Lecture_5_chapter_5_1_2011_.ppt

Table 5.2, p 155 clearly shows that forms of socially responsible behaviour are linked to the ethical behaviour of managers in relation to stakeholders Three models of CSR: Corporate citizenship model (organisation engages in CSR without expectation of commercial return) Social contract model (managers believe there is a moral right to respect the moral rights of society) Enlightened self-interest model ( based on the belief that high degrees of CSR lead to competitive advantage through differentiating the company from its competitors, attracting greater market share) CSR (cont) CSR is about balancing economic, environmental, and social obligations The strength of an organisation’s commitment to CSR ranges from low to high: Obstructionist approach is lowest level of CSR. Managers behave unethically and illegally Defensive approach is a higher level, and involves managers behaving legally, and focusing on economic/profit-making decisions CSR (cont) Accommodative approach is a higher level again, with managers focusing on legal, economic, and societal obligations Proactive approach is highest level, and involves managers proactively embracing the need to behave in socially responsible ways, developing strategies to use organisational resources to meet needs of all (ie The Bodyshop) CSR (cont) Lectures to accompany Contemporary Management: Waddell, Jones, George (2nd edn) Chapter 5Attitudes, values, ethics and corporate social responsibility After studying this chapter, you should be able to: Describe the various personality traits that affect how managers think, feel, and behave Explain what values, attitudes, and ethics are and describe their impact on managerial action Appreciate how moods and emotions influence all members of an organisation Explain the relationship between ethics and the law Learning objectives Differentiate between the claims of the different stakeholder groups that are affected by managers and their companies’ actions Discuss some of the main