管理学教学资料10erobb课件

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1、Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall51Management Stephen P.Robbins Mary Coulter tenth editionCopyright 2010 Pearson Education,Inc.Publishing as Prentice Hall52Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall53Copyright 2010 Pearson Education,Inc.Publishing

2、 as Prentice Hall54Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall55Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall515Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall517Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall523Social Respons

3、ibility Social ResponsivenessMajor considerationEthical PragmaticFocus Ends MeansEmphasis Obligation ResponsesDecision framework Long term Medium and short termSource:Adapted from S.L.Wartick and P.L.Cochran,“The Evolution of the Corporate Social Performance Model,”Academy of Management Review,Octob

4、er 1985,p.766.Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall524 Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall532Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall533Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall534Source:Based on R

5、.E.Freeman.J.Pierce,and R.Dodd.Shades of Green:Business Ethics and the Environment(New York:Oxford University Press,1995).Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall535Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall537Copyright 2010 Pearson Education,Inc.Publish

6、ing as Prentice Hall539Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall540Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall541Source:Based on L.Kohlberg,“Moral Stages and Moralization:The Cognitive-Development Approach,”in T.Lickona(ed.).Moral Development and Behavior:

7、Theory,Research,and Social Issues(New York:Holt,Rinehart&Winston,1976),pp.3435.Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall542Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall543Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall545Copyright 2010 Pears

8、on Education,Inc.Publishing as Prentice Hall546Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall548Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall549Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall550Human Rights Principle 1:Support and respect the pro

9、tection of international human rights within their sphere of influence.Principle 2:Make sure business corporations are not complicit in human rights abuses.Labor Standards Principle 3:Freedom of association and the effective recognition of the right to collective bargaining.Principle 4:The eliminati

10、on of all forms of forced and compulsory labor.Principle 5:The effective abolition of child labor.Principle 6:The elimination of discrimination in respect of employment and occupation.Environment Principle 7:Support a precautionary approach to environmental challenges.Principle 8:Undertake initiativ

11、es to promote greater environmental responsibility.Principle 9:Encourage the development and diffusion of environmentally friendly technologies.Principle 10:Businesses should work against corruption in all its forms,including extortionand bribery.Source:Courtesy of Global Compact.Copyright 2010 Pear

12、son Education,Inc.Publishing as Prentice Hall551 MORTOR是一家最受瞩目的朝道的商业实践前进的公司。公司的领导者很清楚地告诉员工，无论谁在商业行为违反了公司的道德标准之一(这些道德标准在全世界统一地实行)，结果都是立刻被解雇。曾有一个例子是这样的：在1950年那一年，MORTOR在全球的营业额只有20亿美元(现在的营业额是200亿美元)。公司竞标南美某国政府的一个1000万美元的定单，做一个微波通讯系统。这一年的年未，MORTOR赢得了这个合同。可是这个时候，公司里负责这个项目的主管却说他不愿意做这笔生意，这项目的主管说，购买设备的人希望MO

13、RTOR公司能够把合同的金额改为1100万美元，并且提供更多的培训，这个主管认为出来的100万元很可能会流到一些将军的口袋之中。他不愿意跟这些从事不道德行为的进行交易，他认为这样会有捐公司正直的信誉，所以虽然放弃这个定单会令公司损失1000元万元，可是他还是愿意这样做。Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall553Cluster 1.Be a Dependable Organizational Citizen1.Comply with safety,health,and security regulatio

14、ns.2.Demonstrate courtesy,respect,honesty,and fairness.3.Illegal drugs and alcohol at work are prohibited.4.Manage personal finances well.5.Exhibit good attendance and punctuality.6.Follow directives of supervisors.7.Do not use abusive language.8.Dress in business attire.9.Firearms at work are prohi

15、bited.Cluster 2.Do Not Do Anything Unlawful or Improper That Will Harm the Organization1.Conduct business in compliance with all laws.2.Payments for unlawful purposes are prohibited.3.Bribes are prohibited.4.Avoid outside activities that impair duties.5.Maintain confidentiality of records.6.Comply w

16、ith all antitrust and trade regulations.7.Comply with all accounting rules and controls.8.Do not use company property for personal benefit.9.Employees are personally accountable for company funds.10.Do not propagate false or misleading information.11.Make decisions without regard for personal gain.C

17、luster 3.Be Good to Customers1.Convey true claims in product advertisements.2.Perform assigned duties to the best of your ability.3.Provide products and services of the highest quality.Source:F.R.David,“An Empirical Study of Codes of Business Ethics:A Strategic Perspective,”paper presented at the 48

18、th Annual Academy of Management Conference,Anaheim,California,August 1988.Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall554Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall555Have you defined the problem accurately?How would you define the problem if you stood on the

19、 other side of the fence?How did this situation occur in the first place?To whom and to what do you give your loyalty as a person and as a member of the corporation?What is your intention in making this decision?How does this intention compare with the probable results?Whom could your decision or ac

20、tion injure?Can you discuss the problem with the affected parties before you make the decision?Are you confident that your position will be as valid over a long period of time as it seems now?Could you disclose without qualm your decision or action to your boss,your chief executive officer,the board

21、 of directors,your family,society as a whole?What is the symbolic potential of your action if understood?If misunderstood?Under what conditions would you allow exceptions to your stand?Source:Reprinted by permission of Harvard Business Review.An exhibit from“Ethics Without the Sermon,”by L.L.Nash.No

22、vemberDecember 1981,p.81.Copyright 1981 by the President and Fellows of Harvard College.All rights reserved.Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall556Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall557Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall558Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall559Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall560