Organizational-Environment--Social-Responsibility-and-Business-Ethics优质PPT.ppt

Organizational-Environment--Social-Responsibility-and-Business-Ethics优质PPT.ppt

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02OrganizationalEnvironment,SocialResponsibilityandBusinessEthicsMBA03085001DrShiminLiuBusinessSchool,UIBEOctoberDecember2011,OrganizationalEnvironment,GeneralEnvironment一般环境Political-legalenvironmentEconomicenvironmentSocialculturalenvironmentTechnologicalenvironment,SpecificEnvironment具体环境Customers/ConsumersSuppliersCompetitorsGovernmentagenciesNewsmediaThecommunityTradeunionsOtherspecialinterestgroups（SIGs）,MarketStructure（市场结构）Perfectcompetition（完全竞争）Monopolisticcompetition（垄断竞争）Oligopoly（寡头竞争）Monopoly（完全垄断）,ManagingtheEnvironment环境管理,Youcannotstepintothesamerivertwice,HowDoChinesePerceiveChange,TwoCharacteristicsofChange,PredictabilityUnpredictability,ChangesinTimeandSpace,1yr5yr20yr50yr100yr（Short）Time（Long）,（Big）GlobalNationwideProvinceLocal（Small）,Whatchangesarelikelytotakeplaceintermsoftimeandspace?

@#@,Currentposition,Thespatialdimensionincludesbothgeographicalspace,market,employees,capital,customersandproductlines,Space,InternalStrategiesDomainchoice（经营领域选择）Recruitment（猎头）Environmentalscanning（环境监测）Buffering（缓冲手段）Smoothing（平滑手段）Rationing（配给）Locationchoice（地点选择）,ExternalStrategiesAdvertising（广告）Contracting（签约）Co-opting（吸纳）Coalescing（联合）Lobbying（游说）,DegreeofChangeStableDynamic,DegreeofComplexityComplexsimple,EnvironmentalUncertaintyMatrix,FourPerspectivesofOrganizationalEffectiveness,StakeholderPerspective,High-PerformanceWPPerspective,OrganizationalLearningPerspective,OpenSystemsPerspective,NOTE:

@#@Needtoconsiderallfourperspectiveswhenassessingacompanyseffectiveness,1-14,OpenSystemsPerspective,Organizationsarecomplexsystemsthat“live”within（anddependupon）theexternalenvironmentEffectiveorganizationsMaintainaclose“fit”withchangingconditionsTransforminputstooutputsefficientlyandflexiblyOpensystemsperspectivelaysthefoundationfortheotherthreeperspectivesororganizationaleffectiveness,1-15,OpenSystemsPerspective,Environment,1-16,StakeholderPerspective,Stakeholders:

@#@anyentitywhoaffectsorisaffectedbythefirmsobjectivesandactionsPersonalizestheopensystemsperspectiveChallengeswithstakeholderperspective:

@#@StakeholdershaveconflictinginterestsFirmshavelimitedresources,1-17,StakeholdersandCSR,Stakeholderperspectiveincludescorporatesocialresponsibility（CSR）BenefitsocietyandenvironmentbeyondthefirmsimmediatefinancialinterestsorlegalobligationsOrganizationscontractwithsocietyTriplebottomlineEconomy,society,environment,1-18,ToyotaRecalls,FoxconnSuicides,20,TheFoodGates,SocialResponsibilityTheobligationofanorganizationtoseekactionsthatprotectandimprovethewelfareofsocietyalongwithitsowninterests.,ToWhomIsmanagementResponsible,TwoViewsofSocialResponsibility,TheClassicalView-Managementsonlysocialresponsibilityistomaximizeprofits.TheSocioeconomicView-Managementssocialresponsibilitygoesbeyondmakingprofitstoincludeprotectingandimprovingsocietyswelfare.,ControversialViewstoSocialResponsibility,FOR:

@#@Itisinthebestinterestofthebusiness.Itwillenhancethefirmsimage.Itistheethicalthingtodo.Businesshastheresources.Itiswithinthepublicexpectations.,AGAINST:

@#@Socialinvolvementiscostly.Socialactionscannotbemeasured.Thereisalackofaccountability.,BusinessEthics（Morality）管理伦理（道德）Thedisciplinedealingwithwhatisgoodandbadandwithmoraldutyandobligation.,FactorsInfluencingBusinessEthics,PersonalFactorsFamilyinfluenceReligiousvaluesPersonalethicalstandardsandneeds,OrganizationalFactorsCompanypoliciesandcultureBehaviorofsuperiorsBehaviorofpeers,ExternalFactorsGovernmentregulationsSocialnormsandvaluesIndustryclimate,OtherFactors（DeterminantsofIssueIntensity）Probabilityofharm（产生危害的可能性）Greatnessofharm（危害的严重程度）Consensusofwrong（人们是否普遍认为此类行为不符合伦理）Concentrationofeffect（产生不良后果的集中程度）Proximitytovictims（受害者的远近）Immediacyofconsequences（是否立即产生不良后果）,EthicalGuidelinesforManagersObeythelaw.Tellthetruth.Showrespectforpeople.SticktotheGoldenRule.Aboveall,donoharm.Practiceparticipation,notpaternalism.Alwaysactwhenyouhaveresponsibility.,CASE:

@#@PURCHASINGMANAGER-LATINAMERICAYouhaverecentlytakenoveraspurchasingmanagerinyourcompanysmanufacturingplantinLatinAmerica.Theheadofalocalfirmvisitedyoulastweekandtriedtopersuadeyoutobuyballbearings（anessentialpartofyourproduct）fromhim,Roberto,insteadofhiscompetitorfromwhomyouarecurrentlybuyingthem.Hewouldchargethesamepricebutpromisesverypromptdelivery.Yourplantrunsonaverytightscheduleandtherehavebeensomeproblemswhenthecurrentsupplierhasnotdeliveredontime.Robertoalsoindicatedthathiscontractwithyouwouldbeworth$20,000tohim.Thiswouldbepaidtoyou,gratefullyandprivately,insuchawaythatnoonewouldeverknowit.Youneedsomemoneybadlytocoverfamilymedicalbillsandyourdaughterseducation.Suchpaymentsarelegalandareoftenmadeinthecountryinwhichyouareliving.Afterthinkingaboutit,yourealizethatyourpredecessor,whohasjustbeenpromotedtoahigherpositioninthehomeoffice,probablyreceivedapaymentfromthecurrentsupplier.YourcompanystraditionalCodeofConduct,however,clearlysayspersonneldonottakesuchpayments.YouhavecheckedoutRobertosfirm;@#@itisreputableandhisballbearingsareofequalqualitytothoseyourcompanyisnowbuying.,CASE:

@#@SALESREP-MIDDLEEASTYouarethesalesrepresentativeforyourconstructioncompanyintheMiddleEast.Thecompanyhasbidonasubstantialprojectwhichitwantsverymuchtoget.Yesterday,thecousinoftheMinisterwhowillawardthecontractsuggestedthathemightbeofhelp.Youarereasonablysurethat,withhishelp,thechancesofyourgettingthecontractwouldincrease.Forhisassistance,Ahemdexpects$20,000.Youwouldhavetopaythisinadditiontothestandardfeestoyouragent.IfyoudonotmakethispaymenttoAhemd,youarecertainhewillgotoyourcompetition（whohavewonthelastthreecontracts）,andtheywillmakethepayment（andprobablygetthiscontracttoo）.Yourcompanyhasnocodeofconductyet,thoughacommitteewasformedsometimeagotoconsiderit.Thegovernmentofyourcountry,however,recentlypassedaBusinessPracticesAct.Thepertinentparagraphissomewhatvague,butthiskindofpaymentwouldprobablybejudgedinviolationoftheAct.Thepersontowhomyoureport,andthoseabovehim,donotwanttobecomeinvolved.Thedecisionisyourstomake.,