griseri & seppala chapter 05.ppt

8/9/2019 Griseri & Seppala CHAPTER 05.ppt

1/19

For use with Business Ethics and Corporate Social Responsibility

by Paul Griseri and Nina Seppala

1408004!" # $010 Cen%a%e &earnin%

THE BEHVAIOURAL

CONTEXT

Chapter 5


2/19



1408004!" # $010 Cen%a%e &earnin%

Learning objectives

I!enti"# an! e$p%ain the !i""erences in ter&s o"ethica% !ecision &a'ing in !i""erent

organi(ationa% "or&s) inc%*!ing +,Es) "a&i%#- o.ne!b*sinesses) not-"or-pro"it organi(ations an! partnerships/

Eva%*ate ho. ethics an! responsibi%it# inb*siness are a""ecte! b# organi(ationa%

str*ct*res an! c*%t*res/

Ana%#se the !i""erent "actors that can in"%*encethe .a#s that in!ivi!*a%s concept*a%i(e ethicsan! &a'e ethica% choices/

The behavioural context


3/19


4/19



1408004!" # $010 Cen%a%e &earnin%


THE BEVHAVIOURAL CO,0LEX A22ECTIN1

ETHICAL 3ECI+ION ,A4IN1

Ethica% !ecision &a'ing is a""ecte! b# both in!ivi!*a% an!

co%%ective "actors

Collective factors

,otives

4no.%e!ge

Va%*es

Be%ie"s

Individual factors

O.nership

2or&a% str*ct*re

1ro*p nor&s

Organi(ationa% c*%t*re

0o.er re%ationships


5/19



1408004!" # $010 Cen%a%e &earnin%


THE BEVHAVIOURAL CO,0LEX A22ECTIN1

ETHICAL 3ECI+ION ,A4IN1


6/19



1408004!" # $010 Cen%a%e &earnin%


O6NER+HI0 AN3 ,ANA1E,ENT


7/19



1408004!" # $010 Cen%a%e &earnin%



o Less than 57 e&p%o#ees/ ,icro-b*sinesses e&p%o# %ess than

85 e&p%o#ees/

o

Ai&ing at stab%e an! reasonab%e ret*rns/

o Lo.er pro"its) s&a%% reso*rce base) s&a%% range o" c*sto&ers)

tactica% p%anning) short %ines o" co&&*nication) 9*ic' !ecision

&a'ing/

o +&a%% b*siness o"ten re"%ect 'e# va%*es o" the o.ner:&anager/

o Ba%ance bet.een the ris's o" %i&ite! governance an! the

re%ative case .ith .hich s&a%%er "ir&s can operate ethica%%#/


8/19



1408004!" # $010 Cen%a%e &earnin%



o ;5-


9/19



1408004!" # $010 Cen%a%e &earnin%



o 2or-pro"it organisations) ranging "ro& j*st t.o in!ivi!*a%s to g%oba%

p%a#ers .ith tho*san!s o" e&p%o#ees an! !o(ens partners/

o

0artners are o"ten .itho*t %i&its on %iabi%ities/

o ,an# partnerships can be "o*n! in the pro"essiona% service "ie%!/

E/g/ %a. or acco*nting/

o O"ten governe! b# co!es o" con!*ct or co!es o" pro"essiona%

practice

o Interna% sa"eg*ar!s practices to ens*re ethica% behavio*r/


10/19


11/19



1408004!" # $010 Cen%a%e &earnin%



o The state is o"ten the biggest econo p%a#er in a co*ntr#/

o Ethica% iss*es inc%*!e corr*ption) ine9*it# o" p*b%ic service

!e%iveries) &is*se po.er an! the %a./

o O""icia%s &a# be te&pte! b# briber#/

o 0o%iticians o"ten "ai% to "oc*s on .hat is goo! "or the co*ntr#) b*t

rather "oc*s on iss*es that are goo! "or their p*b%ic i&age certain%#

pre-e%ection perio!/


12/19



1408004!" # $010 Cen%a%e &earnin%


OR1ANIATIONAL +TRUCTURE

The hierarch# o" a*thorit#/

The hierarch# o" responsibi%it#/

The %ogica% !ivision o" operations into "*nctions/

The hierarch# o" stat*s/

The hierarch# o" capabi%it#/

The hierarch# o" pa# %eve%s/

The stan!ar! career trac' "or &ost pro"essiona% .or'ers/


13/19



1408004!" # $010 Cen%a%e &earnin%


OR1ANIATIONAL +TRUCTURE

I&portant iss*es in organi(ationa% str*ct*re an! ethics

Ho. !oes str*ct*re !isengage e&p%o#ees "ro& their &ora%

instincts

A complex structure may be blurring the responsibility of the

organisation, with no employees considering ethics or taking

responsibility.

Ho. !oes str*ct*re "aci%itates:hin!ers ethica% an! responsib%e

behavio*r

The wider the span of control of the manager the less they cankeep detailed view of the employees.

Outsourcing practices may also be blurring the boundaries of

the organisations responsibilities


14/19



1408004!" # $010 Cen%a%e &earnin%


1ROU0 2ACTOR+ A22ECTIN1 ETHICAL

3ECI+ION ,A4IN1

Organi(ationa% c*%t*re D the .a# .e !o things aro*n! hereF

C*%t*re can var# consi!erab%#) .ith !i""erence !egrees o" 0o.er !istance>

In!ivi!*a%it#:co%%ectivis&> Uncertaint# avoi!ance> ,asc*%init#:"e&ininit#> Long-

ter&:short-ter& orientation/

Ethica% !ecision &a'ing an!

sense o" responsibi%it#

Th b h i l t t


15/19



1408004!" # $010 Cen%a%e &earnin%


1ROU0 2ACTOR+ A22ECTIN1 ETHICAL

3ECI+ION ,A4IN1

ETHIC+ IN 0RACTICE

otorola encourage direct reporting of ethical issues via

its !"thical line# $ a phone line that can be used

anonymously, where employees or others can report areas of

concern.

Th b h i l t t


16/19



1408004!" # $010 Cen%a%e &earnin%


IN3IVI3UAL 2ACTOR A22ECTIN1 ETHICAL

3ECI+ION+

VALUE+ AN3

ETHICAL

I3EOLO1IE+

0ERCE0TION AN3

CO1NITION

Th b h i l t t


17/19



1408004!" # $010 Cen%a%e &earnin%


IN3IVI3UAL 2ACTOR A22ECTIN1 ETHICAL

3ECI+ION+

VALUE+ AN3ETHICAL

I3EOLO1IE+

%alues are close to our sense of identity

& so much that they can be difficult to

clearly analyse

Ethica% i!eo%ogiesF !escribe the .a# in .hich .e ho%!va%*es

Absolutist & little relativism but a lot of idealism

"xceptionist & little idealism or relativism

'ituationist & a lot of both relativism and idealism

'ub(ectivist & a lot of relativism, little idealism


18/19



19/19



1408004!" # $010 Cen%a%e &earnin%


+U,,ARG

Organi(ationa% str*ct*re rare%# creates ethica% ris' o" itse%")

b*t ten!s to e$aggerate ones that are a%rea!# evi!ent/

+,Es) an! "a&i%# b*sinesses) o"ten operate to !i""erent o.ner-strategies/ These

ten! to &anage ethics in a &ore inti&ate an! potentia%%# &ore persona%%# "oc*se!

&anner/

Not-"or-pro"it organi(ations ten t o have potentia% .ea'ness in their governance/

Organi(ationa% c*%t*re) gro*p nor&s) an! organi(ationa% po.er can a%% crate

press*re to.ar!s gro*p con"or&it# in ethica% choice/

In!ivi!*a% conceive va%*es in !istinct .a#s) .hich ren!er ethica% !isc*ssion an!

!ebate &ore prob%e&atic than is genera%%# rea%i(e!/

griseri & seppala chapter 05.ppt

Documents