ࡱ> WYV m,bjbj΀ 4^A$+/////CCC8{TtC''0CYooofff&&&&&&&W(*J&/fffff&//oo&fd/o/o&f&$| &o /Z(C%&&0''"%C+*C+$ & &&C+/2&fffffff&&fff''ffffC+fffffffff : File: ch09.rtf, Chapter 9, Organizational Ethics and Social Responsibility Fill in the Blank Organizations are finding that in the area of Corporate Social Responsibility (CSR), it is becoming increasingly difficult to separate ____________ organizational ethics from___________ social responsibility. Ans.: internal; external Response: See page 322 Difficulty: Medium CalPERS, the California Public Employees Retirement System pressures the companies it invests in to engage in good corporate governance and socially responsible practices in areas such as __________________ and _________________. Ans.: human rights and environmental responsibility Response: See p. 339 Difficulty: Difficult In the __________ perspective, social responsibility is seen as appropriate because it is the right thing to do. Ans: Duty-based Response: See page 325. Difficulty: Medium According to the Corporate Social Responsibilities (CSR) pyramid, the __________ responsibility is considered to be of primary importance to organizations. Ans: Economic Response: See page 329. Difficulty: Medium According to the Corporate Social Responsibilities (CSR) pyramid, the __________ responsibility is a societal expectation that is not necessarily codified into law. Ans: Ethical Response: See page 330. Difficulty: Medium 6. The three reasons that corporations should care about social responsibility are ___________, ________________ and _____________. Ans.: pragmatic reason, ethical reason, strategic reason Response: See page 322 Difficulty: Difficult 7. The _________ reason that corporations should care about social responsibility stands for the proposition that corporations must anticipate stakeholder concerns and act defensively to protect their reputation and viability. Ans.: pragmatic Response: See page 323 Difficulty: Medium 8. The ________ reason for corporate social responsibility argues that businesses, as part of society, have a responsibility to behave in the right way. Ans: ethical Response: See page 324 Difficulty: Easy 9. The __________ reason for CSR offers managers a stronger basis for making decisions about which stakeholders and social responsibility issues should garner their attention and resources given the multitude of options available. Ans.: strategic Response: See page 326 Difficulty: Medium 10. The late economist ________ _____ said that management should make as much money as possible while conforming to the basic rules of society, both those embodied in the law and those embodied in ethical custom. Ans.: Milton Friedman Response: See page 329 Difficulty: Difficult 11. The term __________ is sometimes used to represent harmony among three dimensions of economic, social and environmental impacts. Ans. : sustainability Response: See page 334 Difficulty: Medium 12. ______ ______ _________ (3 words) are those shareholders who clearly care about the financial and the social bottom line of a business. Ans.: Socially responsible investors Response: See page 338 Difficulty: Medium 13. ______________, such as environmental damage, are costs to society that are produced by companies but not reflected in the companys cost structure. Ans.: Externalities Response: See page 341 Difficulty: Medium True or False An organization that does not fulfill its philanthropic responsibilities is acting unethically. Ans: False Response: Philanthropic responsibilities are considered to be voluntary or discretionary. See page 331 Difficulty: Medium Constructive engagement of stakeholders, including critics, is replacing the just trust us plea of yesteryear as executives conclude that the plea rarely works in a world of regular corporate scandals. Ans.: True Response: See page 324 Difficulty: Easy The strategic reason for having CSR play a prominent role in a firm advanced by Harvard Professor Michael Porter argues that in evaluating the firms CSR, executives should begin by scrutinizing the social impacts of the companys value chain. Ans. True Response: See page 326 Difficulty: Medium The most strategic CSR initiatives are those that add a social dimension to the firms overall competitive strategy. Ans.: True Response: See page 327 Difficulty: Easy The pragmatic approach is more proactive and affirmative than the strategic approach because it asks companies to identify and acknowledge company activities that can do harm and encourages firms to scrutinize their practices and address potential harms by focusing on their own value-chain activities. Ans.: False Response: See page 327 Difficulty: Difficult Even if social responsible business practices are costly, firms must perform them anyway. Ans.: True Response: See page 328 Difficulty: Medium The economic responsibilities of a firm involve its primary function of producing goods and services that consumers need and want, while making an acceptable profit. Ans. True Response: See page 329 Difficulty: Easy A firms financial responsibility is primary and the bedrock of corporate social responsibility because without financial viability, the other responsibilities become moot issues. Ans.: True Response: See page 329 Difficulty: Easy The Social Investment Forum reported that socially responsible investing grew from $40 billion in 1984 to nearly $3 trillion in 2007 (out of $25 trillion in the US marketplace). Ans.: True Response: See page 339 Difficulty: Medium Since the passage of Sarbanes-Oxley few firms have been prosecuted and fewer high level executives have received jail terms proving convincingly that the legislation is flawed. Ans.: False Response: See page 339 Difficulty: Medium Section 404 of the Sarbanes-Oxley Act (SOX) is credited with improving internal financial control systems in public companies even if the cost of doing so is thought to be exorbitant by small firms. Ans.: True Response: See pages 341-342 Difficulty: Medium Some analysts argue that the more stringent regulatory environment resulting in the post Sarbanes-Oxley period increases shareholder confidence in financial reporting. Ans.: True Response: See page 342 Difficulty: Medium Over the long run, to be successful, firms with excellent socially responsible strategies need to worry less about their business strategies. Ans. False Response: See page 345 Difficulty: Medium Failure to be socially responsible is costly. Ans.: True Response: See page 345 Difficulty: Easy Multiple Choice Corporate social responsibility (CSR) consists of which four kinds of responsibilities: a) Economic, ethical, societal, and altruistic b) Economic, legal, ethical, and altruistic c) Fiscal, legal, societal, and philanthropic d) Economic, legal, ethical, and philanthropic Ans: d Response: See page 329. Difficulty: Easy Interface Carpets, a stellar example of sustainability in action, lists seven fronts of Mount Sustainability. Which is NOT one of the firms goals to meet its total sustainability status? Redesigning commerce Sensitizing stakeholders Using renewable energy Ensuring benign emissions Eliminating waste None of the above Ans.: f Response: See page 336. Check out the firms website at HYPERLINK "http://www.interfaceglobal.com"www.interfaceglobal.com Difficulty: Difficult Which of the items listed is NOT a product of a favorable corporate reputation. Charge more for its products and services Attract, Hire and keep higher quality applicants/employees Enhance their access to better capital markets Attract investors Ignore the Foreign Corrupt Practices Act Ans.: e Response: See page 338 Difficulty: Medium Typical Codes of Conduct cover conduct described below. In the aftermath of Bhopal, the chemical industry wishing to demonstrate responsible corporate citizenship has added which additional behaviors set out below. Legal compliance Continuous improvement, communication with external stakeholders and training of suppliers on the standards Community awareness and emergency response Pollution prevention Safe distribution of chemicals in transit Employee health and safety Safe handling of chemicals from manufacture through disposal Ans.: b Response: See page 343 Difficulty: Difficult Short Essay Referring to the Corporate Social Responsibility (CSR) pyramid, how do legal responsibilities differ from ethical responsibilities? Provide specific examples to support your distinction. Ans: Legal responsibilities refer to carrying out work in accordance with the law and government regulations. However, because not every societal expectation has been codified into law, ethical responsibilities refer to a more general responsibility of doing whats right and avoiding harm. For example, government regulations may only require an auto manufacturer to meet a specific emissions test (i.e. legal responsibility). However, recognizing the importance of avoiding harmful gases, an auto manufacturer may voluntarily set a higher standard for its products (i.e. ethical responsibility). Response: See pages 330-331. Difficulty: Medium Discuss the pro and cons for a firm of discussing its philanthropic activities internally and externally. Response: See page 333 Difficulty: Medium      PAGE \* MERGEFORMAT 1  JKMN`ab y { b c 9 : ^ ` u v w x   7 9 N O P Q   1 2 ֻ񑂻s񻑂s񻑂shOh>CJOJQJaJh,h,CJOJQJaJh,hINCJOJQJaJh}CJOJQJaJh}h}CJOJQJaJhOhINCJOJQJaJhINCJOJQJaJhOh7CJOJQJaJhOCJOJQJaJhOhOCJOJQJaJ+KLMN`abc4 5 N e x y z { c d dgd} hd^hgd} & Fdgd}  & FdgdO dgdO 9 : J b u v w x   # ; N O P Q   1 2 3 hd^hgd,  & Fdgd, dgdO2 3 4 !":?ACD:;<@EYZ[\ֻʻʻ廠ʑvfvhOhg6CJOJQJaJhOhgCJOJQJaJhgCJOJQJaJhOhCJOJQJaJhOh/azCJOJQJaJh.BCJOJQJaJhOh-[CJOJQJaJhOCJOJQJaJhOh7CJOJQJaJhOhOCJOJQJaJh7CJOJQJaJ"3 4  !"-ABCD dgdO&9:;<,CYZ[\"#$% dgdO!"#$%)029;EO Oʻyjj^ʻhINCJOJQJaJhOh7CJOJQJaJhpCJOJQJaJhOhRCJOJQJaJh,CJOJQJaJh/azCJOJQJaJhOhCCJOJQJaJhOhOCJOJQJaJhOCJOJQJaJhgCJOJQJaJhOhgCJOJQJaJhOhpCJOJQJaJTU`> hd^hgd,  & Fdgd, dgdOSTU_`>=ǸǸǸsgXL=h,h/azCJOJQJaJh,CJOJQJaJhOh,CJOJQJaJhINCJOJQJaJhOCJOJQJaJh,h-[CJOJQJaJhOh-[CJOJQJaJhOhOCJOJQJaJh-[CJOJQJaJhOh7CJOJQJaJhOhLCJOJQJaJh,h,CJOJQJaJh7CJOJQJaJh,hLCJOJQJaJ=o  & Fdgd, dgd, dgdO=&'(`abK34jklǸǸөөǸǸ|m^RhRCJOJQJaJhOhZJCJOJQJaJhOhpCJOJQJaJh,hpCJOJQJaJh,hOCJOJQJaJh,hCJOJQJaJhOhCJOJQJaJhOh,CJOJQJaJh.BCJOJQJaJhOh.BCJOJQJaJhOh-[CJOJQJaJhOh/azCJOJQJaJ %&'(ablK$ & Fda$gd,  & FdgdO  & Fdgd, dgdOKLWn45@Wjklm+BUVWX$ & Fda$gd, $da$gdOlmUVWXZ[\]v  ; < = > !ĸ񸎩pdUIphOCJOJQJaJh,hc, CJOJQJaJh2CJOJQJaJhOhc, CJOJQJaJh,hRCJOJQJaJh,CJOJQJaJh,hvTCJOJQJaJhOh,CJOJQJaJhRCJOJQJaJhOhvTCJOJQJaJhOhZJCJOJQJaJh,hZJCJOJQJaJhOhRCJOJQJaJ +GZ[\]   ( ; < = > !!!!$ & Fda$gd, $da$gdO!!!!3!4!j!k!{!|!~!!"""""T#|#}#~#Ǹ֩pdUFU7h,h>CJOJQJaJh,hCCJOJQJaJh,hgCJOJQJaJh>CJOJQJaJhOh>CJOJQJaJh,CJOJQJaJhOhINCJOJQJaJh,hINCJOJQJaJh,h/azCJOJQJaJh,hc, CJOJQJaJh,h2CJOJQJaJhOh2CJOJQJaJhOh,CJOJQJaJhc, CJOJQJaJ!4!5!@!W!h!i!j!k!{!|!}!~!!"1"_""""""""  & Fdgd, dgdO $da$gdO$ & Fda$gd,""~#######$$ $$$$$$$$%Y%%%%%  & FdgdO  & FdgdO  & Fdgd, dgdO~#C$D$n$o$$$$$$$$$$%%%%%%%&&񭞏qeYqeJ>h.BCJOJQJaJh,hR=CJOJQJaJh,CJOJQJaJhCCJOJQJaJhOhCCJOJQJaJh,h>CJOJQJaJh,hCCJOJQJaJhOh,CJOJQJaJh>CJOJQJaJhOh2CJOJQJaJ h,hghOhLCJOJQJaJ%jhOhLCJOJQJUaJhOhgCJOJQJaJ%%%%%%%&&&O'z''''(((1(G(H(I(J( dgd,  & FdgdO hd^hgd,  & Fdgd, dgdO&&(((G(H(I(J(V(W(X(Y()++++++++,,,<,A,B,D,ֻǬǑsdUdUsMIh _jh _Uh,hn-CJOJQJaJh,h.BCJOJQJaJhOhn-CJOJQJaJhOh>CJOJQJaJh,hINCJOJQJaJhINCJOJQJaJhOhINCJOJQJaJh,CJOJQJaJhOh,CJOJQJaJhR=CJOJQJaJhOhR=CJOJQJaJh,h,CJOJQJaJJ(V(W(X(Y())p++++++,,(,<,=,>,?,@,A,C,D,F,G, hd^hgd,  & Fdgd, dgdOD,E,G,H,J,K,M,N,e,f,g,h,k,l,m,hOhINCJOJQJaJh}mHnHuhOjhOUh _jh _UG,I,J,L,M,i,j,k,l,m, dgdO 21h:p|3/ =!"#$% j 666666666vvvvvvvvv666666>6666666666666666666666666666666666666666666666666hH6666666666666666666666666666666666666666666666666666666666666666662 0@P`p2( 0@P`p 0@P`p 0@P`p 0@P`p 0@P`p 0@P`p8XV~ OJPJQJ_HmH nH sH tH J`J |3Normal dCJ_HaJmH sH tH DA`D Default Paragraph FontRiR 0 Table Normal4 l4a (k ( 0No List @@@ 7 List Paragraph ^m$6U6 g0 Hyperlink >*B*ph>> O0Header H$d.!. O0 Header Char> @2> O0Footer H$d.A. O0 Footer CharPK![Content_Types].xmlj0Eжr(΢Iw},-j4 wP-t#bΙ{UTU^hd}㨫)*1P' ^W0)T9<l#$yi};~@(Hu* Dנz/0ǰ $ X3aZ,D0j~3߶b~i>3\`?/[G\!-Rk.sԻ..a濭?PK!֧6 _rels/.relsj0 }Q%v/C/}(h"O = C?hv=Ʌ%[xp{۵_Pѣ<1H0ORBdJE4b$q_6LR7`0̞O,En7Lib/SeеPK!kytheme/theme/themeManager.xml M @}w7c(EbˮCAǠҟ7՛K Y, e.|,H,lxɴIsQ}#Ր ֵ+!,^$j=GW)E+& 8PK!Ptheme/theme/theme1.xmlYOo6w toc'vuر-MniP@I}úama[إ4:lЯGRX^6؊>$ !)O^rC$y@/yH*񄴽)޵߻UDb`}"qۋJחX^)I`nEp)liV[]1M<OP6r=zgbIguSebORD۫qu gZo~ٺlAplxpT0+[}`jzAV2Fi@qv֬5\|ʜ̭NleXdsjcs7f W+Ն7`g ȘJj|h(KD- dXiJ؇(x$( :;˹! I_TS 1?E??ZBΪmU/?~xY'y5g&΋/ɋ>GMGeD3Vq%'#q$8K)fw9:ĵ x}rxwr:\TZaG*y8IjbRc|XŻǿI u3KGnD1NIBs RuK>V.EL+M2#'fi ~V vl{u8zH *:(W☕ ~JTe\O*tHGHY}KNP*ݾ˦TѼ9/#A7qZ$*c?qUnwN%Oi4 =3ڗP 1Pm \\9Mؓ2aD];Yt\[x]}Wr|]g- eW )6-rCSj id DЇAΜIqbJ#x꺃 6k#ASh&ʌt(Q%p%m&]caSl=X\P1Mh9MVdDAaVB[݈fJíP|8 քAV^f Hn- "d>znNJ ة>b&2vKyϼD:,AGm\nziÙ.uχYC6OMf3or$5NHT[XF64T,ќM0E)`#5XY`פ;%1U٥m;R>QD DcpU'&LE/pm%]8firS4d 7y\`JnίI R3U~7+׸#m qBiDi*L69mY&iHE=(K&N!V.KeLDĕ{D vEꦚdeNƟe(MN9ߜR6&3(a/DUz<{ˊYȳV)9Z[4^n5!J?Q3eBoCM m<.vpIYfZY_p[=al-Y}Nc͙ŋ4vfavl'SA8|*u{-ߟ0%M07%<ҍPK! ѐ'theme/theme/_rels/themeManager.xml.relsM 0wooӺ&݈Э5 6?$Q ,.aic21h:qm@RN;d`o7gK(M&$R(.1r'JЊT8V"AȻHu}|$b{P8g/]QAsم(#L[PK-![Content_Types].xmlPK-!֧6 +_rels/.relsPK-!kytheme/theme/themeManager.xmlPK-!Ptheme/theme/theme1.xmlPK-! ѐ' theme/theme/_rels/themeManager.xml.relsPK] m$ ^ ***-2 =l!~#&D,m,!$&)+- 3 K!"%J(G,m, "#%'(*,.Cnm$X $&-!T  # AA@0(  B S  ?{A$A$C$C$D$D$F$G$I$J$L$M$k$n$Z ^ : = >BoztzA$A$C$C$D$D$F$G$I$J$L$M$k$n$3333333333333{89xxQQ  8 O S T   W X Y Y ##$$@$A$A$C$C$D$D$F$G$I$J$L$M$h$n$0G "!ljRk ajb,vxety h^h`o(hH. ^`hH. pL^p`LhH. @ ^@ `hH. ^`hH. L^`LhH. ^`hH. ^`hH. PL^P`LhH.^`o(.^`.pL^p`L.@ ^@ `.^`.L^`L.^`.^`.PL^P`L.^`o(.^`.pL^p`L.@ ^@ `.^`.L^`L.^`.^`.PL^P`L. h^h`o(.8^8`.L^`L. ^ `. ^ `.xL^x`L.H^H`.^`.L^`L.h h^h`o(hH.8^8`.L^`L. ^ `. ^ `.xL^x`L.H^H`.^`.L^`L.^`o(.^`.pL^p`L.@ ^@ `.^`.L^`L.^`.^`.PL^P`L.,vxe atyjRG "0;                                                     B*d~yR.B2c, n-|3+FHZJINvT-[/azCL},O7H> _pgR=A$C$@m$X@UnknownG* Times New Roman5Symbol3. * Arial7.{ @CalibriA BCambria Math"1hJFFiAiAY0/$/$2QHX  $PIN2!xx adisvilasvernon$      Oh+'0l  ( 4 @LT\d adisvilaNormalsvernon3Microsoft Office Word@Ik@DO(@cZ(i՜.+,D՜.+,, hp|   A/$  Title 8@ _PID_HLINKSAxv, http://www.interfaceglobal.com/  !"#$%&'()*+,-./123456789:;<=>?@ABCDEGHIJKLMOPQRSTUXRoot Entry FZ(Z1Table0g+WordDocument4^SummaryInformation(FDocumentSummaryInformation8NCompObjy  F'Microsoft Office Word 97-2003 Document MSWordDocWord.Document.89q