareenforcedfairlyandimpartiallyandfollowalllegalrulesandregulations.Protectstheinterestsofunderrepresentedstakeholdersandtherightsofemployee.60ManagerialEthics(cont’d)TheManagerialEthics(cont’d)IntegrativeSocialContractsTheoryEthicaldecisionsshouldbebasedonexistingethicalnormsinindustriesandcommunitiesinordertodeterminewhatconstitutesrightandwrong.Basedonintegrationofthegeneralsocialcontractandthespecificcontractbetweencommunitymembers.主張：管理者考察各行業(yè)和各公司中的現(xiàn)有倫理守則，以決定什么是對的，什么是錯(cuò)的。61ManagerialEthics(cont’d)InteFactorsThatAffectEmployeeEthicsMoralDevelopmentAmeasureofindependencefromoutsideinfluencesLevelofIndividualMoralDevelopmentPreconventionallevel（前習(xí)俗）－－僅依個(gè)人利益行事----嚴(yán)守規(guī)則以避罰邀賞,或僅當(dāng)有利于自身的直接利益時(shí)才遵守規(guī)則。Conventionallevel（習(xí)俗）－－行為受他人（尤其是重要人物）期望的影響----做別人所期望的事，自覺地維護(hù)組織的傳統(tǒng)秩序。Principledlevel（形成自己的行事原則）－－形成自己的行事原則：形成自認(rèn)為是正確的個(gè)人道德準(zhǔn)則。它們可以與慣例一致，也可不一致。----尊重他人權(quán)利、尊重少數(shù)人的價(jià)值觀與權(quán)利。依自己的道德原則行事,即使它們與法律有沖突。Stageofmoraldevelopmentinteractswith:Individualcharacteristics（個(gè)人特征）Theorganization’sstructuraldesign（結(jié)構(gòu)因素）Theorganization’sculture（組織文化）Theintensityoftheethicalissue（問題強(qiáng)度）62FactorsThatAffectEmployeeEFactorsThatAffectEmployeeEthics(cont’d)MoralDevelopmentResearchConclusions:Peopleproceedthroughthestagesofmoraldevelopmentsequentially.Thereisnoguaranteeofcontinuedmoraldevelopment.MostadultsareinStage4(“goodcorporatecitizen”).63FactorsThatAffectEmployeeEIndividualCharacteristicsValuesBasicconvictionsaboutwhatisrightorwrongonabroadrangeofissuesStageofMoralDevelopmentAmeasureofanindividual’sindependencefromoutsideinfluences64IndividualCharacteristicsValuIndividualCharacteristicsPersonalityVariablesEgostrength（自我強(qiáng)度）Apersonalitymeasureofthestrengthofaperson’sconvictions（是衡量個(gè)人自信心強(qiáng)度的一個(gè)個(gè)性尺度。自我強(qiáng)度得分高的人往往能夠克服不道德行為的沖動(dòng)，并遵循自己的信條）LocusofControl（控制點(diǎn)）Apersonalityattributethatmeasuresthedegreetowhichpeoplebelievetheycontroltheirownlife.（是衡量人們相信自己掌握自己命運(yùn)程度的個(gè)性特征）。Internallocus（內(nèi)控的人）:thebeliefthatyoucontrolyourdestiny.（認(rèn)為他們自己控制自自己的命運(yùn)。內(nèi)控的人可能對他們的行為后果負(fù)個(gè)人責(zé)任。）Externallocus（外控的人）:thebeliefthatwhathappenstoyouisduetoluckorchance.（認(rèn)為他們一生中會(huì)發(fā)生什么事情全憑運(yùn)氣或機(jī)遇。外控的人不在可能對他們行為的后果負(fù)個(gè)人責(zé)任。）內(nèi)控的管理者將比外控的管理者在道德判斷和道德和為之間表現(xiàn)出更強(qiáng)的一致性65IndividualCharacteristicsPersStructuralVariablesOrganizationalcharacteristicsandmechanismsthatguideandinfluenceindividualethics:Performanceappraisalsystems（）Rewardallocationsystems（）Behaviors(ethical)ofmanagers（）Anorganization’s