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Transcript of Business Fifth Canadian edition, Griffin, Ebert & Starke © 2005 Pearson Education Canada Inc....
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
CHAPTER 5CHAPTER 5
Conducting BusinessEthically & Responsibly
5-2
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Explain how individuals develop their personal codes of ethics and why ethics are important in the workplaceDistinguish social responsibility from ethics, identify organizational stakeholders, and characterize social consciousness todayShow how the concept of social responsibility applies to both environmental issues and to a firm’s relationships with customers, employees, and investors
Learning Objectives
5-3
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
More Learning Objectives
Identify four general approaches to social responsibility and describe the four steps a firm must take to implement a social responsibility program
Explain how social responsibility and ethics affect small businesses
5-4
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
What is Ethical Behaviour?
Ethicsstandards or moral values that dictate what is right and wrongculturally based formed upon society’s expectations vary by person, and by situation
Everyone develops their own “code of ethics”
5-5
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Family ExperiencesPersonal Code of
Ethics
Peer Group
Influences on Ethical Behaviour
5-6
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Assessing Ethical Behaviour
Gather the relevant factual
information
Analyze the facts to determine the most appropriate
moral values
Make an ethical judgment based on
the rightness or wrongness of the proposed activity
or policy
5-7
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Company Practices & Business Ethics
Firms are creating ethical codes to guide employee decisions
Top management support is essential
Company policies are expanding to encompass e-mail and other forms of communication
5-8
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Written Codes of Ethics
Increase public confidence in a firm or its industry
Help stem the tide of government regulation
Improve internal operations by providing consistent standards of both ethical and legal conduct
Help managers respond to problems that arise as a result of unethical or illegal behaviour
5-9
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Core Principles and Organizational Values
Core PrinciplesOrganizational ValuesUnchangingOrganizational Objectives
Changed Infrequently
Strategies and PracticesRevised Frequently
5-10
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Social Responsibility
A business’s collective code of ethics towards
the environment
its customers
its employees
its investors
5-11
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
The Evolution of Social Responsibility in Canada
Late 19th Century: laissez-faire attitude leads to business strife and exploitation of labour
• Development of business law
Great Depression (1930s): many feel that business greed led to job loss and failure of financial institutions
• Enhanced protection to non-business stakeholders
1960s-1970s: Business perceived as a negative social force leading to increased activism
• More aggressive laws and labeling initiatives enhance consumer protection
5-12
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Responsibility Towards Customers Social
Responsibility
Responsibility TowardsInvestors
Responsibility Towards Environment
Responsibility Towards Employees
Influence on Business Social Responsibility
5-13
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Air Pollution
Water Pollution
Land Pollution
Toxic Waste
Acid Rain
Environmental Responsibility Issues
5-14
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Air Pollution
Unsuitable air quality can affect the health of all
citizens, with immediate effects on those who
have pre-existing medical conditions or allergies
Created by chemical emissions in product
manufacturing & the operation of motor vehicles
Legislation has been directed to controlling or
eliminating polluting practices
5-15
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Acid Rain
Contaminated rainfall created by emissions of sulphur by power and manufacturing plants
Affects eastern Canada and the United States
Can seriously damage forests and streams
Can be controlled by existing technology but at tremendous cost to business
Costs could force a firm into losses, or outright bankruptcy
5-16
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Water Pollution
Water contamination due to years of releasing toxic chemicals into lakes, rivers, and streams
Chief offenders are businesses such as pulp and paper plants, and municipalities who dump raw sewage
Practices are being curbed by legislation, education, and affordable new technology
5-17
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Land Pollution
Contamination of grounds and soil due to dumping of toxic waste and mishandling of landfillsKey issues today include curbing polluting practices and restoring contaminated landsNew developments include
emphasis on recyclingnew forms of solid waste disposalchanges in forestry practices
5-18
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Toxic Waste
Release of toxic chemicals or radioactive by-products of the manufacturing process
Contaminates land, air and water
Such substances cannot be rendered harmless and must be carefully stored
Pressure on businesses to “clean up” from many sources
Greenpeace
Banks refusing financing
Consumer and social interest groups
5-19
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Customer Responsibility Issues
Rights of Consumers
Unfair Pricing
Ethics in Advertising
5-20
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Consumer Rights Issues
Consumerism
social movement that seeks to protect and expand the rights of consumers in their dealings with businesses
Consumers rightsright to safe products
right to be informed
right to be heard
right to choose what they buy
The right to be educated about purchases
The right to courteous service
5-21
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Unfair Pricing Issues
Illegal pricing practices may occur due to the intentional (illegal) limiting of competition
Collusion a group of companies conspiring to fix prices
results in inflated prices and a lack of competition
5-22
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Employee Responsibility Issues
Human resource management issues
Social responsibility issues
Privacy issues
Encouraging ethical behaviourWhistle-blowers
5-23
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Human Resource Management Issues
Fair treatment of all employees without discrimination based upon sex, race, or other factorsRecruitingHiringTrainingPromotingCompensating
5-24
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Social Responsibility Towards Employees
Safe workplacessocially and emotionally - not abuse or harassment
physically - safe work environment
5-25
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Privacy of Employees
How much control is acceptable in the workplace?
drug testing
video monitoring
Employees may not be aware or may not know when they are being monitored
Results in increased job stress
5-26
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Encouraging Ethical Employee Behaviour
Top management support for ethical behaviour is critical
“Whistle-blowers” are employees who report unethical behaviour
the company should support its “whistle blowers” rather than threatening them with dismissal or other penalties
5-27
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Responsibility Towards Investors
Improper Financial Management
Kiting Cheques
Insider Trading
Misrepresentation of Finances
5-28
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Improper Financial Management
Doing a poor job of managing the financial resources of a company
payment of high salaries, lavish expense accounts, & other perks with little control over how money is spent
May be legally unpunishable because no law has been broken
It may be difficult to replace management because unrest in the firm may devalue its stock
5-29
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Cheque Kiting
Illegal practice of writing cheques against money that has not yet arrived in the bank account
A creative “cheque kiter” can write cheques from account to account with very little money to back it up
The assumption is that the money will arrive before the cheque needs to clear
Becoming difficult to do with modern-day computerized banking
5-30
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Insider Trading
Using confidential (non-public) information to gain from the sale of stock
Martha Stewart (ImClone shares)
Involves gaining knowledge of inside information about the company prior to making the purchase
Can involve the collusion of investors buying and selling stock at the appropriate time to make huge profits
5-31
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Misrepresenting Financial Information
Companies must conform to accounting guidelines called “Generally Accepted Accounting Principles” (GAAP)
Failure to follow GAAP in order to inflate expected profit figures can mislead investors
5-32
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Approaches to Corporate Social Responsibility
Obstructionist – Defensive – Accommodative - Proactive
Lowest Level of
Social Responsibility
Highest Level ofSocial Responsibility
5-33
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Social Responsibility
Social Audit
Appointment of a Director
Strategic Planning
Top Management Support
Managing Social
ResponsibilityPrograms
5-34
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Step 1: Top Management Support
Top management support is essential to adopting a social responsibility program
Top managers must develop a policy statement outlining their commitment to more ethical behaviour
5-35
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Step 2:Strategic Planning
A committee of top managers must develop a plan that describes the level of company support that will be given to meeting goals of social responsibility
percent of sales revenues to go to social causes
promise to train chronically unemployed people
5-36
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Step 3: Appoint a Director
An executive-level administrator must be appointed to oversee the social program that the firm has created
This may be achieved through a partial time work commitment on the part of existing top managers
5-37
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Step 4: The Social Audit
A systematic analysis of how the firm is using funds designated specifically to fund its social initiatives
Also addresses the effectiveness of the monies that have been spent
5-38
Business Fifth Canadian edition, Griffin, Ebert & Starke
© 2005 Pearson Education Canada Inc.
Small Business Ethics
A small business does not have the same impact on society if it acts in an irresponsible way
Many entrepreneurs decide to conduct themselves in a socially responsible manner because they feel it is important to contribute to society
Individual entrepreneurs make independent decisions