fdm mgmt unit 2 culture and ethics

7/25/2019 Fdm Mgmt Unit 2 Culture and Ethics

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Fundamentals of ManageDMG 1043

Megatech International College


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Learning Outcomes

Understand and explain the natureand purpose

of management Describe the structure and level of

management in organizations Identify the function of leadership,organizing, controlling andplanning in an organization

Prepare on forming the strategicgoal, setting objectives andimplementing and executing thestrategy

mphasis on issues related toMegatech International College


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Recommended Texts

Roins ! Decen"o #$010% Fundamentalsof Management, 7thed &rentice 'all

Daft R #$00(% The New Era ofManagement International edition)Thomson *outh+,estern

Da-id C Thomas Essentials of

International Management ) 1st

ed) *.G/&ulications

*lides Roins ! Decen"o #$010%

Fundamentals of Management, 7thedMegatech International College


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U"I# $ % &'"'(I"( I" )UL#U*'L'"D #+I)'L "I*O"&"#


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$(

Three ,a-es That Changed

the ,orld .griculture 2ntil the late nineteenth centur) alleconomies ere agrarian5

Industriali"ation

From the late 1600s until the 17(0s) mostde-elo8ed countries mo-ed from agrariansocieties to industrial societies5

Information

Information technolog is transforming societfrom its manufacturing focus to one of ser-ice5


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$9

The Changing /conom

Old conomy

:ational orders ser-e to limitcom8etition

Technolog reinforces rigidhierarchies and limits access

to information ;o o88ortunities are for lue+

collar industrial orrms

Customer needs dri-e usiness


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*ociet and =usiness

*ocial res8onsiilit . >rm?s oligation) eond that re@uired

the la and economics) to 8ursue long+term

goals that are ene>cial to societ *ocial oligation

The oligation of a usiness to meet itseconomic and legal res8onsiilities and no

more *ocial res8onsi-eness

The ailit of a >rm to ada8t to changingsocietal conditions


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.rguments for and against *ocial Res8onsiilit

'rguments for. &ulic ex8ectations Aong+run 8ro>ts /thical oligation &ulic image =etter en-ironment Discouragement of further

go-ernment regulation =alance of res8onsiilit

and 8oer *toc


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*ociet?s /x8ectations

from rgani"ations andManagers Managers regularl ma


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Relationshi8 =eteen *ocial

Res8onsiilit and /conomic&erformance Research studies sho 8ositi-e

relationshi8

General 8ulic 8erce8tion that com8aniesho eha-e in a sociall res8onsile aha-e etter usiness 8erformance


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Managers =ecoming More

*ociall Res8onsile It is the collecti-e eha-iour and actionsof managers that ma


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/thics and =usiness

/thics . set of rules or 8rinci8les that de>nes right

and rong conduct

Code of ethics . formal document that states an

organi"ation?s 8rimar -alues and the ethicalrules it ex8ects managers and o8erati-es to

follo 2suall ritten

Must state in detail acce8tale eha-ioursand actions


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Three Bies of /thics

2tilitarian -ie of ethics Ma


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Moral De-elo8ment

Is a measure of an indi-idual?sinde8endence as hisher moral Eudgment

ecomes less and less de8endent onoutside inuences

*tages start ith ma


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Moral De-elo8ment

#continued% .s de-elo8ment e-ol-es) moral Eudgment

is less de8endent on outside factors

Indi-iduals ith highl+de-elo8ed moralde-elo8ment can mane moral 8rinci8les se8arate froman authorit


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Balues

=asic con-ictions aout hat is right androng

Inuence ethical eha-iour

Balues are de-elo8ed in earl ears


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?rgani=ational 0actors That Affect >thical

And !nethical Beha"iour

ModeratorsEthical/Unethical

Behaviour

Organizational

Culture

StructuralVariables

Roins et al., 0undamentals of Management, )th 9anadian >dition

C7DD2 $earson >ducation 9anada, Enc.03 Pearson Education Canada Inc


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eterminants ?f Essue Entensit@ >Fhiit 7.*

Roins et al., 0undamentals of Management, )th 9anadian >dition

C7DD2 $earson >ducation 9anada, Enc.

ation Canada Inc

Source: Management,Se"enth 9anadian >dition, @ Stephen $.

Roins, Mar@ 9oulter, and Roin Stuart5-ot=e, page &&. 9op@right C

7DD. Reprinted @ permission of $earson >ducation 9anada Enc.


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=usinesses Im8ro-ing

/thical =eha-iour *trong em8hasis on cor8oratego-ernance

Com8anies refocusing eorts on usinessethics

:e legislation to hold oards ofdirectors more accountale


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Managers Im8ro-ing

/thical =eha-iour 'ire indi-iduals ith high ethicalstandards

/stalish codes of ethics anddecision rules

Aead exam8le

/continued0


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Managers Im8ro-ing

/thical =eha-iour#continued% Delineate Eo goals and8erformance re-ie mechanisms

&ro-ide ethics training Conduct social audits

&ro-ide su88ort to indi-iduals

facing ethical dilemmas


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Management

Res8onsiilit Relating toCodes of /thics If 8ossile) de-elo8 codes ith acti-ein-ol-ement of e-erone in theorgani"ation

.ll le-els of management must su88ortand continuall reaHrm the im8ortance

Consistentl disci8line those ho reaxed laor cost during a s8eci>ed 8eriod

Contract or


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Ma


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*ha8ing a Customer+Res8onsi-e

Culture


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Increased Concerns for

ualit Continuous im8ro-ement rgani"ational commitment to constantl

im8ro-ing the @ualit of a 8roduct or ser-ice

;ose8h ;uran ,5 /dards Deming

Nai"enThe ;a8anese term for an organi"ation

committed to continuous im8ro-ement ,or< 8rocess engineering

Radical or @uantum change in anorgani"ation


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*ummar

Concerns aout social res8onsiilit andmanagerial ethics are groing

/ntre8reneurshi8 ste8s in-ol-ed

Di-ersit of the or


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! .

1uestion and 'ns-er 2ession



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:ext Aecture

2:IT 3 D/CI*I: M.NI:G


fdm mgmt unit 2 culture and ethics

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