Fluent Essays

What Is Your Ethical Responsibility?In Chapter 3, we learn that the environment and ethics strong impacts the practice of Management. Read the scenario below and carefully craft your responses. You are a business student with the dream of owning your own business some day. Youve participated in a few events like learning how to write a business plan and giving a pitch. Recently, you entered a regional business plan competition, and you took third place! Another student you know took home the grand prize. At first you were not upset, but a friend called you last week and told you she read the winners business plan; it was remarkably similar to one published on the Internet a few months ago. You obtain a copy and sure enough, the product concept is the same, the analysis of the competition is pretty much the same (though the names are different), and the only real difference you find is that the name of the business is different than the one found on the internet. Though some numbers in the financial analysis were changed, a majority of the document is the same. Tomorrow is the banquet honoring the winners of the competition, and the winner will of course be there. In your initial post, describe what you would do. Think about the Four Approaches to Resolving Ethical Dilemmas, along with the Levels of Moral Development (Kohlberg) when developing your response.For your discussion, find two individuals who look at things differently than you, and engage in a discussion. Can you reach consensus, or will you remain in disagreement?Posts and replies should be complete thoughts, add value, and be written using College English. They should also contain examples and/or reference to the text/lecture where appropriate. Be sure to check back regularly and answer any questions posed to you. See the course syllabus for the quantity requirements and for more details. mgmt_lecture.docx Unformatted Attachment Preview Chapter 3 The TRIPLE BOTTOM LINE: PEOPLE, PLANET, PROFITTriple bottom line•Represents people, planet, and profit (the 3 Ps).•Measures an organization’s social, environmental, and financialperformance.Success can be measured through a social audit•A systematic assessment of a company’s performance in implementing socially responsible programs. The SOCIAL RESPONSIBILITIES REQUIRED of YOU as a MANAGERSocial responsibility •Manager’s duty to take actions that will benefit the interests of society as well as of the organization.Corporate social responsibility •Notion that corporations are expected to go above and beyond following the law and making a profit. Social ObligationEngaging in social actions because of obligation to meet economic/legal responsibilities Social ResponsivenessEngaging in social actions in response to a popular social need. Social ResponsibilityIntending to go beyond its legal/economic obligations to do the right things and act in ways that are good for society. DEFINING ETHICS and VALUESEthics•Standards of right and wrong that influence behavior. •May vary among countries and cultures.Values•Relatively permanent and deeply held underlying beliefs and attitudes that help determine a person’s behavior. EthicsThe principles, values, and beliefs that define right and wrong HOW DO PEOPLE LEARN ETHICS?Three levels of personal moral development:•Level 1, preconventional: follows rules to avoid unpleasant consequences.•Level 2, conventional: follows expectations of others (most managers are at this level).•Level 3, postconventional: guided by internal values, they lead by example. Stages of Moral DevelopmentGo up in levels, rely less on external influences and more on our internal compass. ExampleYour company has decided to donate to the Together Support (TS), and top managers have decided to ask employees to make individual donations as well. You know that several of your employees can’t afford to make donations due to legitimate financial hardships. You’ve also heard that the top management checks the list of individual contributors to see who is and isn’t supporting their “very important cause”. First-Line Managers Meeting•At Monday morning’s meeting, you decide to survey your first-line manager peers about the request for donations, and here’s what you find:•Kelly – “I’m going to donate, and require my employees to as well. There’s no way I want anyone working for me to be on that bad list!”•Pat – “It sounds like they really want our support, and it’s good to donate to those less fortunate, so I think I will contribute. I’ll make sure everyone on my team know about it, but will let each employee decide.”•Chris – “I have heard that the TS organization has been filled with corruption, and I don’t think it’s right to give to them. I will work with my employees to find another charity to support. If anyone from top-management asks me why my employees don’t support the TS foundation, I’ll show them the information I have. I’ll also ask them to support their own!” First-Line Managers Meeting•At Monday morning’s meeting, you decide to survey your first-line manager peers about the request for donations, and here’s what you find:•Kelly – “I’m going to donate, and require my employees to as well. There’s no way I want anyone working for me to be on that bad list!”•Pat – “It sounds like they really want our support, and it’s good to donate to those less fortunate, so I think I will contribute. I’ll make sure everyone on my team know about it, but will let each employee decide.”•Chris – “I have heard that the TS organization has been filled with corruption, and I don’t think it’s right to give to them. I will work with my employees to find another charity to support. If anyone from topmanagement asks me why my employees don’t support the TS foundation, I’ll show them the information I have. I’ll also ask them to support their own!” •Kelly – “I’m going to donate, and require my employees to as well. There’s no way I want anyone working for me to be on that bad list!” •Preconventional – why? •Pat – “It sounds like they really want our support, and it’s good to donate to those less fortunate, so I think I will contribute. I’ll make sure everyone on my team know about it, but will let each employee decide.”•Conventional – why? •Chris – “I have heard that the TS organization has been filled with corruption, and I don’t think it’s right to give to them. I will work with my employees to find another charity to support. If anyone from top-management asks me why my employees don’t support the TS foundation, I’ll show them the information I have. I’ll also ask them to support their own!” •Principled – why?•Chris – “I have heard that the TS organization has been filled with corruption, and I don’t think it’s right to give to them. I will work with my employees to find another charity to support. If anyone from topmanagement asks me why my employees don’t support the TS foundation, I’ll show them the information I have. I’ll also ask them to support their own!” •Principled – why? HOW ORGANIZATIONS CAN PROMOTE ETHICS1.Create a strong ethical climate.2.Screen prospective employees.3.Institute ethics codes and training programs.4.Reward ethical behavior: Protecting whistle-blowers who report organizational misconduct. The COMMUNITY of STAKEHOLDERSFigure 3.1. Source: From Diverse Teams at Work by Lee Gardenswartz. Published by the Society for Human Resource Management. for these images.Copyright ©McGraw-Hill Education. Permission required for reproduction or display. Access the text alternative INTERNAL STAKEHOLDERSInternal stakeholders •Consist of employees, owners, and the board of directors.Owners•Consist of all those who can claim the organization as their legal property.Board of directors •Members elected by the stockholders to see that the company is being run according to their interests. EXTERNAL STAKEHOLDERSExternal stakeholders •People or groups in the organization’s external environment that are affected by it.The task environment•Consists of 10 groups that present an organization with daily tasks to handle.The general environment•Refers to the macroenvironment, such as economic, technological, and sociocultural. The TASK ENVIRONMENT (1 of 3)Customers•Those who pay to use an organization’s goods or services.Competitors•People or organizations that compete for customers or service.Supplier•Provides raw materials, services, equipment, labor, or energy to other organizations.Distributor•A person or organization that helps another organization sell its goods and services to customer. The TASK ENVIRONMENT (2 of 3)Strategic allies •The relationship of two organizations who join forces to achieve advantages neither can perform as well alone.Employee organizations•Labor unions and professional associations.Local communities•May institute clawbacks: rescinding tax breaks when firms don’t deliver promised jobs.The TASK ENVIRONMENT (2 of 3)Strategic allies •The relationship of two organizations who join forces to achieve advantages neither can perform as well alone.Employee organizations•Labor unions and professional associations.Local communities•May institute clawbacks: rescinding tax breaks when firms don’t deliver promised jobs. The TASK ENVIRONMENT (3 of 3)Financial institutions•Banks, savings and loans, and credit unions.•May engage in crowdfunding, raising money for a project by obtaining many small amounts of money from many people (the crowd).Government regulators•Regulatory agencies that establish ground rules under which organizations may operate.Special-interest groups •Groups whose members try to influence specific issues. The GENERAL ENVIRONMENT (1 of 2)Economic forces •Consist of the general economic conditions and trends: unemployment, inflation, interest rates, economic growth.Technological forces•New developments in methods for transforming resources into goods and services.Sociocultural forces•Influences and trends originating in a country’s, a society’s, or a culture’s human relationships and values that may affect an organization. The GENERAL ENVIRONMENT (2 of 2)Demographic forces •Influences on an organization arising from changes in the characteristics of a population, such as age, gender, or ethnic origin.Political-Legal forces •Changes in the way politics shape laws and laws shape the opportunities for and threats to an organization.International forces •Changes in the economic, political, legal, and technological global system that may affect an organization. FIVE MOST COMMON UNETHICAL BEHAVIORS at WORKHow do these relate to personal values?1.Misusing company time.2.Abusive behavior.3.Employee theft.4.Workplace cheating.5.Violating corporate Internet policies. The ETHICAL RESPONSIBILITIES REQUIRED of YOU as a MANAGEREthical dilemma •Create a situation in which you would have to decide whether to pursue a course of action that may benefit you or your organization but that is unethical or even illegal. ... Purchase answer to see full attachment