Chapter 10: Terms Flashcards

1
Q

KC: Business ethics

A

Business ethics is the concern for moral standards and individual choices of right and wrong in the conduct of business affairs. Business ethics is a function of individual values, corporate culture, prevailing social norms and the laws of the land. As a result we can see variations across cultures and changing standards operating at different times. Business ethics sets the framework for the operation of CSR and attention to both are believed to contribute towards business success, although causal links are difficult to prove.

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2
Q

Transcendental ethics or ethical absolutism

A

assumes that there are absolute concepts of right and wrong, which apply across all societies. Most world religions claim a univer-sal moral code, albeit with variations between them, which is a form of transcendental ethics.

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3
Q

Utilitarianism

A

is a pragmatic approach to transcendental ethics and is a position that argues that an action is morally right if it produces the greatest good for the greatest num-ber of people. Supporters of the utilitarian position would argue that it is justifiable to lay off a proportion of the workforce to save the company from bankruptcy and protect the jobs of the other employees. Opponents would argue this is an unfair and unethical action upon those losing their jobs.

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4
Q

Ethical relativism or social ethics

A

ssumes that ethical standards will vary between societies, reflecting their histories and influences. Hence ethical relativism can be dem-onstrated by the fact that the death penalty is acceptable in some societies but not in others. In some countries paying bribes or offering gifts to government officials is a necessary precursor to doing business in that country, while in others it is illegal and potentially damaging to successful business outcomes. There are those who maintain that all ethical standards are socially constructed and that no absolute standards exist. Others would argue that just because a practice like child labour is acceptable in some societies does not make the practice ethical. In business, ethical issues have become more complex as multinational firms operate in countries with different cultures, laws and institutions and there are few universals. There are strong links here with globalization.

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5
Q

Tactical ethics

A

assumes that people pursue ethical standards because it suits them so to do. Drivers who slow down when they see a speed camera, not out of any belief in the speed limit but to avoid getting caught and paying a fine, are practising tactical ethics. In busi-ness, managers can make rapid improvements to work places prior to a health and safety inspection but ignore health and safety issues thereafter. Many companies produce codes of practice and corporate statements identifying ethical intentions, yet for some this is simply a public relations exercise to gain reputation, when the reality is that such issues are ignored in the practices pursued by the company.

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6
Q

Standards in business

A
  • the values of individuals working in organizations
  • the corporate culture created by top management
  • codes of conduct operating in individual organizations
  • the social norms of the society within which the organization is located
  • the prevailing laws, which may vary from country to country.
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7
Q

KC: Corporate social responsibility

A

CSR involves the application of business ethics. CSR is concerned primarily with the firm and its relationships with its various stakeholders. These include shareholders, employees, customers, suppliers, the community, and society and government. There is also a responsibility towards the sustainability of the environment. The assumption is that such relationships are conducted morally and ethically.

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8
Q

Areas of activity of CSR

A
  1. business ethics
  2. legal compliance
  3. philanthropy and community investment
  4. environmental management
  5. sustainability
  6. animal rights
  7. human rights
  8. employee rights and welfare
  9. market relations
  10. corruption
  11. corporate governance.
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9
Q

The pyramid of corporate social responsibility

A
  1. philanthropic responsibility
  2. ethical responsibility
  3. legal responsibility
  4. economic responsibility
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10
Q

Philanthropic responsibility

A

This is deemed to be discretionary and involves contribut-ing company resources to the community to improve the quality of life. This can include making donations to charities and educational causes, sponsoring the arts, and managers and employees engaging in charitable work in local communities.

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11
Q

Ethical responsibility

A

is that which goes beyond legal requirements and, according to Carroll, is expected. This involves achieving corporate goals by behaviour that is consis-tent with the ethical values of society.

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12
Q

Legal responsibility

A

through adherence to the laws of a particular country or, in the case of global firms, different countries is required.

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13
Q

Economic responsibility

A

to such as shareholders for a return on their investment, to suppliers, customers and employees is also required. This involves being profitable, maxi-mizing earnings per share, maintaining a strong competitive position and being efficient. Carroll recognizes that it is only through these outcomes that an organization can satisfy the needs of its various stakeholders.

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14
Q

Identifying groups

A
  1. Shareholders
  2. Financial institutions
  3. Customers
  4. Employees
  5. Suppliers
  6. Competitors
  7. The community
  8. Society in general
  9. Government and the law
  10. The environment
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15
Q

Four perspectives on businesses being socially responsible:

A
  1. the moral argument
  2. business case
  3. strategic case
  4. critical perspective
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16
Q

The moral argument

A

The moral argument is based on the belief that business organizations have a responsibility for the public good. The argument has been summed up by Crane and Matten (2010) as follows:
1. Organizations are part of society and should behave in a responsible manner as all good citizens should. An element of this involves treating stakeholders fairly.
2. All activities of business have social effects. Firms use resources, they employ people, they provide essential and non-essential goods and services and they often support a network of suppliers and other types of activity such as local food outlets and shops.
3. Business activity can and does cause problems. We have already noted examples of com-munity and environmental disaster as in the cases of Bhopal and the Deepwater Horizon oil spillage. Case 9.1 examines the impact on a wide range of stakeholders of the collapse of Carillion. Crane and Matten argue that solving such problems is of benefit to society.

17
Q

Business argument

A

For business managers, government officials, academics, consultants to name but a few, making the business case has become the Holy Grail. There is a simple reason for this: dem-onstrating a positive correlation between corporate responsibility and business performance (especially financial performance) is seen as giving social and environmental issues legitimacy in the world of mainstream business.

18
Q

The strategic case

A
  1. Integrating the needs of business and society to benefit both.
  2. Prioritizing issues that mean something to the company
  3. Choosing a unique position that goes beyond the normal response to offer a competitive advantage
19
Q

Mechanisms for ethical business:

A
  1. ethical audit
  2. cost of practice
  3. international codes
  4. ethics department
  5. Company reports
  6. employee induction and training
  7. whistleblowing
  8. non-executive directors
  9. implicit mechanisms
20
Q

Strategic positions on ethical business and social responsibility

A
  1. reactive-defensive
  2. proactive
21
Q

Reactive-defensive position

A
  1. Only takes action when a problem arises
  2. Minimal coverage of legal obligations to avoid prosecution
22
Q

Proactive position

A
  1. Initiates ethical and socially responsible policies
  2. Sets industry standards in ethical and socially responsible policies
23
Q

there are two external mech-anisms that may have an influence on the approach and behaviour of organizations:

A
  1. league tables
  2. ethical investment measures