Essay Corporate Social Responsibility

21242 Words Aug 7th, 2013 85 Pages
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CHAPTER OUTLINE
What Is Managerial Ethics? Criteria for Ethical Decision Making Utilitarian Approach Individualism Approach Moral Rights Approach Justice Approach Factors Affecting Ethical Choices The Manager The Organization What Is Social Responsibility? Organizational Stakeholders The Ethic of Sustainability and the Natural Environment Evaluating Corporate Social Performance Economic Responsibilities Legal Responsibilities Ethical Responsibilities Discretionary Responsibilities Managing Company Ethics and Social Responsibility Ethical Individuals Ethical Leadership Organizational Structures and Systems Ethical Challenges in Turbulent Times Economic Performance Social Entrepreneurship

Managerial Ethics and Corporate
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Swartz convinced other Timberland executives to answer the call, over time providing free boots and uniforms for about 10,000 people. Visiting some of the community projects, Swartz was deeply moved by what volunteers were accomplishing. “I saw what real power was that day,” Swartz recalls. “I didn’t realize how hungry I was for that kind of purpose.” Timberland began shutting down operations one day each year so the company’s thousands of employees could get paid to take part in various companysponsored philanthropic projects, such as building homeless shelters or cleaning up playgrounds. The company started giving employees 16 hours of paid leave annually to volunteer at charities of their choosing. But the emphasis on social responsibility does not come cheap.

The all-day event alone costs about $2 million a year in lost sales, project expenses, and wages for employees. When Timberland’s profits were soaring, that seemed fine, but then the company hit a rough patch. It reported its first operating loss since going public, laid off some employees, and shipped some work overseas to cut costs. So, when one of the company’s bankers implied that the focus on philanthropy was hurting the company and its stakeholders, Swartz found himself in a quandary. One of Timberland’s bankers bluntly told Swartz that the company needed to “cut this civic stuff out and get back to business.”

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