hofam vak organisatie & management les 11. ethics 2 the code of moral principles and values that...
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HOFAM vak Organisatie & Management les 11
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Ethics
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The code of moral principles and values that govern the behaviors of a person or group with respect to what is right or wrong.
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Three Domains of Human Action
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D om ain of E th ics(Socia l S tandard)
D om ain of Free C hoice(Personal S tandard)
D om ain of C odified Law(Legal S tandard)
Am ount o f Explic it C ontro lHigh Low
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Ethical Dilemma
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A situation that arises when all alternative choices or
behaviors are deemed undesirable because of potentially
negative consequences, making it difficult to distinguish
right from wrong
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Criteria For Ethical Decision MakingMost ethical dilemmas involve
Conflict between needs of the part & whole- Individual versus the organization - Organization versus society as a whole
Managers benefit from a normative strategy to guide their decision making - norms and values
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Ethical Decision Making Approaches
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Utilitarian Approach
Individualism Approach
Moral-Rights Approach
Justice Approach
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Utilitarian Approach
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● Moral behavior produces the greatest good for the greatest number
● Example – recent trend among companies to monitor employee use of the Internet
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Individualism Approach
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● Acts are moral when they promote the individual's best long-term interests, which ultimately leads to the greater good
● Individual self-direction paramount
● Individualism is believed to lead to honesty & integrity since that works best in the long run
● However, top executives from WorldCom, Enron, Tyco demonstrate flaws of approach
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Moral-Rights Approach
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− Moral decisions are those that best maintain the rights of those people affected by them.
− An ethical decision is one that avoids interfering with the fundamental rights of others.
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Justice Approach
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− Moral decisions must be based on standards of equity, fairness and impartiality.
− Three types of justice are of concern to managers:
• Distributive justice
• Procedural justice
• Compensatory justice
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Corporate Social Responsibility
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− Organization’s obligation to make decisions and take actions that will enhance the welfare and interests of society and organization
− Being a good corporate citizen
− Difficulty in understanding – issues can be ambiguous with respect to right and wrong
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Organizational Stakeholders
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− Any group within or outside the organization that has a stake in the organization’s performance
− Each stakeholder • Has a different criterion of responsiveness • Has a different interest in the company
− Monsanto
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Criteria of Corporate Social Responsibility
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DiscretionaryResponsibility
C ontribute to thecom m unity; be a good
corporate citizen.
Ethical ResponsibilityBe eth ica l. D o w hat is right. Avoid harm .
Legal ResponsibilityO bey the law.
Econom ic ResponsibilityBe profitab le.
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The Ethical Organization
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Het vier-instrumentenmodel van managementcontrol
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Waarnem ing en beoordeling van het verloop van de activ ite iten en
beoordeling van het resultaat gericht op b ijsturing
Leiderschap
3e instrum ent(le id ing geven; beslissingen
overdragen; taken opdragen;m otiveren)
Regels voortaakgedrag
Conditionering(begrenzing) vanhet taakgedrag
Voorspelbaarheidvan het taakgedrag
Kader van doelste llingen,strategiebepaling en p lannen
1e instrum ent
Kader van organisatiestructuur
P rocesbeheersings-procedure
4e instrum ent
M edewerkers Activite itenin een proces
Doel/resultaat
Manager
2e instrum ent
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Organizational Control
− The systematic process through which managers regulate organizational activities to make them consistent with expectations established in
● Plans
● Targets
● Standards of performance
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Organizational Control
− To effectively control an organization, managers need to decide
− What information is essential
− How will they obtain that information
− How they can and should respond to it
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