管理学原理第一讲社会责任与管理伦理

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,第一讲,导论,管理与跨文化管理,Chapter,5,SOCIAL,RESPONSIBILITY,(,社会责任,),AND MANAGERIAL,ETHICS,(,管理伦理,),企业的社会责任：企业与社会,企业尤其是大企业，其对现代社会的贡献是巨大而且是重要的。关于这个观点，在社会层面和企业层面并没有得到足够的说明、认同和理解。,因此出现了“企业社会责任”与“企业的任务就是做生意”这两种不同的思维方式，它们之间具有一定程度的对抗性。,引言,迪斯累利（,1804,1851,）曾经是英国首相，主张殖民主义扩张政策，他说：在英国有两个民族，他们之间没有沟通。要防止在科学和艺术之间出现鸿沟也许是两种文化。在各地，以工商业人士的想法为一方，非商业人士大多数为另一方之间继续存在着一条相同的鸿沟。当商业改变态度想同人们交谈的时候，人们常常听到一些刺耳的噪音。,引言,随着与国际接轨步伐的加快，中国企业必须重视社会责任问题。例如中移动,1997,年在香港上市，,2001,年前，年报上没有任何关于企业社会责任方面的报告，从,2001,年起，财务报告上专门开辟了企业社会责任的章节，系统汇报公司在一个财政年度里履行企业社会责任的情况，接受股东和公众的监督。,社会责任的由来,公平与效率问题，一个悖论,公共产品与私有产品,股东利益与利益相关者利益（消费者、员工、政府、司法机构、社会团体、社会公众等）,企业的强势与公众的弱势以及由此产生的敌对行为,全球化与反全球化,企业的贡献,真实的情况是：企业所从事的活动在消耗社会成本的同时也带来了明显的社会效益。,企业贡献包括提高生产力水平、研发、提供就业机会、大规模投资、开发人力资本和组织。现在是这样，将来也是如此。,企业尤其是大企业还提供了投资渠道，在经济合作和发展组织,(OECD),的老龄化国家中，它们对于养老金的提供可能起到了核心作用。,与此同时，跨国公司通过境外直接投资进入发展中国家，往往会贡献关键的资本、技术、技能，或者是以其他方式帮助发展中国家经济脱贫。,社会的影响,社会问题对企业的影响具有长期性，有鉴于此，企业更应该重视。,严格从投资和股东的角度看，大部分股市价值（在美国和西欧的股票市场通常在,80%,以上）取决于对三年以后企业现金流的预期。如果企业遭受社会攻击，其市值肯定不保。,没有技术解决方案,1968,年一期,科学,（第,162,卷，,1968,年）杂志刊登了一篇题为,“,无法用科学技术来解决的问题,”,（,Hardin,，,1968,），此后,“,公地,”,和,“,公地悲剧（,tragedy of the commons,）,”,这两个比喻性词汇开始广泛传播。,没有技术解决方案,亚当,斯密在,国富论,中有一个著名的论述：单个个人,“,只是试图追求自己的利益,”,，,“,但在一只看不见的手的指引下，却会增进公共利益,”,，这就是所谓的看不见手的原理。如果这种观点合适的话，那么在人口控制方面，最好的政策就是,“,自由放任,”,。换句话说，单个个人都会控制自己的生育，从而使整个社会达到最优的人口数量。,没有技术解决方案,哈丁认为斯密的这种个人主义原理应用于如人口规模这类“公地”治理是无效的。哈丁蒋“公地”区分为两类：一类是人类从其中攫取资源的公地；第二类是人类向其中排放废物的公地。第一类公地出现的比较早也比较普遍，因此很早就引起了人们的重视，第二类公地的严重后果人们认识上有一些滞后，因此现在的解决方法也不多。,没有技术解决方案,哈丁认为，两个类型的公地说到底都是人口过度膨胀（人口爆炸是最后一主公地的悲剧）的结果。公地悲剧或悲剧的程度最终取决于人口密度。哈丁的这个解释揭示了一个广为人知的原则：一项行动是否符合道德标准要依赖于该行动发生时的当地情况，即依赖于整个系统的状况。,Learning Objectives,Explain the classical,（,古典）,and socioeconomic views,(,经济社会,),of social responsibility,（,社会责任）,List the arguments,（,观点）,for,（,支持）,and against,（,反对）,businesss being socially responsible,Differentiate,（区分）,among social obligation,（义务）, social responsiveness,（适应）, and social responsibility,Explain the relationship between corporate social responsibility and economic performance,Describe values-based management,（价值管理）,and how it is related to organizational culture,Explain what the “greening” of management,（绿色管理）,is and how organizations are “going green”,（实现绿色管理）,Differentiate among the four views of ethics, and,Identify the factors that affect ethical behavior,Discuss various ways,（各种方式）,organizations can improve,（提高）,the ethical behavior of their employees,What Is Social Responsibility?,Two Opposing Views of Social Responsibility,Classical view,- managements only social responsibility is to maximize profits,Milton Friedman,- managers primary responsibility is to serve the interests of the stockholders,doing “social good” adds to the cost of doing business,costs have to be passed on to consumers,Socioeconomic view,-,businesses are not just economic institutions,managements social responsibility goes beyond making profits to include protecting and improving societys welfare,businesses have responsibility to a society that:,endorses their creation through laws and regulations,supports them by buying their products/services,What is Social Responsibility (cont.),5-,17,From Obligations to Responsiveness,social responsibility,- a businesss obligation to pursue long-term goals that help society,goes beyond legal and economic requirements,views business as a moral agent,social obligation,- obligation of a business to meet its economic and legal responsibilities,social responsiveness,- capacity of a firm to adapt to changing societal conditions,tries to satisfy social needs in line with social norms,Levels Of Social Involvement,Social Obligation,Social,Responsibility,Social,Responsiveness,5-,20,Social Responsibility versusSocial Responsiveness,Social,Responsiveness,Pragmatic,Means,Responses,Medium and,short term,Social,Responsibility,Ethical,Ends,Obligation,Long term,Major consideration,Focus,Emphasis,Decision framework,5-,21,Social Responsibility And Economic Performance,Most Research Shows a Positive Relationship,Evaluation of Socially Conscious Mutual Stock Funds,Conclusion,a companys socially responsible actions do not hurt its long-term economic performance,5-,22,对立观点之一：“企业的任务就是做生意”有什么问题？,“企业的任务就是做生意”的观点在企业层面很有市场，这一思维方式可能掩盖了两个重要的事实。,第一、社会问题即使不是企业的核心问题，也并非无关紧要。,第二、“企业的任务就是做生意”这一观点产生了大量道德与合法性等复杂问题。,社会问题对企业造成长期影响的例子比比皆是。,在制药行业，过去十年来由于艾滋病（,HIV/AIDS,）药物在发展中国家售价过高引起公众不满等问题产生了社会压力。,在食品和餐饮业，关于肥胖的争论长期以来不断升温，导致加强非健康食品营销管制呼声很高。,在一些大型零售行业领域，公众和规划部门对开设新店铺的抵制正在制约着增长机会。,值得一提的是，数十年来社会及政治压力也对烟草、石油和采矿业的改造和重建产生了巨大影响。,对立观点之二：“企业社会责任,(CSR)”,原则,“企业社会责任,(CSR)”,原则作为一套企业策略得以推广在很大程度上是,20,世纪,90,年代末一系列反大型企业运动的结果。这些运动则是由同一时期高涨的反全球化抗议浪潮促成的。,基本思路,第一、通过研究各利益相关方（包括政府、消费群体、律师和媒体）的利益所在，可以粗略地估计出这些利益相关方围绕特定问题采取行动的可能。,第二条原则要求企业不仅理解自己与社会的契约，还能积极管理这些契约。,2004,年的,9,月,16,日，在“我们要吃饭，我们要生存”、“中国人滚出去”的口号声中，西班牙埃切尔市的数千市民，将价值数千万元的温州鞋付之一炬。这让闯荡国际市场多年的温州商人仍心有余悸,。,企业与社会之间隐含着一种契约，也可以说是整个经济领域与社会的契约。,200,多年前，卢梭的社会契约理论帮助政治领袖们接受了这样一种思维方式：,只有为公众谋福利才能确保自身的合法性,。,企业可以采取多种作为,增加企业尤其是财务报表的透明度,改变研发方向或资产重组,改变应对监管的做法,在行业层面设计和推行自律的行为标准,因为某家公司不当行为的曝光可能对全行业造成冲击，在全行业、甚至越来越多地在全球范围内自律行为可能十分重要。,第三条原则：企业领导需要更自觉地引导有关社会问题的辩论。办法就是在公司内部制定更严格而适宜的诚信和透明度标准，更积极地参与对企业各种不友好行为和微辞的讨论（如在传媒上进行公开讨论）。,事实上，企业应该将讨论的主动权掌握在自己手中，而不是被动地对争议作出反击。,Values-Based Management,Definition,an approach to managing in which managers establish, promote, and practice an organizations shared values,values reflect what it stands for and what it believes in,5-,31,Values-Based Management (cont.),Purposes,of Shared Values,act as guideposts,for managerial decisions and actions,shape employee behavior,by communicating what the organization expects of its members,influence marketing efforts,build team spirit,inspire greater commitment to work and responsibility,Purposes Of Shared Values (cont.),Shared,Organizational,Values,Guide Managers,Decisions and Actions,Influence,Marketing Efforts,Build Team,Spirit,5-,33,Shape Employee,Behavior,Values-Based Management (cont.),Developing Shared Values,it is difficult to establish shared values,managers are responsible for shaping the organization so that its values, norms, and ideals appeal strongly to employees,companies that practice values-based management have broad commitment to being socially responsible and socially responsive,5-,34,Suggestions for Creating a Good Corporate Values Statement,5-,35,The “Greening” Of Management,Definition,recognition of the close link between an organizations decisions and activities and its impact on the natural environment,resulted from highly visible ecological problems and environmental disasters,5-,36,The “Greening” Of Management (cont.),Global Environmental Problems,there are many global environmental problems,developed nations are blamed for the problems,problems expected to increase as emerging countries become more developed,The “Greening” Of Management (cont.),How Organizations Go Green,products and production processes have become cleaner,shades of green,- describe different approaches that organizations may take,legal approach,- follow legal obligations,little environmental sensitivity,market approach,- organizations respond to the environmental preferences of customers,stakeholder approach,- organization chooses to respond to multiple demands made by stakeholders,activist approach,- looks for ways to respect and preserve the earth and its natural resources,5-,38,Approaches To Being Green,Legal,Approach,(Light Green),Market,Approach,Stakeholder,Approach,Activism,Approach,(Dark Green),Low,High,Environmental Sensitivity,5-,39,The “Greening” Of Management (cont.),Summing Up Social Responsibility,four-stage progression of an organizations social responsibility,each stage implies an increasing level of managerial discretion,Stage 1,- promote stockholders interests by seeking to minimize costs and maximize profits,all laws and regulations are followed,feel little obligation to satisfy other societal needs,Stage 2,- managers accept their responsibility to employees and focus on human resource concerns,improve working conditions,5-,40,Summing Up Social Responsibility (cont.),four-stage progression (cont.),Stage 3,- expand responsibilities to other stakeholders,actions include providing fair prices, high-quality products and services, safe products, and good supplier relations,Stage 4,- managers feel responsibility to society as a whole,try to advance the public good,promote social justice, preserve the environment, and support social and cultural activities,The “Greening” Of Management (cont.),5-,41,To Whom Is Management Responsible?,Stage 1,Owners and,Management,Stage 2,Employees,Stage 3,Constituents in the,Specific Environment,Stage 4,Broader,Society,Social Responsibility,Lesser,Greater,5-,42,Managerial Ethics,Ethics,rules and principles that define right and wrong conduct,Four Views of Ethics,utilitarian view,- ethical decisions are made on the basis of their outcomes or consequences,offers the greatest good for the greatest number,encourages efficiency and productivity,may ignore the rights of some stakeholders,most businesspeople subscribe to this view,5-,43,Managerial Ethics (cont.),rights view,- respects and protects individual liberties and privileges,may present obstacles to high productivity and efficiency,theory of justice view,- managers impose and enforce rules fairly and impartially,protect the interests of stakeholders who may be underrepresented or lack power,encourages a sense of entitlement that might make employees reduce risk taking, innovation, and productivity,5-,44,Managerial Ethics (cont.),integrative social contracts theory,- decisions should be based on empirical and normative factors,based on integration of two “contracts,general social contract,- allows businesses to operate,defines the acceptable ground rules,specific contract,-,addresses acceptable ways of behaving in a particular community,5-,45,Factors That Affect Ethical And Unethical Behavior,Ethical,Dilemma,Moderators,Stage of Moral,Development,Ethical/Unethical,Behavior,Organizational,Culture,Structural,Variables,Individual,Characteristics,Issue,Intensity,5-,46,Managerial Ethics (cont.),Factors That Affect Managerial Ethics,Stage of moral development,- at each successive stage, moral judgment is less dependent on outside influences,people proceed through the levels sequentially,no guarantee of continued moral development,5-,47,majority of adults at Stage 4,preconventional,level,- choice between right and wrong is based on personal consequences,conventional level,- moral values reside in living up to others expectations,principled level,- individual tries to define moral principles apart from the authority of society,Stages of Moral Development,5-,49,Managerial Ethics (cont.),Factors That Affect Managerial Ethics (cont.),Individual characteristics,values,- basic convictions about right and wrong,ego strength,- strength of a persons convictions,locus of control,- degree to which people believe that they control their own fate,internals,- believe that they control their own destinies,externals,- believe that what happens to them is due to luck or chance,5-,50,Managerial Ethics (cont.),Factors That Affect Managerial Ethics (cont.),Structural variables,design of organization affects ethical behavior,designs that minimize ambiguity and uncertainty more likely to encourage ethical behavior,rules and regulations,written codes of ethics,behavior of superiors,performance appraisal systems that focus on means as well as ends,reward systems that punish failure to achieve ends is likely to compromise ethics,5-,51,Managerial Ethics (cont.),Factors That Affect Managerial Ethics (cont.),Organizational culture,strong culture more influential than a weak culture,high ethical standards result from a culture that is high in risk tolerance, control, and conflict tolerance,Issue intensity,importance of an ethical issue,more intense issues prompt greater ethical behavior,5-,52,Determinants of Issue Intensity,5-,53,简单,结论：,Factors That Affect Ethical And Unethical Behavior,Ethical,Dilemma,Moderators,Stage of Moral,Development,Ethical/Unethical,Behavior,Organizational,Culture,Structural,Variables,Individual,Characteristics,Issue,Intensity,5-,54,Managerial Ethics (cont.),Toward Improving Ethical Behavior,comprehensive ethics programs have the potential to improve an organizations ethical climate,no guarantees that even well-designed ethics programs will lead to the desired outcome,Employee selection,- eliminate ethically questionable applicants,Codes of ethics,- formal statement of an organizations primary values and ethical rules,shouldnt be developed and applied in isolation,must consistently reaffirm the importance of the code,must consistently discipline those who break the code,5-,55,Clusters of Variables Found in 83 Corporate Codes of Business Ethics,5-,56,Managerial Ethics (cont.),Toward Improving Ethical Behavior (cont.),Top managements leadership,- what they,do,is far more important than what they say,set the cultural tone by their reward and punishment practices,Job goals,- goals should be clear and realistic,reduce ambiguity,Performance appraisal,- must focus on ethical standards,Ethics training,- an increasing number of organizations use training to encourage ethical behavior,reinforce the organizations standards of conduct,clarify acceptable and unacceptable practices,5-,57,Managerial Ethics (cont.),Toward Improving Ethical Behavior (cont.),Formal protective mechanisms,- protect employees who face ethical dilemmas,can do what is right without fear of retribution,ethical counselors,- act as a sounding board and provide guidance,ethics officers,- design, direct, and modify the organizations ethics program,5-,58,