MAN 3025 Lecture Notes - Lecture 5: Corporate Social Responsibility, Radical Transparency, Mci Inc.
15 Oct 2018
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Chapter 3: the ma(cid:374)ager"s cha(cid:374)gi(cid:374)g work e(cid:374)(cid:448)iro(cid:374)(cid:373)e(cid:374)t & Different value systems: values, relatively permanent and deeply held underlying beliefs and attitudes that help deter(cid:373)i(cid:374)e a perso(cid:374)"s behavior. Toward customers: false or deceptive sales practices, submitting misleading invoices, fabricating product quality data. Toward employees: discrimating against employees, creating a hostile work environment, violating health and safety rules. Toward financiers: falsifying financial reports, breaching database controls, using confidential information. Toward suppliers: accepting favors or kickbacks, violating contract terms, paying without accurate records or invoices. Development: level 1: preconventional (resembles bottom 3 levels in social. Responbility pyramid: follows rules to avoid punishment; acts in own interest; Obedience for its own sake: self-interest, leader style: autocratic/coercive, employee behavior: task accomplishment, level 2: conventional (resembles bottom 3 levels in social. Responbility pyramid: lives up to expectations of others; fulfills duties and obligations of social system; upholds laws, societal expectations, leader style: guiding/encouraging, team-oriented, employee behavior: work group collaboration, level 3: postconventional (resembles philanthropic level in.
