Chapter 3: Ethics and Social Responsibility Flashcards
3 Ps of Organizational Performance
Profit, people, and planet
A corporate social responsibility strategy that accepts social responsibility and tries to satisfy society’s basic ethical expectations.
Accommodative Strategy
A manager who fails to consider the ethics of her or his behaviour.
Amoral Managers
The view of corporate social responsibility that business should focus on profits.
Classical View of CSR
A formal statement of values and ethical standards.
Code of Ethics
The degree to which an exchange or a transaction is fair to all parties.
Commutative Justice
The oversight of top management by a board of directors.
Corporate Governence
The obligation of an organization to serve the interests of multiple stakeholders, including society at large.
Corporate Social Responsibility
The belief that there is no one right way to behave; ethical behaviour is determined by its cultural context.
Cultural Relativism
A corporate social responsibility strategy of doing the minimum legally required to display social responsibility.
Defensive Strategy
The validity and legitimacy of a stakeholder’s interest in an organization.
Demand Legitimency
The degree to which outcomes are distributed fairly.
Distributive Justice
A situation that offers potential benefit or gain but that may also be considered unethical.
Ethical Dilemma
A personal rule or strategy for making ethical decisions.
Ethical Framework
An attempt to impose one’s ethical standards on other cultures.
Ethical Imperialism
Standards of good or bad, or right or wrong, in one’s conduct.
Ethics
The degree to which an issue or a situation is recognized to pose important ethical challenges.
Ethics Intensity or Issue Intensity
Making sure day-to-day performance is achieved ethically and in socially responsible ways.
Ethics Self-Governance
Training that seeks to help people understand the ethical aspects of decision-making and to incorporate high ethical standards into their daily behaviour.
Ethics Training
A manager who chooses to behave unethically.
Immoral Manager
A view of ethical behaviour that holds that ethical behaviour advances long-term self-interests.
Individualism View
Preferences regarding the means to desired ends.
Instrumental Values
The degree to which others are treated with dignity and respect.
Interactional Justice
The extent to which a stakeholder’s concerns need immediate attention.
Issue Urgency
A view of ethical behaviour that holds that ethical behaviour treats people impartially and fairly.
Justice view
The belief that ethical standards apply universally across all cultures.
Moral Absolutism
A manager who makes ethical behaviour a personal goal.
Moral Manager
When employees, managers or senior leaders turn a blind eye to something occurring in the organization even though it may violate their own moral code
Moral Muteness
A view of ethical behaviour that holds that ethical behaviour respects and protects fundamental rights.
Moral Rights View
A corporate social responsibility strategy that tries to avoid and resist pressures for social responsibility.
Obstructionist Strategy
A corporate social responsibility strategy that actively pursues social responsibility by taking discretionary actions to make things better in the future.
Proactive Strategy
The degree to which policies and rules are fairly applied.
Procedural Justice
The view of corporate social responsibility that sees economic progress for a firm and social progress for society as fundamentally interconnected.
Shared value view of CSR
A measure of an organization’s performance in various areas of social responsibility.
Social Responsibility Audit
The view of corporate social responsibility that business should focus on broader social welfare as well as profits.
Socio-economic view of CSR
The capacity of a stakeholder to positively or negatively affect an organization’s operations.
Stakeholder Power
The persons, groups, and other organizations that are directly affected by the behaviour of the organization and that hold a stake in its performance.
Stakeholders
Taking personal responsibility to always respect and protect the interests of organizational stakeholders, including society at large.
Stewardship
Acting in ways that support a high quality of life for present and future generations.
Sustainability
Preferences about desired end states.
Terminal Values
An evaluation of organizational performance on economic, social, and environmental criteria.
Triple Bottom Line
A view of ethical behaviour that holds that ethical behaviour delivers the greatest good to the most people.
Utilitarian View
Broad beliefs about what is appropriate behaviour.
Values
What occurs when socially responsible behaviour improves financial performance, which leads to more responsible behaviour in the future.
Virtuous Circle
