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

1、02 Organizational Environment,Social Responsibility and Business EthicsMBA 03085001 Dr Shimin Liu Business School,UIBEOctober December 2011,Organizational Environment,General Environment一般环境 Political-legal environment Economic environment Social cultural environment Technological environment,Specif

2、ic Environment具体环境 Customers/Consumers Suppliers Competitors Government agencies News media The community Trade unions Other special interest groups(SIGs),Market Structure（市场结构）Perfect competition(完全竞争)Monopolistic competition(垄断竞争)Oligopoly(寡头竞争)Monopoly(完全垄断),Managing the Environment环境管理,You canno

3、t step into the same river twice,How Do Chinese Perceive Change,Two Characteristics of Change,PredictabilityUnpredictability,Changes in Time and Space,1yr 5yr 20yr 50yr 100yr(Short)Time（Long）,（Big）Global NationwideProvince Local（Small）,What changes are likely to take place in terms of time and space

4、?,Current position,The spatial dimension includes both geographical space,market,employees,capital,customers and product lines,Space,Internal Strategies Domain choice(经营领域选择)Recruitment(猎头)Environmental scanning(环境监测)Buffering(缓冲手段)Smoothing(平滑手段)Rationing(配给)Location choice(地点选择),External Strategie

5、s Advertising(广告)Contracting(签约)Co-opting(吸纳)Coalescing(联合)Lobbying(游说),Degree of Change Stable Dynamic,Degree of Complexity Complex simple,Environmental Uncertainty Matrix,Four Perspectives of Organizational Effectiveness,Stakeholder Perspective,High-Performance WP Perspective,Organizational Learni

6、ng Perspective,Open Systems Perspective,NOTE:Need to consider all four perspectives when assessing a companys effectiveness,1-14,Open Systems Perspective,Organizations are complex systems that“live”within(and depend upon)the external environmentEffective organizationsMaintain a close“fit”with changi

7、ng conditionsTransform inputs to outputs efficiently and flexiblyOpen systems perspective lays the foundation for the other three perspectives or organizational effectiveness,1-15,Open Systems Perspective,Environment,1-16,Stakeholder Perspective,Stakeholders:any entity who affects or is affected by

8、the firms objectives and actionsPersonalizes the open systems perspectiveChallenges with stakeholder perspective:Stakeholders have conflicting interestsFirms have limited resources,1-17,Stakeholders and CSR,Stakeholder perspective includes corporate social responsibility(CSR)Benefit society and envi

9、ronment beyond the firms immediate financial interests or legal obligationsOrganizations contract with societyTriple bottom lineEconomy,society,environment,1-18,Toyota Recalls,Foxconn Suicides,20,The Food Gates,Social ResponsibilityThe obligation of an organization to seek actions that protect and i

10、mprove the welfare of society along with its own interests.,To Whom Is management Responsible,Two Views of Social Responsibility,The Classical View-Managements only social responsibility is to maximize profits.The Socioeconomic View-Managements social responsibility goes beyond making profits to inc

11、lude protecting and improving societys welfare.,Controversial Views to Social Responsibility,FOR:It is in the best interest of the business.It will enhance the firms image.It is the ethical thing to do.Business has the resources.It is within the public expectations.,AGAINST:Social involvement is cos

12、tly.Social actions cannot be measured.There is a lack of accountability.,Business Ethics(Morality)管理伦理（道德）The discipline dealing with what is good and bad and with moral duty and obligation.,Factors Influencing Business Ethics,Personal Factors Family influence Religious values Personal ethical stand

13、ards and needs,Organizational Factors Company policies and culture Behavior of superiors Behavior of peers,External Factors Government regulations Social norms and values Industry climate,Other Factors(Determinants of Issue Intensity)Probability of harm(产生危害的可能性)Greatness of harm(危害的严重程度)Consensus o

14、f wrong(人们是否普遍认为此类行为不符合伦理)Concentration of effect(产生不良后果的集中程度)Proximity to victims(受害者的远近)Immediacy of consequences(是否立即产生不良后果),Ethical Guidelines for Managers Obey the law.Tell the truth.Show respect for people.Stick to the Golden Rule.Above all,do no harm.Practice participation,not paternalism.Alw

15、ays act when you have responsibility.,CASE:PURCHASING MANAGER-LATIN AMERICAYou have recently taken over as purchasing manager in your companys manufacturing plant in Latin America.The head of a local firm visited you last week and tried to persuade you to buy ball bearings(an essential part of your

16、product)from him,Roberto,instead of his competitor from whom you are currently buying them.He would charge the same price but promises very prompt delivery.Your plant runs on a very tight schedule and there have been some problems when the current supplier has not delivered on time.Roberto also indicated that his contract with you would be worth$20,000 to him.This would be paid to you,gratefully and privately,in such a way that no one would ever know it.You need some money badly to cover family