第06章 管理社会责任和道德.pptVIP

* * * * * * * * * 以价值观为基础的管理 管理者建立、推行和实践组织共享价值观的一种管理方式 共享价值观的作用 指导管理者的决策和行动 塑造员工行为 影响营销效果 建立团队精神 企业共享价值观的要点 一个组织的价值观反映其雇员的决心和行动 * * * * * * * * * Social obligation, which reflects the classical view of social responsibility, is when a firm engages in social actions because of its obligation to meet certain economic and legal responsibilities. Social responsiveness is when a firm engages in social actions in response to some popular social need. Social responsibility is a business’s intention, beyond its economic and legal obligations, to pursue long-term goals that are good for society. Both of these reflect the socioeconomic view of social responsibility. Determining whether organizations should be socially involved can be done by looking at arguments for and against it. Other ways are to assess the impact of social involvement on a company’s economic performance and evaluate the performance of SRI funds versus non-SRI funds. We can conclude that a company’s social responsibility doesn’t appear to hurt its economic performance. * Green management is when managers consider the impact of their organization on the natural environment. Organizations can “go green” in different ways. The light green approach is doing what is required legally, which is social obligation. Using the market approach, organizations respond to the environmental preferences of their customers. Using the stakeholder approach, organizations respond to the environmental demands of multiple stakeholders. Both the market and stakeholder approaches can be viewed as social responsiveness. With an activist or dark green approach, an organization looks for ways to respect and preserve the earth and its natural resources, which can be viewed as social responsibility. Green actions can be evaluated by examining reports that companies compile about their environmental performance, by looking for compliance with global standards for environmental management (ISO 14000), and by using the Global 1