MGT312 - Chapters Outline v3

MGT312 Chapter 1 OUTLINE
SPOTLIGHT on Sustainability
1. BUSINESS AND SOCIETY

A. Business: Defined
B. Society: Defined
2. SOCIETY AS THE MACROENVIRONMENT

 Macroenvironment
 Economic Environment
 Social Environment
 Political Environment
 Technological Environment
3. A PLURALISTIC SOCIETY
 Pluralism Figure 1-1
A. Pluralism Has Strengths and Weaknesses
B. Multiple Publics, Systems, and Stakeholders Figure 1-2
4. A SPECIAL-INTEREST SOCIETY
 Nongovernmental Organizations (NGOs)
5. BUSINESS CRITICISM AND CORPORATE RESPONSE

A. Factors in the Social Environment
1. Affluence and Education Figure 1-3
2. Awareness through Television, Movies, the Internet, and Social Media
a. 24/7 News and Investigative Programs
b. Prime-Time Television Programs
c. Commercials
d. Movies
e. Social Media
3. Revolution of Rising Expectations Figure 1-4
4. Entitlement Mentality
5. Rights Movement
6. Victimization Philosophy
ETHICS IN PRACTICE CASE Working for my Cup or The House
B. A General Criticism of Business: Use and Abuse of Power

1. Levels of Power
2. Spheres of Power Figure 1-5
ETHICS IN PRACTICE CASE Is Business Power too Great
C. Balancing Power with Responsibility

1. Iron Law of Responsibility
D. Business’s Response: Concern and a Changing Social Contract

1. Social Contract Figure 1-6
1
6. FOCUS OF THE BOOK
A. Managerial Approach
1. Urgent versus Enduring Issues
B. Business Ethics Theme

C. Sustainability Theme
 Sustainable Development
D. Stakeholder Management Theme
7. Structure of the Book Figure 1-7
SUMMARY \ Key Terms \ Discussion Questions
2
1. CORPORATE SOCIAL RESPONSIBILITY (CSR) AS A CONCEPT

 Allegations Against Business
 CSR Early Definitions
 Business Criticism Social Response Cycle Figure 2-1
 Corporate Social Responsibility Related Concepts Figure 2-1
B. Historical Perspective on CSR

C. Adaptations of the Economic Model
D. Evolving Meanings of CSR
E. A Four-Part Definition of CSR Figure 2-3
1. Economic Responsibilities
2. Legal Responsibilities
3. Ethical Responsibilities
4. Philanthropic Responsibilities
E. The Pyramid of Corporate Social Responsibility Figure 2-4

1. Pyramid as a Unified Whole
2. CSR Pyramid Is a Dynamic, Sustainable Stakeholder Model
3. Ethics Permeates and Global Applications
F. CSR in Practice
1. Activities of Socially Responsible Firms Figure 2-5
2. Rise of CSR Exemplar Firms
2. TRADITIONAL ARGUMENTS AGAINST AND FOR CSR

A. Arguments against CSR
B. Arguments in Support of CSR
C. The Business Case for CSR
3. AGES AND STAGES OF CSR
4. CSR GREENWASHING
5. POLITICAL CSR
6. CORPORATE SOCIAL RESPONSIVENESS
7. CORPORATE SOCIAL PERFORMANCE
A. Carroll’s CSP Model Figure 2-7
B. Wartick and Cochran’s CSP Extensions
8. CORPORATE CITIZENSHIP
A. Broad and Narrow Views
B. Stages of Corporate Citizens Figure 2-9
C. Global Corporate Citizenship
D. CSR and Corporate Citizenship Awards by Business Media
9. THE SOCIAL PERFORMANCE AND FINANCIAL PERFORMANCE RELATIONSHIP
A. Three Perspectives on the Social-Financial-Reputation Relationship Figure 2-10
1. Perspective 1: Socially responsible firms are more financially profitable.
2. Perspective 2: A firm’s financial performance is a driver of its social performance.
3
3. Perspective 3: There is an interactive relationship between and among
social performance, financial performance, and corporate reputation.
10. SUSTAINABILITY—PROFITS, PEOPLE, PLANET
A. Creating Shared Value and Conscious Capitalism
11. SOCIALLY RESPONSIBLE, SUSTAINABLE, ETHICAL INVESTING
4
1. ORIGINS OF THE STAKEHOLDER CONCEPT
E. What is the Stake in Stakeholder?
F. What is a Stakeholder? Figure 3-1
2. WHO ARE BUSINESS’S STAKEHOLDERS?
A. Three Views of the Firm: Production, Managerial, and Stakeholder Figures 3-2
\ 3-3
B. Primary and Secondary Stakeholders
C. Important Stakeholder Attributes: Legitimacy, Power, Urgency Figure 3-
4
3. S TAKEHOLDER APPROACHES: STRATEGIC, MULTIFIDUCIARY, AND
SYNTHESIS
4. THREE VALUES OF THE STAKEHOLDER MODEL
A. Descriptive Value
B. Instrumental Value
C. Normative Value
5. STAKEHOLDER MANAGEMENT: FIVE KEY QUESTIONS
A. Who Are the Organization’s Stakeholders? Figure 3-5 \ Figure 3-6
1. McDonald’s Continuing Experience
2. Wool Industry under Fire
B. What Are Our Stakeholders’ Stakes?

1. Nature or Legitimacy of a Group’s Stakes
2. Power of a Group’s Stakes
3. Subgroups within a Generic Group
C. What Opportunities and Challenges Do Our Stakeholders Present?

1. Potential for Cooperation or Threat
D. What Responsibilities Does a Firm Have toward Its Stakeholders? Figure

3-7
E. What Strategies or Actions Should Management Take?
1. Type 1: Supportive Stakeholder
2. Type 2: Marginal Stakeholder
3. Type 3: Nonsupportive Stakeholder
4. Type 4: Mixed-Blessing Stakeholder
5. Tapping Expertise of Stakeholders
6. EFFECTIVE STAKEHOLDER MANAGEMENT
A. Stakeholder Thinking
B. Developing a Stakeholder Culture
C. Stakeholder Management Capability
D. Stakeholder Engagement
1. Ladder of Stakeholder Engagement
2. Transparency
3. Engaging on Sustainability
4. Stakeholder Dialogue
5
E. The Stakeholder Corporation
F. Principles of Stakeholder Management
7. STRATEGIC STEPS TOWARD GLOBAL STAKEHOLDER MANAGEMENT

A. Implementation
6
1. LEGITIMACY AND CORPORATE GOVERNANCE

A. The Purpose of Corporate Governance
B. Components of Corporate Governance
1. Roles of Four Major Groups
2. Separation of Ownership from Control
2. PROBLEMS IN CORPORATE GOVERNANCE

A. The Need for Board Independence
B. Issues Surrounding Compensation
1. The CEO Pay-Firm Performance Relationship
2. Excessive CEO Pay
3. Executive Retirement Plans and Exit Packages
4. Outside Director Compensation
5. Transparency
C. The Governance Impact of the Market for Corporate Control

1. Poison Pills
2. Golden Parachutes
D. Insider Trading
3. IMPROVING CORPORATE GOVERNANCE

A. Legislative Efforts
B. Changes in Boards of Directors
C. Board Diversity
D. Outside Directors
E. Use of Board Committees
F. The Board’s Relationship with the CEO
G. Board Member Liability
4. THE ROLE OF SHAREHOLDERS

A. Shareholder Democracy
5. THE ROLE OF THE SEC
6. SHAREHOLDER ACTIVISM
A. The History of Shareholder Activism
B. Shareholder Resolutions
C. Shareholder Lawsuits
7. INVESTOR RELATIONS AND SHAREHOLDER ENGAGEMENT
8. AN ALTERNATIVE MODEL OF CORPORATE GOVERNANCE
7
1. STRATEGIC MANAGEMENT AND CORPORATE PUBLIC POLICY

D. Relationship of Ethics to Strategic Management
2. FOUR KEY STRATEGY LEVELS

A. Four Strategy Levels Described
1. Enterprise-Level Strategy
2. Corporate-Level Strategy
3. Business-Level Strategy
4. Functional-Level Strategy
B. Emphasis on Enterprise-Level Strategy

1. Social Entrepreneurship
2. The Benefit Corporation
3. Importance of Core Values
4. Other Manifestations of Enterprise-Level Strategic Thinking
3. THE STRATEGIC MANAGEMENT PROCESS

A. Strategic Corporate Social Responsibility
1. Porter and Kramer Framework
B. Measuring Sustainable Corporate Performance

1. Sustainability Reporting
2. Ceres
3. Global Reporting Initiative
4. PUBLIC AFFAIRS AS A PART OF STRATEGIC MANAGEMENT
5. THE CORPORATE PUBLIC AFFAIRS FUNCTION TODAY

A. PA’s Place at the Table
B. Future of Corporate PA in the 21st Century
8
1. THE RELATIONSHIPS BETWEEN RISK, ISSUE, AND CRISIS MANAGEMENT
2. RISK MANAGEMENT
A. Risk Management and Sustainability
3. ISSUE MANAGEMENT
A. A Portfolio Approach
B. Issue Definition and the Issue Management Process

1. Model of the Issue Management Process
2. Identification of Issues
3. Issue Selling and Buying
4. Analysis of Issues
5. Ranking or Prioritization of Issues
6. Formulation and Implementation of Responses
7. Evaluation, Monitoring, and Control
C. Issue Development Process

1. Illustrations of Issue Development
D. Issue Management in Practice
4. CRISIS MANAGEMENT
A. The Nature of Crises
1. Types of Crises
2. Four Crisis Stages

a. Prodromal Crisis Stage
b. Acute Crisis Stage
c. Chronic Crisis Stage
d. Crisis Resolution Stage
B. Managing Business Crises

1. Five Practical Steps in Managing Crises
a. First: Identifying Areas of Vulnerability
b. Second: Develop a Plan for Dealing with Threats
c. Third: Forming Crisis Teams
d. Fourth: Simulating Crisis Drills
e. Fifth: Learning from Experience
C. Crisis Communications
D. Successful Crisis Management

1. Being Prepared for Crisis
2. Learning from Crisis
3. A Successful Crisis Management Example
9
10
1. THE PUBLIC’S OPINION OF BUSINESS ETHICS

A. Are the Media Reporting Business Ethics More Vigorously?
B. Is It Society that Is Changing?
2. BUSINESS ETHICS: SOME BASIC CONCEPTS

A. Descriptive versus Normative Ethics
B. The Conventional Approach to Business Ethics
C. Ethics and the Law
D. Making Ethical Judgments
3. ETHICS, ECONOMICS, AND LAW – A VENN MODEL
4. THREE MODELS OF MANAGEMENT ETHICS

A. Immoral Management
1. Operating Strategy
2. Illustrative Cases
a. Enron
b. Everyday Questionable Practices
B. Moral Management
a. Integrity Strategy
b. Habits of Moral Leaders
c. Positive Ethical Behaviors
d. Navistar
e. Merck
C. Amoral Management
1. Intentional Amoral Management
2. Unintentional Amoral Management

a. Unconscious Biases
b. Compliance Strategy
c. Examples
d. Nestlé
e. Sears
5. Two Hypotheses Regarding the Models of Management Morality

f. Population Hypothesis
g. Individual Hypothesis
h. Amoral Management Is a Serious Organizational Problem
11
5. MAKING MORAL MANAGEMENT ACTIONABLE
6. DEVELOPING MORAL JUDGMENT

A. Levels of Moral Development
1. Level 1: Preconventional Level
2. Level 2: Conventional Level
3. Level 3: Postconventional, Autonomous, or Principled Level
4. Ethics of Care Alternative to Kohlberg
B. Different Sources of a Person’s Values

1. Sources External to the Organization: The Web of Values
a. Religious Values
b. Philosophical Values
c. Cultural Values
d. Legal Values
e. Professional Values
2. Sources Internal to the Organization
7. ELEMENTS OF MORAL JUDGMENT

A. Moral Imagination
B. Moral Identification and Ordering
C. Moral Evaluation
D. Tolerance of Moral Disagreement and Ambiguity
E. Integration of Managerial and Moral Competence
F. A Sense of Moral Obligation
12
1. ETHICS ISSUES ARISE AT DIFFERENT LEVELS

A. Personal Level
B. Managerial and Organizational Levels
C. Industry or Profession Level
D. Societal and Global Levels
2. MANAGERIAL ETHICS AND ETHICAL PRINCIPLES

A. Principles Approach to Ethics
1. What is an Ethics Principle?
2. Types of Ethical Principles or Theories
3. Principle of Utilitarianism
4. Kant’s Categorical Imperative
5. Principle of Rights
6. Principle of Justice
7. Ethical Due Process
8. Rawle's Principle of Justice
9. Ethics of Care
10. Virtue Ethics
11. Servant Leadership
12. The Golden Rule
B. Ethical Tests Approach to Decision Making

1. Test of Common Sense
2. Test of One’s Best Self
3. Test of Making Something Public (Disclosure Rule)
4. Test of Ventilation
5. Test of Purified Idea
6. Test of the Big Four
7. Gag Test
8. Use Several Tests in Combination
3. MANAGING ORGANIZATIONAL ETHICS

A. Factors Affecting the Organization’s Moral Climate
1. Pressures Exerted on Employees by Superiors
B. Improving the Organization’s Ethical Culture

1. Compliance versus Ethics Orientation
4. BEST PRACTICES FOR IMPROVING AN ORGANIZATION’S ETHICS

A. Top Management Leadership (Moral Management)
a. Weak Ethical Leadership
b. Strong Ethical Leadership
c. Two Pillars of Leadership
B. Effective Communication of Ethical Messages
C. Ethics and Compliance Programs and Officers
13
1. Ethics and Compliance Officers
D. Setting Realistic Objectives
E. Ethical Decision-Making Processes

1. An Ethics Screen
2. Ethics Check
3. Ethics Quick Test
F. Codes of Ethics or Conduct

1. Metaphors for Perceiving Codes
G. Disciplining Violators of Ethics Standards
H. Ethics “Hotlines” and Whistle-Blowing Mechanisms
I. Business Ethics Training

(a) Business Roundtable Institute for Corporate Ethics
J. Ethics Audits and Risk Assessments
K. Corporate Transparency
L. Board of Director Leadership and Oversight
5. BEHAVIORAL ETHICS—TOWARD A DEEPER UNDERSTANDING
6. MORAL DECISIONS, MANAGERS, AND ORGANIZATIONS
14
1. THE NEW WORLD OF BIG DATA

A. Social Media
B. Surveillance
2. TECHNOLOGY AND THE TECHNOLOGICAL ENVIRONMENT
3. CHARACTERISTICS OF TECHNOLOGY
A. Benefits, Costs, and Challenges
4. TECHNOLOGY AND ETHICS

1. Two Key Issues
5. INFORMATION TECHNOLOGY
A. E-Commerce as a Pervasive Technology
1. Online Scams
B. Ongoing Issues in E-Commerce Ethics
C. Invasion of Consumer Privacy via E-Commerce

1. Government’s Involvement in Internet Privacy Protection
2. Business Initiatives with Consumer Privacy Protection

a. Ethical Leadership
b. Privacy Policies
c. Chief Privacy Officers
d. Data Security
3. Questionable Businesses and Practices

a. Illegal Downloading
b. Monitoring Technology
B. The Workplace and Computer Technology

1. Biometrics
2. Robotics
3. Artificial Intelligence
4. Cell Phones and Texting
5. Unethical Activities by Employees
6. Company Actions
6. BIOTECHNOLOGY
A. Bioethics
B. Genetic Engineering
1. Stem Cell Research
2. Cloning
3. Cloning Animals for Food
4. Genetic Testing and Profiling
15
C. Genetically Modified Organisms (GMOs)
1. Labeling of GMOs
16
1. BUSINESS CHALLENGES IN A GLOBAL ENVIRONMENT
2. ETHICAL ISSUES IN THE GLOBAL BUSINESS ENVIRONMENT

A. Questionable Marketing and Plant Safety Practices
1. The Infant Formula Controversy
2. Plant Safety and the Bhopal Tragedy

a. Factory Fire and Building Collapse in Bangladesh
B. Human Rights, Sweatshops, and Labor Abuses

1. Fair Labor Association (FLA)
2. Social Accountability 8000 (SA8000)
3. Individual Company Initiatives
4. Alien Tort Claims Act and Human Rights Violations
C. Corruption, Bribery, and Questionable Payments

1. Debates about Bribery
2. The Foreign Corrupt Practices Act (FCPA)
3. The Growing Anticorruption Movement

a. Transparency International
4. Corruption Perception Index (CPI)
5. Bribe Payers Index (BPI)

a. OECD Antibribery Initiatives
b. UN Convention Against Corruption (UNCAC)
c. Individual Country Initiatives
3. IMPROVING GLOBAL BUSINESS ETHICS

A. Balancing and Reconciling the Ethics Traditions of Home and Host Countries
1. Ethical Imperialism
2. Cultural Relativism
B. Strategies for Improving Global Business Ethics
1. Global Codes of Conduct

a. Corporate Global Codes
b. The GBS Codex
c. Global Codes Created by International Organizations
2. Ethics and Global Strategy

a. Levi Strauss & Co.
b. Starbucks
3. Suspension of Activities
17
4. Ethical Impact Statements and Audits
B. Corporate Action against Corruption
18
19
20
21
22
23
24
25
26
27
28
29

MGT312 - Chapters Outline v3

Hochgeladen von

Dokumentinformationen

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

MGT312 - Chapters Outline v3

Hochgeladen von

Copyright:

Verfügbare Formate

MGT312 Chapter 1 OUTLINE

1. BUSINESS AND SOCIETY

2. SOCIETY AS THE MACROENVIRONMENT

5. BUSINESS CRITICISM AND CORPORATE RESPONSE

ETHICS IN PRACTICE CASE Working for my Cup or The House

B. A General Criticism of Business: Use and Abuse of Power

ETHICS IN PRACTICE CASE Is Business Power too Great

C. Balancing Power with Responsibility

D. Business’s Response: Concern and a Changing Social Contract

B. Business Ethics Theme

D. Stakeholder Management Theme

7. Structure of the Book Figure 1-7

SUMMARY \ Key Terms \ Discussion Questions

1. CORPORATE SOCIAL RESPONSIBILITY (CSR) AS A CONCEPT

B. Historical Perspective on CSR

E. The Pyramid of Corporate Social Responsibility Figure 2-4

2. TRADITIONAL ARGUMENTS AGAINST AND FOR CSR

B. What Are Our Stakeholders’ Stakes?

C. What Opportunities and Challenges Do Our Stakeholders Present?

D. What Responsibilities Does a Firm Have toward Its Stakeholders? Figure

7. STRATEGIC STEPS TOWARD GLOBAL STAKEHOLDER MANAGEMENT

SUMMARY \ Key Terms \ Discussion Questions

1. LEGITIMACY AND CORPORATE GOVERNANCE

2. PROBLEMS IN CORPORATE GOVERNANCE

C. The Governance Impact of the Market for Corporate Control

3. IMPROVING CORPORATE GOVERNANCE

4. THE ROLE OF SHAREHOLDERS

5. THE ROLE OF THE SEC

7. INVESTOR RELATIONS AND SHAREHOLDER ENGAGEMENT

8. AN ALTERNATIVE MODEL OF CORPORATE GOVERNANCE

SUMMARY \ Key Terms \ Discussion Questions

1. STRATEGIC MANAGEMENT AND CORPORATE PUBLIC POLICY

2. FOUR KEY STRATEGY LEVELS

B. Emphasis on Enterprise-Level Strategy

3. THE STRATEGIC MANAGEMENT PROCESS

B. Measuring Sustainable Corporate Performance

4. PUBLIC AFFAIRS AS A PART OF STRATEGIC MANAGEMENT

5. THE CORPORATE PUBLIC AFFAIRS FUNCTION TODAY

SUMMARY \ Key Terms \ Discussion Questions

1. THE RELATIONSHIPS BETWEEN RISK, ISSUE, AND CRISIS MANAGEMENT

B. Issue Definition and the Issue Management Process

C. Issue Development Process

D. Issue Management in Practice

2. Four Crisis Stages

B. Managing Business Crises

D. Successful Crisis Management

1. THE PUBLIC’S OPINION OF BUSINESS ETHICS

2. BUSINESS ETHICS: SOME BASIC CONCEPTS

3. ETHICS, ECONOMICS, AND LAW – A VENN MODEL

4. THREE MODELS OF MANAGEMENT ETHICS

2. Unintentional Amoral Management

5. Two Hypotheses Regarding the Models of Management Morality

6. DEVELOPING MORAL JUDGMENT

B. Different Sources of a Person’s Values

2. Sources Internal to the Organization

7. ELEMENTS OF MORAL JUDGMENT

SUMMARY \ Key Terms \ Discussion Questions

1. ETHICS ISSUES ARISE AT DIFFERENT LEVELS

2. MANAGERIAL ETHICS AND ETHICAL PRINCIPLES

B. Ethical Tests Approach to Decision Making

3. MANAGING ORGANIZATIONAL ETHICS

B. Improving the Organization’s Ethical Culture

4. BEST PRACTICES FOR IMPROVING AN ORGANIZATION’S ETHICS

B. Effective Communication of Ethical Messages