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This 44 page Class Notes was uploaded by Jaquelin Borer on Saturday September 19, 2015. The Class Notes belongs to BUAD309 at University of Delaware taught by WinfieldWycoff in Fall. Since its upload, it has received 12 views. For similar materials see /class/207103/buad309-university-of-delaware in Business Administration at University of Delaware.
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Date Created: 09/19/15
Organizational Behavior in Changing Times a y iii Social Responsibility What Is The Purpose Of Business 1 Reward Owners int Make Money I Provide A Service I Create A Customer 1 Contribute To Society Obligation Responsiveness Responsibility It Social Obligation I The obligation of a business to meet its economic and legal responsibilities and nothing more I Social Responsiveness I When a firm engages in social actions in response to some popular social need It Social Responsibility I A business s intention beyond its legal and economic obligations to do the right things and act in ways that are good for society What Is Social Responsibility int The Classical View I Management s only social responsibility is to maximize profits create a financial return by operating the business in the best interests of the stockholders owners of the corporation l Expending the firm s resources on doing social good unjustifiany increases costs that lower profits to the owners and raises prices to consumers What Is Social Responsibility he Socioeconomic View I Management s social responsibility goes beyond making profits to include protecting and improving society s welfare I Corporations are not independent entities responsible only to stockholders I Firms have a moral responsibility to larger society to become involved in social legal and political issues I To do the right thing Social Responsibility Versus Social Responsiveness Social Social Responsibility Responsiveness Major consideration Ethical Pragmatic Focus Ends Means Emphasis Obligation Responses Decision framework Long term Medium and short term Arguments For and Against Social Responsibility or gt Public expectations gt Longrun profits gt Ethical obligation gt Public image gt Better environment gt Discouragement of further governmental regulation gt Balance of responsibility and power gt Stockholder interests gt Possession of resources gt Superiority of prevention over cures Against gt Violation of profit maximization gt Dilution of purpose gt Costs gt Too much power gt Lack of skills gt Lack of accountability Does Social Responsibility Pay Studies show a positive relationship between social involvement and the economic performance of firms I Difficulties in defining and measuring social responsibility and economic performance raise issues of validity and causation in the studies l Mutual funds using social screening in investment decisions slightly outperformed other mutual funds tut A general conclusion is that a firm s social actions do not harm its longterm performance The Greening of Management I The recognition of the close link between an organization s decision and activities and its impact on the natural environment I Global environmental problems facing managers I Air water and soil pollution from toxic wastes I Global warming from greenhouse gas emis 39 I Natural resource depletion How Organizations Go Green It Legal or Light Green Approach I Firms simply do what is legally required by obeying laws rules and regulations willingly and without legal challenge 1 Market Approach I Firms respond to the preferences of their customers for environmentally friendly products int Stakeholder Approach I Firms work to meet the environmental demands of multiple stakeholders employees suppliers and the community It Activist Approach I Firms look for ways to respect and preserve environment and be actively socially responsible Evaluating the Greening of Management It Organizations become greener by I Using the Sustainability Reporting Guidelines to document green actions I Adopting ISO 14000 standards for environmental management I Being named as one of the 100 Most Managerial Ethics Ethics Defined Principles values and beliefs that define what is right and wrong behavior Authentic Leaders Ethical people who know who they are know what they believe in and value and act on those values and beliefs openly and candidly Ethics touch on many leadership styles As the moral leaders of organizations CEOs must demonstrate high ethical standards Factors That Affect Employee Ethics It Moral Development I A measure of independence from outside in uences I Levels of Individual Moral Development I Preconventional level I Conventional level I Principled level Stages of Moral Development Principled 6 Following selfchosen ethical principles even if they violate the law 5 Valuing rights of others and upholding absolute values and rights regardless of the majority s opinion Conventional 4 Maintaining conventional order by fulfilling obligations to which you have agreed 3 Living Lip to what is expected by people close to you Preconventional 2 Following rules only when doing so is in your immediate interest 1 Sticking to rules to avoid physical punishment Research Conclusions People proceed through the stages of moral development sequentially There is no guarantee of continued moral development Most adults are in Stage 4 good corporate citizen Factors That Affect Employee Ethics I Stage of moral development interacts with I Individual characteristics I The organization s structural design I The organization s culture I The intensity of the ethical issue Individual Characteristics I Values I Basic convictions about what is right or wrong I Personality I Ego strength A personality measure of the strength of a person s convictions I Locus of Control I A personality attribute that measures the degree to which people believe they control their own life I Internal locus the belief that you control your destiny I External locus the belief that what happens to you is due to luck or chance Structural Variables I Organizational characteristics and mechanisms that guide and influence individual ethics I Performance appraisal systems I Reward allocation systems I Behaviors ethical of managers Organization s Culture It ValuesBased Management I An approach to managing in which managers establish and uphold an organization s shared values I The Purposes of Shared Values I Guiding managerial decisions I Shaping employee behavior I Influencing the direction of marketing efforts I Building team spirit It An organization s values are reflected in the decisions and actions of its employees lit Intensity of the Ethical Issue Being an Ethical Leader Be a good role model by being ethical and honest Tell the truth always Don t hide or manipulate information Be willing to admit your failures Share your personal values by regularly communicating them to employees Stress the organization s or team s important shared values Use the reward system to hold everyone accountable to the values Blowing The Whistle It If you observe a situation that will harm the public the firm or the employees I Notify your supervision I If no action gt notify higher management I If no action gt notify highest responsible authority I If STILL no action gt BLOW THE WHISTLE It Prepare to defend yourself Ethics in an Internationa Context V It Ethical standards are not universal l Social and cultural differences determine acceptable behaviors I Foreign Corrupt Practices Act I Makes it illegal to corrupt a foreign official yet token payments to officials are permissible when doing so is an accepted practice in that country I The Global Compact Ten Principles of the United Nations Human Rights Principle 1 Support and respect the protection of international human rights within their sphere of influence Principle 2 Make sure business corporations are not complicit in human rights abuses Labor Standards Principle 3 Freedom of association and the effective recognition of the right to collective bargaining Principle 4 The elimination of all forms of forced and compulsory labor Principle 5 The effective abolition of child labor Principle 6 The elimination of discrimination in respect of employment and occupation Environment Principle 7 Support a precautionary approach to environmental challenges Principle 8 Undertake initiatives to promote greater environmental responsibility Principle 9 Encourage the development and diffusion of environmentally friendly technologies Principle 10 Businesses should work against corruption in all its forms including extortion and bribery Sequence of workrelated positions held during a lifetime Careers often depend on Circumstance Dedication Connections Values Background Dependence Examples of careers Posterman Governor Tribbit Dupont clerk Hercules comptroller President Eisenhower Bill Gore Bill Gates Michael Dell and others Progress often depends on the organization PriceWaterhouse Few levels Coopers Military Seniority Combat DuPont Seniority Level of talent Smaller companies Hiring from without PrOfile Fortune survey 1 Middle class I Highly educated I Midwest background I 55hour workweeks 1 Less than 25 years with the company I Results oriented I Seeks responsibility Characteristics of the successful WSJ It Avoid getting comfortable it Enjoy the art of the work int Rehearse upcoming events It Don t blame others for mistakes I Always examine the downside I Always have time for planning I Develop skill in selling ideas I Seek responsibility int Champion new approaches It Reject perfectionism act Keys for success 1 Work hard do excellent work I Learn the influence process I Work with a variety of people I Help your boss succeed 1 Get a mentor I Continually improve Why executives fail WSJ i Inability to get along I Failure to adapt I Me only syndrome give credit I Fear of action 1 Inability to rebound Career Planning Concepts Career development the ongoing effort of both individuals and organizations to expand career opportunities and realize career goals Career management the organization s efforts to manage the flow of individuals through positions over time in ways that will best meet both organizational and individual goals Career planning the steps an individual goes through to direct his or her own career in ways that will be personally satisfying Career planning considerations I Skills evaluation int Work preferences Peoplethings Challenge Change It Personal preferences Security Geography Travel I Organization size Status It Amount of sacrifice Pointers on mentors a successful person who gives you the benefit of knowledge and experience to make the right career decisions gt Solid reputation and contacts inside the organization and in the community gt Show enthusiasm and commitment gt Avoid crossgender mentor relationships gt Do not publicize your mentor relationship Organizational Career Management maimed 1 Single firms no longer provide the primary anchor 2 Professionals must connect with the edge of what is known 3 lnhouse managers mentor larger number of entry level managers 4 Multiple developmental relationships beneficial to career success Organizational Career Management Components of Career Motivation Career resilience Company Value 0 Innovation 0 Employees adapting to unexpected changes Commitment to company 0 Pride in work Career insight gt Employee Value 0 Be aware of skill strengths and weaknesses Participate in learning activities Cope with less than ideal working conditions Career identity Avoid skill obsolescence Succession Planning J Historically early selection focused development on the few best bets J Became problem in turbulent competitive environment of 21St century organization strategy changes overnight perfectly groomed CEO for yesterday not the person needed today J Now succession planning organizations have expanded their definition of high potentials created a larger talent pool from which the organization may draw Corporate Organizational Planning in Who promotes I Organizational planning I Vertical movement I Horizontal movement Individual Career Planning 1 Know your situation 2 Leverage your competencies 3 Extend your collaborations 4 Broaden your accountabilities 5 Exercise resiliency Individual Career Planning Goal psychological success Career is managed by the person not the organization Career is a lifelong series of identity changes and continuous learning Career age counts not chronological age The organization provides Work challenges Relationships Individual Career Planning Profile for success From knowhow to learnhow From job security to employability From organizational careers to protean careers From work self to whole self Individual Career Planning Key Features and Motives ear Expert Splral TranSItory DireCtiOn 0f Upward Little Lateral Lateral movement movement Duration of stay in one field Variable Life 7 1 0 years 35 years Power Expertise Personal growth Variety Key mOt39Ves Achievement Security Creativity Independence Issues for the 21st Century 1 DualCareer Couples I The Aging Labor Force int Downsizing I Career Development in a Team Environment See you next time Course Feedback gt 39 Fri Dec 3 through midnight of Thurs Dec 9 2010 quot Reading Day http Wwwudel educourseevals Final Exam gt Tuesday December 14 3230 5230 in PRN 115
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