管理学课件第5章SocialResponsibilityandManageria

5–1CorporateSocialResponsibility(CSR)CorporateCitizenshipConcepts•Corporatesocialresponsibility–emphasizesobligationandaccountabilitytosociety•Corporatesocialresponsiveness–emphasizesaction,activity•Corporatesocialperformance–emphasizesoutcomes,results5–2社会义务、社会响应、社会责任•社会义务(socialobligation)：企业在追求经济利益同时尽了法律要求的义务。•社会响应(socialresponsiveness)：企业响应社会公认的价值准则，优先处理最受社会关注的事务的能力。--满足普遍性的社会需求,但未从长远角度考虑(社会呼吁)•社会责任(socialresponsibility)：企业在追求经济利益同时也追求有利于社会长远目标的义务。社会义务社会责任社会响应5–3CorporateSocialResponsibility(CSR)Carroll’sFourPartDefinition•CSRencompassestheeconomic,legal,ethicalanddiscretionary(philanthropic)expectationsthatsocietyhasoforganizationsatagivenpointintime5–4CorporateSocialResponsibility(CSR)Carroll’sFourPartDefinitionUnderstandingtheFourComponentsResponsibilitySocietalExpectationExamplesEconomicRequiredBeprofitable.Maximizesales,minimizecosts,etc.LegalRequiredObeylawsandregulations.EthicalExpectedDowhatisright,fairandjust.Discretionary(Philanthropic)Desired/ExpectedBeagoodcorporatecitizen.5–5PyramidofCSR5–6CorporateSocialResponsibility(CSR)CSRinEquationFormIstheSumof:EconomicResponsibilities(Makeaprofit)LegalResponsibilities(Obeythelaw)EthicalResponsibilities(Beethical)PhilanthropicResponsibilities(Goodcorporatecitizen)CSR5–7CorporateSocialResponsibility(CSR)ArgumentsFor•Addressessocialissuesbusinesscausedandallowsbusinesstobepartofthesolution•Protectsbusinessself-interest•Limitsfuturegovernmentintervention•Addressesissuesbyusingbusinessresourcesandexpertise•Addressesissuesbybeingproactive5–8CorporateSocialResponsibility(CSR)ArgumentsAgainst•Restrictsthefreemarketgoalofprofitmaximization•Businessisnotequippedtohandlesocialactivities•Dilutestheprimaryaimofbusiness•Increasebusinesspower•Limitstheabilitytocompeteinaglobalmarketplace5–9CorporateSocialPerformanceCarroll’sCSPmodelintegrateseconomicconcernsintoasocialperformanceframework5–10CorporateSocialPerformanceNonacademicResearch•Fortune'srankingofmostandleastadmiredcorporations•CouncilonEconomicPrioritiesCorporateConscienceAwards•BusinessEthicsMagazineAwards•WalkerInformation’sResearchontheimpactofsocialresponsibility5–11CorporateCitizenshipCorporatecitizenshipembracesallthefacetsofcorporatesocialresponsibility,responsivenessandperformance5–12Social—andFinancial—PerformanceGoodCorporateSocialPerformancePerspective1:CSPDrivestheRelationshipGoodCorporateFinancialPerformanceGoodCorporateReputationGoodCorporateFinancialPerformancePerspective2:CFPDrivestheRelationshipGoodCorporateSocialPerformanceGoodCorporateReputationGoodCorporateSocialPerformancePerspective3:InteractiveRelationshipAmongCSP,CFP,andCRGoodCorporateFinancialPerformanceGoodCorporateReputation5–13有关社会责任的两种相反的观点•斯蒂芬在《管理学》中提出两种社会责任观点。•古典观•社会经济观5–14WhatIsSocialResponsibility?•TheClassicalView（古典观）Management’sonlysocialresponsibilityistomaximizeprofits(createafinancialreturn)byoperatingthebusinessinthebestinterestsofthestockholders(ownersofthecorporation).Expendingthefirm’sresourcesondoing“socialgood”unjustifiablyincreasescoststhatlowerprofitstotheownersandraisespricestoconsumers.5–15WhatIsSocialResponsibility?(cont’d)•TheSocioeconomicView（社会经济观）Management’ssocialresponsibilitygoesbeyondmakingprofitstoincludeprotectingandimprovingsociety’swelfare.Corporationsarenotindependententitiesresponsibleonlytostockholders.Firmshaveamoralresponsibilitytolargersocietytobecomeinvolvedinsocial,legal,andpoliticalissues.“Todotherightthing”5–16FromObligationtoResponsivenesstoResponsibility•SocialObligation（社会义务）Theobligationofabusinesstomeetitseconomicandlegalresponsibilitiesandnothingmore.•SocialResponsiveness（社会响应）Thecapacityofafirmtoadapttochangingsocietalconditionsthroughthepracticaldecisionsofitsmanagersinrespondingtoimportantsocialneeds.•SocialResponsibility（社会责任）Afirm’sobligationsasamoralagentextendsbeyonditslegalandeconomicobligations,tothepursuitoflong-termgoalsthataregoodforsociety.5–17DoesSocialResponsibilityPay?•Studiesappeartoshowapositiverelationshipbetweensocialinvolvementandtheeconomicperformanceoffirms.Difficultiesindefiningandmeasuring“socialresponsibility”and“economicperformanceraiseissuesofvalidityandcausationinthestudies.Mutualfundsusesocialscreeningininvestmentdecisionslightlyoutperformedothermutualfunds.•Ageneralconclusionisthatafirm’ssocialactionsdonotharmitslong-termperformance.5–18TheGreeningofManagement•Therecognitionofthecloselinkbetweenanorganization’sdecisionandactivitiesanditsimpactonthenaturalenvironment.Globalenvironmentalproblemsfacingmanagers:Air,water,andsoilpollutionfromtoxicwastesGlobalwarmingfromgreenhousegasemissionsNaturalresourcedepletion5–19HowOrganizationsGoGreen•Legal(ofLightGreen)ApproachFirmssimplydowhatislegallyrequiredbyobeyinglaws,rules,andregulationswillinglyandwithoutlegalchallenge.•MarketApproachFirmsrespondtothepreferencesoftheircustomersforenvironmentallyfriendlyproducts.•StakeholderApproachFirmsworktomeettheenvironmentaldemandsofmultiplestakeholders—employees,suppliers,andthecommunity.•ActivistApproachFirmslookforwaystorespectandpreserveenvironm