Chapter 3-Managing Ethics and Diversity.ppt

CHAPTER THREE MANAGING ETHICS AND DIVERSITY Instructor: Ms. Rachelle Oliver Learning Objectives LO1 Illustrate how ethics help managers determine the right or proper way to behave when dealing with different stakeholder groups LO2 Explain why managers should strive to create ethical organizational...

CHAPTER THREE MANAGING ETHICS AND DIVERSITY Instructor: Ms. Rachelle Oliver Learning Objectives LO1 Illustrate how ethics help managers determine the right or proper way to behave when dealing with different stakeholder groups LO2 Explain why managers should strive to create ethical organizational cultures LO3 Appreciate the increasing diversity of the workforce and of the organization environment 3-2 Learning Objectives (cont.) LO4 Grasp the central role that managers play in the effective management of diversity LO5 Understand why the effective management of diversity is both an ethical and business imperative LO6 Understand the two major forms of sexual harassment and how they can be eliminated 3-3 The Nature of Ethics • Ethical Dilemma – The quandary people find themselves in when they have to decide if they should act in a way that might help another person even though doing so might go against their own self-interest 3-4 The Nature of Ethics • Ethics – The inner-guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the “right” or appropriate way to behave 3-5 Stakeholders and Ethics • Stakeholders – The people and groups that supply a company with its productive resources and so have a claim on and stake in the company 3-6 Types of Company Stakeholders Figure 3.1 3-7 Stockholders • Want to ensure that managers are behaving ethically and not risking investors’ capital by engaging in actions that could hurt the company’s reputation • Want to maximize their return on investment 3-8 Managers • Responsible for using a company’s financial capital and human resources to increase its performance • Have the right to expect a good return or reward by investing their human capital to improve a company’s performance • Frequently juggle multiple interests 3-9 Employees • Companies can act ethically toward employees by creating an occupational structure that fairly and equitably rewards employees for their contributions 3-10 Suppliers and Distributors • Suppliers expect to be paid fairly and promptly for their inputs • Distributors expect to receive quality products at agreed-upon prices 3-11 Customers • Most critical stakeholder • Company must work to increase efficiency and effectiveness in order to create loyal customers and attract new ones 3-12 Community, Society, and Nation • Refers to physical locations like towns or cities or to social milieus like ethnic neighborhoods in which companies are located • Provides a company with the physical and social infrastructure that allows it to operate 3-13 Ethical Decision Making Figure 3.2 3-14 Why should managers behave ethically? The relentless pursuit of self-interest can lead to a collective disaster when one or more people start to profit from being unethical because this encourages other people to act in the same way 3-15 Some Effects of Ethical/Unet hical Behavior Figure 3.3 3-16 Why should managers behave ethically? • Trust – Willingness of one person or group to have faith or confidence in another person’s goodwill, even though this puts them at risk • Reputation – esteem or high repute that individuals or organizations gain when they behave ethically 3-17 Determinants of Ethics Figure 3.4 3-18 Ethical Organizational Cultures • Managers can ensure that important ethical values and norms are key features of an organization’s culture • Managers become ethical role models whose behavior is scrutinized by their subordinates 3-19 Ethical Organizational Cultures • Ethics Ombudsman – An ethics officer who monitors an organization’s practices and procedures to be sure they are ethical 3-20 The Increasing Diversity of the Workforce and the Environment • Diversity – Differences among people in age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, and capabilities/disabilities 3-21 Diversity Concerns • The ethical imperative for equal opportunity • Effectively managing diversity can improve organizational effectiveness • The continuing bias toward diverse individuals 3-22 Diversity Concerns • Glass ceiling – A metaphor alluding to the invisible barriers that prevent minorities and women from being promoted to top corporate positions 3-23 Sources of Diversity in the Workplace Figure 3.6 3-24 Workforce Diversity: Age • Aging U.S. Population – By 2030, 20 percent of the population will be over 65 • Federal Age Discrimination Laws – 1964Title VII of the Civil Rights Act of 1964 – 1967Age Discrimination in Employment Act 3-25 Workforce Diversity: Gender • Women in the Work Place – U.S. workforce is 46.5 % percent female – Women’s weekly median earnings are $572 compared to $714 for men. – Women hold only 16% of corporate officer positions 3-26 Workforce Diversity: Religion • Accommodation for Religious Beliefs – Scheduling of critical meetings – Providing flexible time off for holy days – Posting holy days for different religions on the company calendar 3-27 Workforce Diversity: Capabilities and Disabilities • Disability Issues – Providing reasonable accommodations for individuals with disabilities – Promoting a nondiscriminatory workplace environment – Educating the organization about disabilities and AIDS 3-28 Workforce Diversity: Socioeconomic Background • Socioeconomic Background Issues – Widening diversity in income levels – Single mothers and the “working poor” – Child and elder care for working parents 3-29 Workforce Diversity: Sexual Orientation • Sexual Orientation Issues – Employment and workplace discrimination – Provision of domestic-partner benefits 3-30 Critical Managerial Roles • Managers have more influence than rank-and-file employees • When managers commit to diversity, it legitimizes diversity efforts of others 3-31 Forms of Sexual Harassment • Quid pro quo – Asking or forcing an employee to perform sexual favors in exchange for some reward or to avoid negative consequences 3-32 Forms of Sexual Harassment • Hostile work environment – Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone’s personal appearance, and other sex-related actions that make the work environment unpleasant. 3-33 Steps to Eradicate Sexual Harassment • Develop and clearly communicate a sexual harassment policy endorsed by top management • Use a fair complaint to investigate charges of sexual harassment 3-34 Steps to Eradicate Sexual Harassment • When it has been determined that sexual harassment has taken place, take corrective action as soon as possible • Provide sexual harassment education and training to all organizational members, including managers 3-35