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Good Governance and Social Responsibility > Final Exam Reviewer | Module 7&8 > Flashcards

Final Exam Reviewer | Module 7&8 Flashcards

1
Q

Code of moral principles.

Set standards of “good” and “bad” as opposed to “right” and “wrong.”

A

Ethics

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2
Q

An acting way of consistent with what society and individuals typically think are good values.”

Is the application of moral principles in a given situation.

Is doing things and adhering to professional standards. It also means to behave according to the moral standards set by the society which we live in.

What is accepted as good and right in the context of the governing moral code.

A

Ethical Behavior

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3
Q

Occurs when someone must decide whether or not to pursue a course of action that, although offering the potential of personal or organizational benefit or both may be considered potentially unethical. When managers act ethically they have a positive impact on the workplace and on the other People and on social good performed by their organizations.

A

Ethical Dilemma

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4
Q
  • Discrimination
  • Sexual harassment
  • Conflicts of interest
  • Customer confidence
  • Organizational resources
A

Ethical Dilemma

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5
Q

Methods for Maintaining Ethical Standards

A

Ethics Training
Whistleblowers
Ethical role models
Codes of Ethics

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6
Q

It seeks to help people understand the ethical aspects of decision-making.

Structured programs that help participants to understand ethical aspects of decision making. Helps people incorporate high ethical standards into daily life. Helps people deal with ethical issues under pressure.

A

Ethics Training

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7
Q

exposes the misleads of others in organization in order to preserve ethical standards.

A

Whistleblowers

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8
Q
  • Strict chain of command
  • Strong workgroup identities
  • Ambiguous priorities
A

Barriers to whistleblowing include

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9
Q
  • Top managers serve as ethical role models.
  • All managers can influence the ethical behavior of people who work for and with them.
  • Excessive pressure can foster unethical behavior.
  • Managers should be realistic in setting performance goals for others.
A

Ethical role models

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10
Q

Formal statement of an organization’s values and ethical principles regarding how to behave in situations susceptible to the creation of ethical dilemmas.

A

Codes of Ethics

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11
Q
  • Bribes and kickbacks
  • Political contributions
  • Honesty of books or records
  • Customer/supplier relationships
  • Confidentiality of corporate information
A

Areas covered by Codes of Ethics

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12
Q

Ethical behavior is always determined by cultural context.

A

Cultural Relativism

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13
Q

Behavior that is unacceptable in one’s home environment should not be acceptable anywhere else.

A

Cultural Universalism

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14
Q

Factors influencing ethical behavior include:

A

Person
Organization
Environment

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15
Q

Family influences, religious values, personal standards, and personal needs.

A

Person

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16
Q

Supervisory behavior, peer group norms and behavior, and policy statements and written rules.

A

Organization

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17
Q

Government laws and regulations, societal norms and values, and competitive climate in an industry.

A

Environment

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18
Q

Those persons, groups, and other organizations are directly affected by the behavior of the organization and holding a stake in its performance.

A

Organizational Stakeholders

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19
Q
  • Employees
  • Customers
  • Suppliers
  • Owners
  • Competitors
  • Regulators
  • Interest groups
A

Typical Organizational Stakeholders

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20
Q

Looks at ethical issues on the organization level.

Obligates organizations to act in ways that serve both its own interests and the interests of society at large.

A

Corporate Social Responsibility

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21
Q

Perspective on Corporate Social Responsibility

A

Classical view

Socioeconomic view

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22
Q

Management’s only responsibility is to maximize profits.

A

Classical view

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23
Q

Management must be concerned for the broader social welfare, not just profits.

A

Socioeconomic view

24
Q

What are the Four strategies of corporate social responsibility

A

Obstructionist
Defensive
Accommodative
Proactive

25
Q

Fight social demands

meets economic, responsibilities.

A

Obstructionist

26
Q

Do minimum legally required

meets economic and legal responsibilities.

A

Defensive

27
Q

Do minimum ethically required

meets economic, legal, and ethical responsibilities.

A

Accommodative

28
Q

Takes Leadership in social initiatives

meets economic, legal, ethical, and discretionary responsibilities.

A

Proactive

29
Q

Common areas of government regulation of business affairs

A
  • Occupational safety and health
  • Fair labor practices
  • Consumer protection
  • Environmental protection
30
Q
  • Personal contacts and networks
  • Public relations campaigns
  • Lobbying
  • Political action committees
  • Sometimes by illegal acts, such as bribery or illegal financial contributions to political campaigns
A

How organizations influence governments

31
Q

is a firm’s posture, stance, strategy, or position regarding the public, social, global, and ethical aspects of stakeholders and corporate functioning.

the part of the strategic management process that focuses specifically on the public, ethical, and stakeholder issues the firm faces

A

Corporate Public Policy

32
Q

Four Key Strategy Levels

A

Enterprise-Level Strategy
Corporate-Level Strategy
Business-Level Strategy
Functional-Level Strategy

33
Q

“What is the role of the organization in society?”

A

Enterprise-Level Strategy

34
Q

“What business(es) are we in or should be in?”

A

Corporate-Level Strategy

35
Q

“How should we compete in a given business or industry?”

A

Business-Level Strategy

36
Q

“How should a firm integrate subfunctional activities and relate them to its functional areas?”

A

Functional-Level Strategy

37
Q

3 Enterprise-Level Strategic Thinking

A
  • Establishment of committees:
  • Public affairs office
  • Identification/analysis of social or public issues
38
Q

What are the components of strategy formulation figure?

A
  1. The Company
  2. The Market
  3. Management
  4. Society
39
Q

Organizational Strengths and Weaknesses

What can be done

A
  1. The Company
40
Q

Market Opportunities

What might be done

A
  1. The Market
41
Q

Personal Values and Aspirations of Management

What we want to do

A
  1. Management
42
Q

Acknowledged Obligations to society

What ought to be done

A
  1. Society
43
Q

A systematic attempt to identify, measure, monitor, and evaluate an organization’s performance with respect to its social efforts, goals, and programs.

A

Social Audit

44
Q

What are the drivers for Social Performance Report?

A

Globalization

Expectations from societal and public interests groups

45
Q

The management processes that focus on the formalization and institutionalization of corporate public policy.

A

Public Affairs

46
Q

The management function responsible for interpreting the corporation’s non commercial environment and managing the corporation’s response to that environment.

A

PAC’s Definition of Public Affairs

47
Q
  1. The growing magnitude and impact of government
  2. The changing nature of the political system
  3. The recognition by business that it was being outflanked by interests counter to its own
  4. The need to be more active in politics outside the traditional community-related aspects
A

The Corporate Public Affairs Function Today

48
Q

Identifies/prioritizes public policy issues

Comments on strategic and business plans for sensitivity to emerging political/social trends

Provides forecast of political/social trends

Implements the strategic and business planning process Is represented on corporate planning committee

A

Influence on Corporate Strategy

49
Q

the organization can observe the changing environment.

A

Looking out

50
Q

the stakeholders in that environment can observe, try to understand, and interact with the organization.

A

Looking in

51
Q

What are the Two types of corporate public affairs activities?

A

Buffering and Bridging

52
Q

Activities that ____ the organization from the social and political environment

A

“buffer”

53
Q

Activities that ____ the organization with that environment

A

“bridge”

54
Q

▪ Companies expanding into new markets

▪ Changes in sales in existing markets

▪ Changes in CEO priorities

▪ Changes in regulatory burden

▪ Acquisition of new business units

A

International Public Affairs

55
Q
  • Development of intercultural competence
  • Knowing the impact of societal factors on public affairs
  • Understanding local public policy institutions and processes
  • Nation state-specific applications of PA functions
  • Language skills
  • Understanding global business ethics
  • Managing international consultants, alliances, and issue partners
A

Competencies for International Public Affairs

56
Q
  1. Public affairs can help to develop value-based enterprises
  2. Public affairs executives can assert themselves as thought leaders
  3. Public affairs specialists have the opportunity to seek alternative arenas of resolution globally and domestically
A

The Future of Public Affairs

Good Governance and Social Responsibility (3 decks)

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