BS3916 Thinking about Management 9:Ethics in Management Thought.
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Transcript of BS3916 Thinking about Management 9:Ethics in Management Thought.
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BS3916 Thinking about Management
9:Ethics in Management Thought
![Page 2: BS3916 Thinking about Management 9:Ethics in Management Thought.](https://reader036.fdocuments.in/reader036/viewer/2022082516/56649d825503460f94a67a59/html5/thumbnails/2.jpg)
BS3916 Thinking about Management9:Ethics in Management Thought
Classical ‘stakeholder theory’ of the firm
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BS3916 Thinking about Management9:Ethics in Management Thought
In the classical ‘stakeholder theory’ of the firm, Managers ‘hold the ring’ between contending forces:
• shareholders/workers
• customers/suppliers
• senior management/ junior management
• government/ ‘society at large’
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BS3916 Thinking about Management 9:Ethics in Management Thought
Criticisms of this approach include:
• It fails to explain how each stakeholder can be treated in an equitable fashion (e.g. who should suffer in a recession
• the shareholders through dividends
• The workers through a factory closure )
• in the last analysis, it depends on the relative power of the stakeholders who are anything but equal
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BS3916 Thinking about Management 9:Ethics in Management Thought
Applying ‘stakeholder’ theory to the government:
• Governments role is to ensure a ‘level playing field’ in which competition may occur (e.g. through legislation)
• Governments reserve the right to intervene on behalf of the social interest/society at large but in practice may be reluctant to do so
• Government itself becomes ‘just another stakeholder’ e.g. regulation of the tobacco industry
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BS3916 Thinking about Management 9:Ethics in Management Thought
‘New Labour’ and stakeholder theory…
The Blair government was concerned that the de-industrialisation of the 1980’s had produced a ‘dual economy’
• some in secure, well paid jobs
• weakened unions and a ‘flexible’ labour force had created many part-time and temporary jobs without worker protections
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BS3916 Thinking about Management 9:Ethics in Management Thought
• Ethics can be considered as a set of moral principles or values that act as an aid to conduct
• One major ethic (across all of the major world religions) is to treat others as you would wish to be treated
• But what might be ethical for one purpose might not be for another
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BS3916 Thinking about Management 9:Ethics in Management Thought
The power of business
• 500 corporations, employing 0.05% of population control 25% of the world’s output
• Top 300 multinationals own 25% of world’s assets
• Asset of 50 largest commercial banks = 60% of world’s stock of productive capital
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BS3916 Thinking about Management 9:Ethics in Management Thought
Responsibilities
• Economic power over the lives of individuals and communities should be matched by corresponding responsibilities
• Can we say that 19th C. capitalism was exploitative whilst 20th C is socially responsible or the reverse ?
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BS3916 Thinking about Management 9:Ethics in Management Thought
No responsibilities
• The duty of the manager is to the owners (shareholders) alone
• Therefore it is not ethical to let other considerations come into play
• A free market has to play by ‘free market’ rules
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BS3916 Thinking about Management 9:Ethics in Management Thought
But is ‘ownership’ a valid concept ?
• Split of ownership from control a feature of the modern corporation
• Modern managers are likely to be significant owners of shares
• Workers themselves (and communities) have few legal rights (and hence governments intervene in the case of major closures)
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BS3916 Thinking about Management 9:Ethics in Management Thought
Modern agendas
• Conservation of non-renewable resources
• ‘Social agendas’ of gender;ethnicity; age; disabilities
• Health, safety and welfare are examples of ‘representative’ bureaucracy
• Part of the spirit of professionalism and responsiveness to pressure groups
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BS3916 Thinking about Management 9:Ethics in Management Thought
Long-term interest
• ‘Social responsibility’ can be seen as good business
• But in the short term can lead to lack of viability
• to ensure viability will an organisation always be tempted to act ‘unethically’
• Responsiveness to local/national community pressures the ‘key’ to concerted action