人民大2024战略管理（第13版）教师手册 David_13e_im_10.docx

CHAPTER10BUSINESSETHICS,SOCIA1.RESPONSIBI1.ITY,ENVIRONMENTA1.SUSTAINABI1.ITYCHzXMEROUT1.INE BusinessEthics SocialResponsibility EnvironnwntalSustainabilityCHAPTEROBJECTIVESAfterstudyingthischapter,youshouldbeableIodOthefollowing:1. ExplainwhygoodCIhiCSisg<xlbusinessinstrategic11unage11:nl.2. Explainhowfl11nscanbestensureIhaltheirc<leofbusinessethicsguidesdecisionmakinginsteadofbeingignored.3. Explainwhywhistle-blowingisimportant(oencourageinafirm.4. DiscussthenatureandroleofCorPoGItCsustainabilityports.5. DiscussspecificwaysthatfirmscanbegoodMewanlsofIbenaturalenvi11)nn>enl.6. ExplainISO14(XX)ai)d14(X)1.CHAPTEROVERVIEWAlthoughbusinessethics,socialresponsibility,andsustainabilityan?distincttopics.IhUyarequite!vlated.SocialrespoiisibilityreferstoactionsanorganizationtakesbeyondwhatislegallyrequiredoPnMeCtorenhancethewell-beingoflivingthings.SustainabilityreferstotheextentthatanOQjanizatioifsoperationsandactionsprotect,mend,andpresen,eratherIhanha11nordestroythenaturalenvironment.Businessethics,socialresponsibility,andsustainabilityissuesan?inteiwlaiedandinaclallareasOftheCOmPrehUnSiVestrategicInanagelnentInode1.asillustratedinFigure10.1.DoingGreatinaWeakEconomy-DisneyWhenmostfirmswerestrugglingin2(X)8.WallDisneyincreaseditsrevenuesfrom$35billionin2(X)7to$37billionin2(X)8withnetincomeof$4.4billion.Fortunemagazinein2009ratedWaltDisneyitsI3,h,MostAdmiredCompanyintheWorkrintermsofmanagementandperformance.InMarch2009.DisneypublishedanelaboratecorporatesocialresponsibiIity/businessechicssus(ainabilityreportthatcanbefoundonlineathttpcrreporthome.html.WaltDisneyiscuttingcarbonemissionsfromfuelsbyhalfby2012,andultimatelywillemitzerogreenhousegasemissionsatitsofficeandretailcomplexes,themeparks,andcruiselines.Disney*slong-termgoalistocuttozerotheamountofwasteitsendstolandfills.EXTENDEDCHAPTEROUT1.INEWITHTEACHINGTIPS1. BUSINESSETHICSA. BusinessEthics1. Goodethicsisgoodbusiness.Badethicscanderaileventhebeststrategicplans.2. Businessethicscanbedefinedasprinciplesofconductwithinorganizationsthatguidedecisionmakingandbehavior.3. ArisingtideofconsciousnessabouttheimportanceofbusinessethicsissweepingtheU.S.andtherestoftheworld.4. NeWSPaperandbusinessmagazinesdailyreportlegalandmoralbreachesofehicalconductbybothpublicandprivateorganizations.Beingunethicalcanbeveryex>ensive.5. Businessactionsconsidered(obeunethicalincludefraud,misleadingadvertisingorlabeling,causingenvironmentalharm,poorproductorSerViCesafety,paddingexpenseaccounts,insidertrading,dumpingbandedorflawedproductsinforeignmarkets,notprovidingequalopportunitiesforwomenandminorities,overpricing,n)vingjobsoverseas,andsexualharassment.B. CodeofBusinessEthics1. Anewwaveofethicsissuesinbusinesshasaccentuatedtheneedforstrategiststodevelopaclearcodeofbusinessethics.2. Acodeofbusinessethicsisadocu11wntthatprovidesbehavioralguidelinesthatcoverdailyactivitiesanddecisionswithinanorganization.3. Merelyhavingacodeofethicsisnotsufficienttoensureethicalbusinessbehavior.Toensurethatthecodeisread,understood,believed,andremembered,periodicethicsworkshopsarcneededtosensitizepeopletoworkplacecircumstancesinwhichethicsissuesmayarise.VTN(ViSiitheNel):Thewebsiten11r.ethiesweh.ccodesdescribeswhyorganizationsshouldhaveethicsCOdeSandgivesguidelinesfi)rpreparingcodesofethics.TeachingTip:BusinessEthicsmagazinepostsselectedarticlesfromeachbi-monthlyissueonthemagazine'swebsiteathttp:"WWW.business-.Thesearticlesproviderichinformationforlecturematerial.Italsoliststhetop100CorPoratCcitizensathttp:/Avww.busincss-TeachingTip:Thefollowingarewebsitesthatprovideexamplesofcodesofethics. NationalAssociationofRealtors:h(tprwvw.realtor.orgmenolweb.nsfpagecode7oendocument AmericanPsychologicalAssociation:http:/www.apa.org/ethics/code/index.aspx Johnson&Johnson:http:/www.investor.jnj.coin/govemanceyconduct.cfmC. AnEthicsCulture1. Anethicsclurcneedstopermeateorganizations.ManyorganizationshavedevelopedaCOdC-Of-COndUCtmanualoutliningethicalexpectationsandgivingexamplesofsituationsthatcommonlyariseintheirbusinesses.2. Whistle-blowingreferstopoliciesthatrequireemployeestoreportanyunethicalviolationstheydiscoverorseeinthefirm.TheSECrecentlystrengtheneditswhistle-blowingpolicies,virtuallymandatingthatanyoneseeingunethicalactivityreportsuchbehavior.3. Onereasonstrategists*salariesarchighisthattheymusttakethemoralrisksofthefirm.Strategistsarcresponsiblefordeveloping,communicating,andenforcingthecodeofbusinessethicsfortheirorganizations.Anintegralpartoftheresponsibilityofallmanagersistoprovideethicsleadershipbyconstantexampleanddemonstration.4. EihicsIruiningprogramsshouldincludemessagesfromtheCEOorownerofthebusinessemphasizingCIhiCalbusinesspractices,thedevelopmentariddiscussionCfCodeSofethics,andpr<eduresfordiscu<>singandreportingunethicalbehavior.D. Bribes1. Briberyistheoffering,giving,receiving,orsolicitingofanyitemofvaluetoinfluence(heactionsofanofficialorotherpersonindischargeofapublicorlegalduly.2. Abribeisagiftbestowedtoinfluencearecipient'sconduct.3. PayingbribesisconsideredbothillegalandunethicalintheUnitedStates,butinsomeforeigncountries,payingbribesandkickbacksisacceptable.Tippingisevenconsideredbriberyinsomecountries.4. TheU.S.JusticeDepartmentin2(X)9increaseditsprosecutionsofallegedactsofforeignbribery.E. 1.oveAffairsatWork1. ArecentWailStreetJournalarticlerecappedcurrentAmericanstandardsregardingboss-sulx)rdina(eloveaffairsatwork:a. Fivepercentofsampledfirmshadnorestrictionsonsuchrelationships.b. 8()percentofallfirmssampledhavepoliciesthatprohibitrelationshipsbetweenaSUPerViSorandsubordinate.c. FourpercentoffinnsstrictlyProhibiIedsuchrelationships.d. 39percentoffirmshadpoliciesthatrequiredindividualstoinformIheirSUperViSorSwheneveraromanticrelationshipbeginswithacoworker.e. 24percentoffirmsrequired(hetwopersonstobeindifferentdepartments.2. InEurope,ronanicrelationshipsatworkarelargelyviewedasprivatemattersandmostfirmshaveno)liciesonhepractice.3. TheUNiscurrentlystrugglingwithsexual-harassnwntcomplaintsasmanywomenemployeessaytheorganizationcurrentsystemOfhandlingcomplaintsisarbitrar),.unfair,andmiredinbureaucracy.1. SOCIA1.RESPONSIBI1.ITYA. SocialResponsibility1. SomestrategistsagreewithRalphNader,whoproclaimsthatorganizationshavetremendoussocialobligations.OthersagreewithMiltonFriedman,whoassertsthatorganizationshavenoobligationtodoanyn)reforsocietythanislegallyrequired.2. Strategistsshouldexaminesocialproblemsintermsofpotentialcostsandbenefitstothefirm,andfocusonsocialissuesthatcouldbenefitthefirmmost.TeachingTip:Askstudentstoreviewthetwosidesofthesocialresponsibility,asarguedbyMiltonFricdnxmandRalphNadC.In1970.economistMiltonFricdmanwroteTheSOdalResponsibilityofBusinessistoCreateProfits,whichwaspublishedbytheNewYorkTimesthatyear.Thisarticlecanbefoundathttpwww.mich.cd*thccorcdocFricdman.pdf.InCOntrast,RalphNadcrhasstatedthat'therecanbenodailydemocracywithoutdailycitizenshiptowardanewbirthoffreedom*'.MoreonNader'sactionsinsocialresponsibilitycanbefoundathtwww.nadcr.org/histofy_bollicr.html.B. SocialPolicy1. Socialpolicyconcernswhatresponsibilitiesthefirmhastoemployees,consumers,environmentalists,minorities,communities,shareholders,andothergroups.2. CorporatesocialPOliCyshouldbedesignedadaniculatedduringstrategyfbrnulaion.setandadministeredduringstrategyimplementation,andreaffirmedorchangedduringstrategyevaluation.3. In2(XM).Ihemostadmiredcompaniesforsocialresponsibilityaccording(oFortunemagazinewere:a. Anheuser-Buschb. MarriottInternationalc. IntegrysEnergyGroupd. WallDisneye. HermanMillerf. Edisong. Starbucksh. Steelcasei. UnionPacificj. FortuneBrands4. Firmsshouldstrivetoengageinsocialactivitiesthathaveeconomicbenefits.C. SocialPoliciesonRetirement2. Somecountriesaroundtheworldarefacingsevereworkforceshortagesassociatedwiththeiragingpopulation.3. Thepercentageofpersonsage65orolderexceeds20percentinJapan.Italy,andGermany-andwillreach20percentin2018inFrance.4. In2036.thepercentageofpersonsage65orolderwillreach20percentintheUnitedStatesandChina.5. Thepercentageofforeignworkerstothetotalpopulationis20percentintheUnitedStates,nearlyIOpercentinGermany.5percentintheUnitedKingdom,andlessthanIpercentinJapan.111. ENVIRONMENTA1.SUSTAINABI1.iTYA. EnvironmentalSustainability1. ThestrategicsofbothcompaniesandcountriesarcincreasinglySCrUliniZCdandevaluatedfromanatu11lenvironmentperspective.AgrowingnumberofbusinessschoolsofferseparatecoursesandevenaConCentrationinCnvironnwntalmanagement.2. AccordingtoIheInternationalStandardsOrganization(ISO),thewordenvironmentisdefinedas44Surroundingsinwhichanorganizationoperates,includingair,water,land,naturalresources,flora,fauna,humans,andtheirinterrelation.3. Employees,consumers,governments,andsocietyareespeciallyresentfuloffirmsthatha11nratherthanx>tecthenaturalenvironment.GovernmentsareincreasinglyrequiringbusinessestobehaveresponsiblyandrequirethatbusinessespubliclyreportthePOlIlHan1$andwastestheirfacilitiesproduce.B. WhatisaSustainabilityRex>r?1. Asustainabilityreportrevealshowthefi11n,soperationsimpactthenaturalenvironment.2. TheGlobalReportingInitiativerecentlyissuedaseiofdetailedreportingguidelinesSPeCifyingwhatinformationshouldgointosustainabilityreports.Anincreasingnumberofshareholdergroupsarepushingfirmstoprovidesustainabilityinformationannually.3. Managersandemployeesmustbecarefulnottoignore,conceal,ordisregardapollutionproblem,or<heymayfindthemselvespersonallyliable.C. 1.ackofStandardsChanging1. Atewyearsago.firmscouldeasilyplaceAlternative-energyfirmsarcbusywithnewcustomersasthefederalstimuluspackageincludesaddingalternative-energyinfrastructure.green,'Ienninologyontheirproductsandlabels,suchas"organic'*,ogreen,°safeM,'ea11h-friendly*,'nontoxic"and/or,fcnaturabecausetherewerenolegalorgenerallyaccepteddefinitions.Today,suchtermscarrymuchmorespecificconnotationsandexpectations.2. Aroundtheworld,politicalandcorporateleadersnowrealizethatthe"businessgreen"topicwillnotgoawayandinfactisgaininggroundrapidly.Strategically,companiesnorcthanevermustdemonstratetotheircustomersandstakeholdersthattheirgreeneffortsarcsubstantiveandsetthefirmapartfromcompetitors.D. ObamaRegulations1. TheObamaadminiStmuOnisimposingstrictregulationsrequiringfirmstoConSCrVCenergy.2. Federalgovernmentbuildingsarcbeingretrofittedwithcncrgy-cfficicntimprovements.4. TheEiBironmentalProtectionAgerWyrecentlyreportedthatU.S.citizensandorganizationsannuallys>endmorethanaboutS2(X)billiononpollutionabatement.E. ManagingEnvironmental.XffairsintheFirm1. Theecologicalchallengefacingallorganizationsrequiresmanagers(oformulatestrategiesthatpreserveandconservenaturalresourcesandcontrolPOIIIHion.2. Managingasif''healthoftheplanetmattersrequiresanunderstandingofhowinternationaltrade.Compeiitiveness.andglobalresourcesareconnected.3. Environmentalstrategiescouldincludedevelopingoracquiringgreenbusinesses,divestingoralteringenvironment-damagingbusinesses,strivingtobecomealow-cost11xlucerthroughwasteminimizationandenergyconservation,andpursuingadiITerentiationstrategythroughgreen-productfeatures.4. Inaddition,firmscouldincludeanenvironmentalrepresentativeonheirboardofdirectors,conductregularenvironmentalaudits,implementbonusesforfavorableenvironmentalresults,becomeinvolvedinenvironmentalissuesandprograms,incorporateenvironmentalvaluesinmissionstatements,establishenvironmentallyorientedobjectives,acquireenvironmentalskills,andprovideenvironmentaltrainingforemployeesandmanagers.F. ShouldStudentsReceiveEnvironmentalTraining?1. Arecentstudyreportedthat77percentofcorporaterecruiterssaid“itisimportanttohirestudentswithanawarenessofsocialandenvironmentalresponsibility"2. Mostbusinessescurrentlydonot.butshould,incox>rateenvironmentaltraininginallfacetsOfthCircorecurriculum.G. ReasonsWhyFinnsShould"BeGrCCn''1. Consumerdemandforenvironmentallysafeproductsandpackagesishigh.2. Publicopiniondemandingthatfirmsconductbusinessinwaysthatpreservethenaturalenvironmentisstrong.3. Environmentaladvocacygroupsnowhaveover20millionAmericansasmembers.4. FederalandstateenvironmentalregulationsarcchangingrapidlyandbecomingInOrCcomplex.5. Morelendersareexaminingtheenvironmentalliabilitiesofbusinessesseekingloans.6. Manyconsumers,suppliers,distributors,andinvestorsshundoingbusinesswithenvironmentallyweakfirms.7. 1.iabilitysuitsandfinesagainstfirmshavingenvironmentalPrObIelnSareonherise.BeProactive.NotReactive1. Morefi11nsarebecomingenvironmentallyproactivedoingInOreIhanIhebareminimumtodevelopandimplementstrategiesthatpresen,etheenvironment.2. AproactivepolicyenvironmentalpressuresasopportunitiesandincludessuchactionsasdevelopinggreenPfXxIUCtSandpackages,conservingenergy,reducingwaste,recycling,andcreatingacorporateculturethatisenvi11)nnwntallysensitive.ISO14(X)O14(X)11. TheISO(InternationalOrganizationforStandardization)isbasedinGeneva.Switzerlandandrepresentsanetworkofhenationalstandardsinstitutesfor147countries.Itsstandardsarevoluntarybutwidelyacceptedworldwide.2. Aproactivepolicyenvironmentalpressuresasopportunitiesandincludessuchactionsasdevelopinggreenproductsandpackages,consen,ingenergy,reducingwaste,recycling,andcreatingacorporateculturethatisenvironmentallysensitive.3. ISO14000isaseriesofvoluntarystandardsintheenvironmentalfield.Thisfamilyofstandardsaddressestheextenttowhichafirmminimizesharmfuleffectsontheenvironmentcausedbyitsactivitiesandcontinuallymonitorsandimprovesitsownenvironmentalperformance.4. IncludedintheISO14000seriesarctheISO14001standardsinfieldssuchasenvironmentalauditing,environmentalperformanceevaluation.Cnvironnwntallabeling,andlife-eyeIcassessment.5. ISO14001isasc(ofstandardsadoptedbythousandsoffirmsworldwidetocertifytotheirconstituenciesthattheyarcconductingbusinessinanenvironmentallyfriendlymanner.6. TheISO14001Standardrequiresthatacommunityororganizationputinplaceandimplementaseriesofp11cticcsandproceduresthat,whentakentogether,resultinanenvironmentalmanagementsystem(EMS).7. ThemajorrequirementsofanEMSunderISO14001includethefollowing:a. Showcommitmentstopreventionofpollution,continualimprovementinoverallenvironmentalperformance,andcompliancewithallapplicableJUatutoryandregulatoryrequirements.b. IdentifyallaspectsofheOrganizatioifsactivities,products,andservicestlatcouldhaveasignificantimpactontheenvironment.c. Set)erfornanceobjectivesandtargetsforthemanagementsystemthatlinktopollutionprevention,continualimprovenwnt.andcompliance.d. MeetenvironnenialOlyectivesthatincludetrainingemployees,establishingworkinsrucionsandpractices,andestablishing(heactualmetricsbywhichheobjectivesandtargetswillbemeasured.e. ConductanauditoperationoftheEMSf. TakecorrectiveactionswhendeviationsfromtheEMSoccur.VTN(VisittheNet)：l11mv.iso.org/iso/iso_l4()00_esxentialspmvidesl×ckg11nudinfornuiliononISO14(XX)andISO14001forenvironmentalmanagementSt