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Ethics - code of moral principles that sets standards of good or bad,…
Ethics - code of moral principles that sets standards of good or bad, right or wrong, in a persons conduct p125
View of ethical behaviour p 126
1 individualism ie self interest supposed to promote honesty and integrity but can have a pecuniary interest in business
2 moral rights ie protects fundamental rights of people - life freedom fair treatment ohs free speech (probably Drucker)
3 justice ie treat people impartially and fairly according to guiding rules and standards (procedural justice, distributive justice, interactional justice p127)
4 utilitarian ie greatest good for greatest number
Cultural issues 1 cultural relativism ie when in rome 2. universalism ie if not right at home its not acceptable anywhere else Ethical Imperialism Donaldson - core values should transcend cultural boundaries focus on human dignity, basic rights and good citizenship p 128
Ethical Dilemma - conflict with our values and beliefs where no clear right or wrong exists eg discrimination, sexual harassment, conflicts of interest, customer confidence, organisational resources p 129
Rationalisation for unethical behaviour 1 its not illegal 2 its in everyones best interest 3 wont be found out and 4 the organisation will protect you p 130
Checklist for making ethical decisions 1 recognise the ethical dilemma 2 get the facts 3 identify your options 4 test each option is it legal right and beneficial 5 decide which option to follow 6 double check questions with sniff test 7 take action p 133
Code of Ethics official written guidelines on how to behave in situations susceptible to the creation of ethical dilemmas p 135
Organisational stakeholders P 136 ie people, groups and organisations directly affected by the behaviour of the organisation and holding a stake in its performance. In this context Corporate Social Responsibility is obligation of the organisation to act in ways that serve both its own interests and the interests of its many external stakeholders.
Corporate Social Responsibility - ethical behaviour of organisation - obligation of the organisation to act in watys that serve both its own interests and the interests of its many external stakeholdersp 135
Leadership beliefs are people, communities, long tern reputation
Conflict between business aim of maximising profit and csr
Socioeconomic - mmt must be concerned with broader social welfare and not just profits
CSR for long term profits improve public image avoid more govt regulation
Virtuous circle concept
Corporate Responsibility Index Oz+NZ to voluntarily measure level of CSR
Evaluation social performance / CSR Assessment do you meet the organisations
1 economic responsibility - is it profitable
2 legal responsibility - obey the law
3 ethical responsibility - doing the right thing
4 discretionary responsibility ie broader community
Social responsibility strategies p 140 Fig 5.4
- obstructionist - fight the social demands
- defensive - minimum legally required
3 accommodative -- minumum reqd ethically
4 proactive strategy - leadership with social initiatives
Govt influences by 1 laws and regulating agencies
- Discrimination Acts page 142
- Consumer Protection - WorkSafe
Organisations influence govt by lobbying PR campaigns contacts and networks
Historical Foundations p 36
1 Classical approaches - people are rational
a) Scientific Mmt - Taylor & Gilbreths
b) Administrative Mmt - Henry Fayol Mary Parker Follett
c) Bureaucratic - Max Weber
Taylor Scientific Mmt
1 develop science for every job wrt motion standardised work processes and proper working conditions
2 right workers for the job
3 train workers and give them incentives to cooperate
4 support workers
Fayol principles of foresight organisation command coordination control incl scalar chain principle (only one boss) and unity of direction principle (one person in charge of all activities with same perf objective
Mary Parker Follett - making every employee an owner in the business would create feelings of collective responsibility - today that would be profit sharing etc p 39
Hierarchy in organisations p 41 Elliott Jacques Layers in the org relate to the levels of work required of different people. CEO decision to last longer in to the future. managers accountable for subordinates work
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Bureaucratic management p 40 Weber founded on
1 clear division of labour - @ job defined& workers get skilled
2 clear hierarchy of authority - @ postion reports to a higher one
3 formal rules and procedures- written guidelines and records
5 impersonality - no preferential treatment
5 careers based on merit - promote on ability and performance
Probs include excess red tape, rigidy, employee resistance,
Hawthorne Studies - human interactions in the workplace affecting productivity Mayo study found social setting for workers increased productivity. Groups can have + or - effects
Theory of human needs by Maslow. Deficit principle and progression principle with needs in hierarchy of prepotency. At self actualisation deficit and progression cease to exist
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Douglas Mcgregor Theory X (workers dislike work and their job) and Theory Y p 44 (self directed and creative)
Management or Operations Science with mathematical forecasting, inventory modelling, linear programming, queing theory, network models Using economic decision criteria eg costs, revenue, roi etc
Continuing management themes
A) Quality and performance excellence via Total quality management wrt supply chain
1 bias towards action 2 closeness to the customer 3 autonomy and entrepreneurship 4 productivity through people 5 Hands on and value driven 6 Sticking to the knitting 7 Simple form and lean staff 8 Sumultaneous loose-tight properties
B) Global awareness - ties back to 80s p 49
process re-engineering, virtual orgs, agile management, network firms,
C) learning orgs
MODERN APPROACHES TO MMT p 46 include
1 systems thinking where properties of the relatiionships are as important as the properties of the elements themselves. Includes subsystems
- Contingency thinking - matching managerial response with the problems and opportunities specific to different settings Helps managers understand situational differences. Once structure may work well for one but not another
QUANTITATIVE ANALAYSIS - mathematical techniques can be used to improve managerial decision -making and problem solving
Looking ahead - automation, changing demographics, productivity, sustainability, technolgoy, globalisation,
Failure to take national culture into account big problem along with failure to appreciate national culture
Organisational leadership - critical influence on behaviour of organisation and their members
1 People
2 Communities
3 Natural environment
4 Long term
5 Reputation
Organisations that subscribe to the triple bottom line of respect for people, communities and the natural environment are arguably more sustainable over the longer term P 138