Académique Documents
Professionnel Documents
Culture Documents
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CHAPTER 4
CHAPTER OUTLINE
LEARNING OBJECTIVES
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CEO
FORUM
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INANCIAL SCANDALS ACROSS THE GLOBE HAVE ROCKED THE CORPORATE world (Maniam,
Subramaniam & Johnson 2006), with Enron, WorldCom, HIH and OneTel being but a few
examples. Some ethical issues include fraudulent accounting practices, questionable transactions
and overstatement of income, inflating prices, knowingly selling inferior or unsafe products, risking
workers health and safety, endangering public health or harming the environment (pollution-related
issues), bribery, dishonest advertising and tax fraud. These issues and others ensure questions of ethics
have risen to near the top of the agenda of business issues for the 1990s (Nicholson 1994, p. 581).
Increasingly, society focuses on the social responsibility of organisations and the ethical standards of their
managers. In order to manage these concerns, it is important for organisations to be proactive regarding
social issues (Panwar, Rinne, Hansen & Juslin 2006). In spite of a public perception that ethical business
executive standards are declining, Michael Walsh, editor and publisher of Ethical Investor Magazine
(Spiller 2006), suggests Australian businesses increasingly embrace corporate social responsibility.
However, many managers fail to distinguish between corporate ethics and social responsibility when
trying to determine what it means for their company to be ethical (Berenbeim 2006).
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managerial ethics
Standards of conduct
and moral judgment
used by managers of
organisations in carrying
out their business
Ethics are standards of behaviour and moral judgment differentiating right from wrong (Post,
Frederick, Lawrence & Weber 1996). Managerial ethics are standards of conduct and moral judgment
managers use in their business. In this chapter, we explore the nature and extent of organisations social
responsibilities. We look at ways organisations fulfil their social responsibilities, and at managers ethics.
Finally, we examine the challenge of managing an ethical organisation.
Major perspectives
Concern for organisational social responsibility is fairly recent. In America, for example, the issue of
social responsibility emerged in the late 1800s when organisations grew larger. Anti-competitive
activities (e.g. kickbacks and price fixing) led to pressure from government and labour. Concern grew
through the opening decades of the twentieth century until, after the stock market crash of 1929 and
during the Great Depression that followed, many business regulations were established. In 1936,
General Robert E. Wood, the CEO of Sears, argued for managerial, not just governmental, actions on
social concerns. Social movements (e.g. civil rights, womens liberation and environmentalism) during
the 1960s increased attention on organisational social responsibilities (Carroll 1980). Recent corporate
misbehaviour, domestically, regionally and globally (including HIH Insurance, OneTel and Enron),
has refocused attention on the issue of social responsibility (Kinicki & Williams 2003).
These historical forces have led to three contrasting views of corporate social responsibility: the
invisible hand, the hand of government and the hand of management (Goodpaster & Matthews 1982).
Milton Friedman is the chief supporter for the invisible hand, or classical, perspective of corporate social
responsibility, but it can be traced to Adam Smith in the eighteenth century. The invisible-hand view
holds that the corporations social responsibility may be seen as make profits and obey the law. Thus,
each corporation works to increase legal profits. In this way, corporate responsibility is guided by the
invisible hand of free-market forces, eventually ensuring resource allocation for societys betterment.
Otherwise, business executives allocate resources, gaining excessive power with little accountability for
their decisions. Friedman (1962) also argues that the activities of charitable firms are not socially
responsible, because stockholders cannot make decisions about the disposal of funds.
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advertising control) and the larger community (hazardous chemical and pollution control). Neither the
invisible hand nor the hand-of-government approach allows corporate leaders latitude on social issues.
TABLE 4.1
% RESPONDING
Or
US corporations should have more than one purpose. They also owe something
to their workers and the communities in which they operate, and they should
sometimes sacrifice some profit for the sake of making things better for their
workers and communities.
Source: Business Week, 11 March 1996, p. 65.
95
hand of management
A view stating that
corporations and their
managers are expected
to act in ways that
protect and improve
societys welfare as a
whole, as well as
advance corporate
economic interests
anti-freeloader
argument
An argument holding that
since businesses benefit
from a better society,
they should bear part of
the costs by actively
working to bring about
solutions to social
problems
capacity argument
An argument stating that
the private sector,
because of its
considerable economic
and human resources,
must make up for
government cutbacks in
social programs
enlightened selfinterest argument
An argument holding that
businesses exist at
societys pleasure and
that, for their own
legitimacy and survival,
businesses should meet
the publics expectations
regarding social
responsibility
iron law of
responsibility
A law stating that in the
long run, those who do
not use power in a
manner that society
considers responsible will
tend to lose it
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FIGURE 4.1
legal responsibilities
economic responsibilities
South African activities though not legally required to (Post et al. 1996). Ethical responsibilities are illdefined, often controversial and changeable. This is why business leaders can find them hard to identify.
On the other hand, discretionary responsibilities include voluntary activities not necessarily
expected of business by society. While firms would not be seen as unethical if they did not take part,
some part of society may see these activities as desirable. Examples of discretionary activity are
philanthropic contributions, sponsoring AIDS clinics and training the economically disadvantaged.
For instance, Merck provided the drug Ivermectin free to millions in Africa, South America and the
Middle East to protect them from the parasitic disease river blindness. This cost the firm millions of
dollars in forgone profits (Business Week 1988).
Social stakeholders
If corporations and managers are to be socially responsible, to whom they are to be responsible is
important. Six overlapping groups are identified: shareholders, employees, customers, local
community, general society (regional and national) and the international community (Tuleja 1985;
Donaldson & Preston 1995). They are social stakeholders, as corporations business activities can affect
them for better or worse.
Shareholders
Despite perceptions of the obligations of business to several constituencies, it is still agreed that the
main management role of public firms is to earn profits and shareholder dividends (Post et al. 1996).
Shareholders provide capital for companies to survive and grow.
Managers see themselves as responsible for the firms survival, to develop and expand it, balancing
stakeholders demands so that multiple demands do not result in failing to achieve company goals.
Different shareholder and management perspectives may produce conflict, particularly over dividend
levels (versus reinvestment allocations) or executive benefits such as stock options and club
memberships.
Shareholders may pressure management to change their social stance. Currently, shareholders are
concerned about CEOs being paid millions while their companies perform poorly. Top managers rarely
disclose their full compensation. In America, AT&T CEO Robert E. Allen was criticised for taking a
supplementary stock option of almost $11 million while announcing layoffs of 40 000 workersalso
important stakeholders (Byrne 1996a). Less extreme examples are common.
EmployeesManaging diversity
Organisations must at least honour specific employee agreements and obey relevant
employeeemployer relationship laws. Laws and regulations specify employer responsibilities on equal
employment opportunity, pensions and benefits, and health and safety. Recognition of workforce
diversity and public feelings about employer abuses has led to increased regulation (Robinson &
Dechant 1997).
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Top managers frequently refer to employees as family, but employee treatment can be quite
variable. For example, an extreme lack of concern for employees was shown by Film Recovery Systems,
Inc. in Chicago. Plant officials were convicted of murder after an employee died of cyanide poisoning.
The death came when workers (largely non-English-speaking immigrants) who were extracting silver
from film scraps were not warned that cyanide was being used, and were only given basic safety
equipment (Trost 1985).
At the other end of the scale of social concern for employees, Du Pont works to help employees
balance family and work pressures. For example, over three years it spent $1.5 million to build and
renovate child-care centres near company sites. Du Pont also has a generous leave policy for birth,
adoption or family illness. Employees have six weeks on full pay and up to six months of unpaid leave
with full benefits (Weber 1991).
Du Ponts actions show efforts to effectively manage diversity. Diversity management is the
planning and instituting of systems and practices that maximise the potential of employees to
contribute to organisational goals and develop employee capabilities unhindered by group identities
(such as gender, race or ethnic group) (Cox 1994). It is arguable that managers should effectively
manage diversity because it is socially responsible. However, socially responsible actions are good
business. As Table 4.2 shows, social responsibility is one argument for building competitive advantage
by effectively managing diversity.
Customers
Although the motto of many businesses was once caveat emptor (let the buyer beware), consumers
now expect more. Two current areas of social concern for consumers are health and safety, and quality
issues.
Product liability lawsuits are increasing, which negatively affect business prospects. For example, Bic
Corporations stock dropped after several lawsuits claimed that exploding Bic lighters led to severe
injuries, even death (Potts 1987). Increasing liability cases mean many firms find liability insurance
harder to find. As the social responsibilities of business have been questioned, the pendulum may have
swung too far toward the consumer. It is argued that a manufacturer should be liable for the safety of
a product only if it knew, or should have known, about its dangers. However, this is risky, as it can be
hard to determine what research a manufacturer needs to do to ensure all safety contingencies are
considered. A 100 per cent standard may mean products would take years to reach the marketif at
alland be expensive. Thus businesses that are concerned for consumers compromise by trying to be
99 per cent certain a product is safe, buying large insurance policies and hoping.
Qualitys importance as a consumer issue has grown. Keeping up with the competition is important
and some have linked quality to social responsibility. For example, during the 1970s Harley-Davidsons
quality dropped, customers became upset and the companys reputation suffered. It took much effort
to fix the situation. Richard Teerlink, Harley-Davidsons CEO, noted: We are living proof that you can
win your reputation back. But its not easy (Caminiti 1992, p. 76). Perrier learned the hazards of
Cost effective
Encourages innovation
Facilitates globalisation
115
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PART 1 Introduction
quality issues and social responsibility when it removed its mineral water from sale in 1990 due to
benzene contamination. Though levels were harmless, the company tried to protect its reputation.
Unfortunately, it took four months to fix the problem and many consumers changed brands.
Nestl acquired the company, and Perrier struggled to regain its prominence (Brown 1991; Browning
1992; 1993).
The Australian Competition and Consumer Commission (ACCC) has challenged the use of
misleading country of origin labelling by taking action against National Chemical for selling Chinesesourced eucalyptus oils as Australian (Costa 2003). Greater focus on customer relationship
management (CRM) shows that many organisations realise the need to focus on their customers needs
(Howarth 2003).
Local community
In regard to social responsibility, the organisations community is its local business influence area (Post
et al. 1996). However, the needs of most communities extend beyond the resources available; businesses
are often asked for more assistance than they can give, requiring priorities to be set.
While communities often want business aid, firms in turn need various forms of community
support. This includes adequate transport, fair taxes, sufficient school and recreational facilities, and
public services, including police, fire services, sewage, water, gas and electricity. Through these needs,
businesses and communities are interrelated and may function more effectively with mutual support
(see Figure 4.2) (Moskowitz 1989).
Society
Social responsibility at a societal level involves regional and national issues. For example, many business
leaders are involved in educational reform to prepare future labour-pool members. Aetna Insurance
trains up to 700 employees a year in basic reading, writing and mathematics (Segal 1992; Bernstein
1992). When the links between corporate social expenditures and business-related results are weak,
supporters of the invisible hand view of social responsibility will object. Conversely, the hand-ofgovernment view favours government regulation of social expenditures, after higher taxes allow
governmental funding.
International community
International issues can impact social responsibilities. The Union of International Associations in
Brussels listed 10 000 global problems, in categories such as international tensions, scarce resources and
growing pollution (Cornish 1990). Many firms responded by changing their practices (Ortega 1995).
FIGURE 4.2
Possible levels of business and community mutual support (Frederick et al. 1988, p. 342)
high
frequent
business
attitude
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C
area
of desirable
mutual support
B
frequent
community
attitude
low
high
low
Support for community
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corporate philanthropy
Corporate contributions
for charitable and social
responsibility purposes
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PART 1 Introduction
DS
TREN
GING TRENDS
R
E
EM RGING ENDS
EME GING TR ENDS
EMER GING TR ENDS
EMER GING TR ENDS
EMERRGING TR ENDS
EME GING TR ENDS
EMER GING TR
EMER
EMERGING TRENDS
Source: Way, N. 2006, Time for change, Business Review Weekly, John Fairfax Holdings Limited, 9 February, p. 21.
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OINT
IN P OINT
E
S
CA E IN P NT
CAS IN POI NT
CASE IN POI T
C A S E I N P O I NN T
C A S EE I N P O I N T
CAS IN POI NT
CASE IN POI
CASE
119
CASE IN POINT
Group head Chung Mong Koo was arrested and thrown into
a prison on charges of embezzlement and breach of trust
following a month-long probe into a slush fund scandal.
Chung was arrested amid fears that he could go into hiding
or might destroy evidence.
This is very different from the lavish praise that the
organisation had lavished on it for the transformation of its
brand. Once dismissed as shoddy and third rate, its new
Sonata and Santa Fe models have been scooping up
awards.
Prosecutors also are seeking to indict Chung Eui-sun, the
Chairmans son and President of Kia Motors Corporation,
without detaining him. There are concerns of a leadership
vacuum at the countrys top car maker that is pushing to
become the worlds fifth-largest car manufacturer by 2010,
along with affiliate Kia.
The charges were made regarding the operation of slush
funds, and offering cash for political favours via a lobbyist.
There are also some concerns over how the countrys
Sources: Reuters, 2006, Hyundai Motor chairman in jail over fraud charges, Time Business, The Times of India, Mumbai, April 29. Fifields, A. 2006, Hyundai
on the skids as executives probed in bribery scandal, The Australian, 27 April, p. 28.
Social forecasting
Social forecasting is the systematic identification of social trends, evaluation of the organisational
importance of those trends, and their integration into an organisations forecasting program. One
organisational social
responsiveness
A term referring to the
development of
organisational decision
processes where managers
anticipate, respond to and
manage areas of social
responsibility
corporate social
responsiveness
The concept of
organisational social
responsiveness as applied
to business organisations
social forecasting
The systematic process of
identifying social trends,
evaluating the
organisational importance
of those trends, and
integrating these
assessments into the
organisations forecasting
program
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PART 1 Introduction
futurists
Individuals who track
significant trends in the
environment and attempt
to predict their impact on
the organisation
approach is the use of futurists; that is, individuals who track important environmental trends and try
to predict their organisational impact, usually ten or more years ahead. Other approaches include the
use of consultants and research institutes that specialise in social forecasting.
Opinion surveys
Associations and business publications conduct surveys on social issues. These often identify different
groups views of social responsibility. One poll, for example, showed that only 31 per cent of people saw
business executives as having good moral and ethical standards (also see Table 4.1) (USA Today 1992).
Social audits
social audit
A systematic study and
evaluation of the social,
rather than economic,
performance of an
organisation
A social audit is the systematic study and evaluation of social, rather than economic, organisation
performance. It includes assessment of the social impact of a firms activities, evaluation of programs
with social goals and identification of areas to be actioned. Social audits are difficult because
disagreements can arise about what to include, results can be intangible and/or difficult to measure,
and opinions may vary about what makes adequate or good social performance. Nevertheless, firms
increasingly assess their performance by social audits (Post et al. 1996).
Issues management
issues management
The process of
identifying a relatively
small number of
emerging social issues of
particular relevance to
the organisation,
analysing their potential
impact and preparing an
effective response
Social scanning
social scanning
The general surveillance
of various elements in
the task environment to
detect evidence of
impending changes that
will affect the
organisations social
responsibilities
Social scanning
Individual executives
Using individual executives as a social response mechanism means either appointing or allowing
individuals to handle critical social issues as they happen. This is more common in small rather than
larger firms.
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Permanent committees
There are many types of permanent committees. Almost 100 of the Fortune 500 companies have
special committees on the board of directors to deal with social issues. These may be called public
policy, public issues, social responsibility and corporate responsibility committees (Lovdal, Bauer &
Treverton 1977). Permanent committees may comprise executive-level members, members across
management levels, or division-level committees funnelling critical issues to higher-level committees.
Permanent departments
Firms may have a permanent department to co-ordinate social responsibilities, and identify and
recommend policies for new social issues. This is often called the public affairs department. It may
co-ordinate government and/or community relations with other external activities. In a study of
large and medium-sized firms, 361 of 400 respondents had a public affairs unit, one-third set up
since 1975. The trend to such departments continues (Post, Murray, Dickie & Mahon 1983; Post
et al. 1996).
public affairs
department
A permanent department
that co-ordinates various
ongoing social
responsibilities and
identifies and
recommends policies for
new social issues
AS
EMM
L DIL EMMAS
A
I
R
DIL
AS
AGE
MAN AGERIAL DILEMM AS
L
N
M
A
A
I
M
M AGER
S
DILE
MAN AGERIAL DILEMMAAS
N
L
M
A
M AGERIA DILEM AS
MAN AGERIAL DILEMM AS
MAN AGERIAL DILEMM
MAN AGERIAL
MAN
MANAGERIAL DILEMMAS
Decision point
1 If you were a senior manager at Hindustan Coca-Cola
Bottling Company, would you give crates of product to a
store or restaurant that reported contaminated product?
Why or why not?
2 The company claims that it is routinely carrying out raids
as part of an effort to curb the practice of purposeful
contaminations. What strategies would you recommend
to overcome the problem of adulteration?
Reflection point
1 What do you think of the practices which appear to have
been developed in India?
2 What would you do to promote ethical behaviour if you
were in a position to do so?
3 Conduct a search on international corporations and the
manner in which they deal with differing ethical standards
around the world.
Source: Narayanan, D. 2006, Coke buying silence, Times Business, The Times of India, Mumbai, May 2, p. 21.
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Combination approaches
In practice, organisations use a combination of mechanisms to build social performance (Bhambri &
Sonnenfeld 1988). For example, division-level committees or a public affairs department may make
recommendations to an executive-level committee or to certain key executives. Levi Strauss, which has
a good reputation for social responsiveness, pioneered a novel use of permanent committees. The
program involves employees across the organisation and is co-ordinated by regional and corporate
community affairs departments.
Immoral management
immoral management
An approach not only
lacking ethical principles
but actively opposed to
ethical behaviour
In business, immoral and unethical may be synonymous. Thus immoral management lacks ethical
principles, actively opposing ethical behaviour. Concern is exclusively with profit and success at any
cost, readiness to treat others unfairly, seeing laws as obstacles, and an inclination to cut corners.
Immoral managements key principle is: Can we make money with this action, decision or behaviour?
Implicit is the view that other considerations matter little, if at all.
Carroll (1987) cites an example of immoral management involving plant managers at a GM truck
plant. In violation of the work contract, managers used a secret control box to override a control panel
setting the assembly lines speed. Plant managers, pressured by higher-level managers after missed
deadlines, met production targets and were praised by their bosses. When it was uncovered, workers
won compensation.
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FIGURE 4.3
123
A. Excellent . . . . . . . . . . . . . . . . . . . . 2%
Pretty good . . . . . . . . . . . . . . . . . 38%
Only fair . . . . . . . . . . . . . . . . . . . . . 46%
Poor . . . . . . . . . . . . . . . . . . . . . . . . 12%
Not sure . . . . . . . . . . . . . . . . . . . . 2%
Amoral management
Amoral management is neither immoral nor moral but ignores or is oblivious to ethical issues. There are
two amoral management types: intentional and unintentional. Intentionally amoral managers exclude
ethical concerns from decisions and actions as they think general ethical standards are unapplicable.
Unintentionally amoral managers are inattentive or insensitive to the moral implications of their
decisions and actions and ignore ethical issues. Overall, amoral managers may be well meaning, but
give little attention to the impact of their behaviour as they chase profitability. They allow other
managers to behave as they will unless the behaviour generates notoriety or pressure. Amoral
managements basic principle is: Within the letter of the law, can we make money with this action,
decision or behaviour?
Nestls decision to market baby formula in Third World countries is one example of amoral
management. The Swiss company did not anticipate the results of impure water, poverty and illiteracy
on mothers and babies when marketing formula there. Its lack of concern led consumers worldwide to
boycott Nestl products.
amoral management
An approach that is
neither immoral nor
moral, but ignores or is
oblivious to ethical
considerations
Moral management
In contrast to both immoral and amoral management, moral management follows ethical principles and
precepts. While moral managers want to succeed, they do so only within ethical standards and ideals
of fairness, justice and due process. As a result, moral managers pursue twin business objectives of profit
making and engaging in legal and ethical behaviours. They follow both the letter and spirit of the law,
realising that moral management means working above legally mandated levels. The core principle is:
Is this action, decision or behaviour fair to us and all parties involved?
One example of an organisation taking ethical leadership and displaying moral management
involved the chainsaw manufacturer, McCulloch Corporation. Statistics showed chainsaws were
involved in 123 000 injuries a year. Despite the statistics, the Chain Saw Manufacturers Association
fought mandatory safety standards, arguing they were inflated and did not justify mandatory standards.
Displaying moral leadership, McCulloch put chain brakes on all its saws. Later, the firm left the
association after repeated attempts failed to have higher safety standards adopted.
Carroll (1987) believes amoral management dominates today, while arguing a moral management
stance is likely to be in the best long-term interests of organisations.
moral management
An approach that strives
to follow ethical
principles and precepts
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Obey the law. A basic social responsibility and managerial ethics tenet is obedience to the law,
preferably in both letter and spirit.
Tell the truth. Telling the truth is vital to build stakeholders trust. The Digital Equipment
Corporation (DEC) was asked by an employee group to look at a seemingly high miscarriage rate
among female workers on semiconductor assembly lines; DEC commissioned a study. The study found
the semiconductor area had miscarriage rates of 39 per cent in contrast to 18 per cent in other company
areas and the wider population. DEC gave employees the results, passing them to the Semiconductor
Industry Association (Moskowitz 1987).
Show respect for people. Treating people with respect has deep roots in the study of ethics. Respect
for the individual is a central aspect in the move to valuing diversity.
Stick to the Golden Rule. The Golden Rule: Do unto others as you would have others do unto you
is a standard for measuring the ethical dimensions of business decisions. In business terms, it means
treat people fairly, as managers would want the firm treated if it were a person (Tuleja 1985). When
Cummins Engine closed a components plant in Darlington, England, British trade union leaders went
to the firms head office in Columbus, Indiana, to get the decision changed. Cummins held to its
Policy:
The dinner and clock should be politely declined. While thank you gestures
are a nice custom socially, they can create wrong appearances if they are
lavish or extravagant. Firms that provide high-value services should be
rewarded by being considered for future work. There is no need or expectation
that they thank individual GM employees with gifts, entertainment or other
gratuities. Consistent with business custom and management approval, items
of no or nominal commercial value commemorating significant
accomplishments or expressing appreciation for past GM support, such as a
Lucite block, certificate or baseball cap, may be accepted from suppliers on an
infrequent basis.
Source: Wall Street Journal 1996, New GM rules kerb wining and dining, 4 June, p. B1.
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decision but offered to have 500 redundant workers retrained for new jobs. Union leaders praised the
firm for its concern (Moskowitz 1987).
Above all, do no harm (Primum non nocere). Some writers consider this principlethe first rule of
medical ethicsto be the bottom-line ethical concern and easily adopted by business. H. J. Heinz told
fruit and vegetable growers for its baby foods that products could not be treated with chemicals under
study by federal agencies as health dangers. This decision was made although the chemicals were still
legal (Moskowitz 1987).
Practise participation, not paternalism. This principle is aimed at finding stakeholders needs, rather
than deciding what is best for them. Weyerhaeuser, a forest-products firm, built a reputation among
environmentalists by asking their views before finalising plans for land or facility development.
Always act when you have responsibility. Managers have a responsibility to act when they have capacity
or resources. Managerial action is vital if someone is in need and a manager is the only one who can
help. For example, when Merck pledged free supplies of Ivermectin to combat river blindness, but
couldnt find an effective distribution system, the company set up a committee charged with
distribution of the drug.
For managerial guidance in these principles, read the discussion under Management skills for a
globalised economy: Questions to facilitate ethical business decisions (page 128).
125
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ILLUSTRATIVE BEHAVIOUR
individuals immediate family and social organisations. In the post-conventional level, however,
individuals look beyond their immediate social organisations and focus on moral duty to the larger
society (Sridhar & Camburn 1993).
Kohlberg concluded that many people are limited to level II conventional morality, and very few
over the age of 16 display clear principled stage 6 thinking, such as that shown in the following
response from a 16-year old to Heinzs ethical dilemma:
By the law of society he was wrong but by the law of nature or of God the druggist was wrong
and the husband was justified. Human life is above financial gain. Regardless of who was dying,
if it was a total stranger, man has a duty to save him from dying.
Cited by Baxter and Rarick 1987, p. 2445 from Kohlberg 1972.
Relationships between stages of moral development and styles of conflict management have also
been explored (Rahim, Buntzman & White 1999).
Organisational culture
The 2005 documentary of Enrons collapse, Enron: The Smartest Guys in The Room, demonstrates how
organisational culture can corrupt its members. Lagan (2006, p. 72) contends that it can also have the
opposite effect: Since unethical behaviour can be learnt at work, so too can ethical behaviour. It is not
enough, however, for management to simply sign-off ethical codes; it must actively implement codes
by members. For this, the company values should underpin an organisations systems such as
recruitment, performance management, and reward and recognition systems. Ethics are then
embedded into every organisational aspect, and become visible and ingrained in management language
and process (Lagan 2006).
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FIGURE 4.4
127
MORAL INTENSITY
(characteristics of the issue)
Recognise
moral issue
Make moral
judgment
Environment (social,
cultural, economics, etc)
Establish
moral intent
Engage in
moral
behaviour
Organisational factors
Source: Jones, T. 1991, Ethical decision making by individuals in organizations: An issue-contingent model, Academy of Management Review,
Vol. 16, No. 2, pp. 36695.
authority factors and socialisation also affect the ethical decision-making process. Moral intensity varies
between issues. The characteristics of moral intensity include the magnitude of consequences from the
act, social consensus about the act, the probability of effect from the act, temporal immediacy,
proximity to victim(s), and the concentration of effect of the act upon the victim(s).
The magnitude of consequences is the sum of harms or benefits done to victims or beneficiaries of
the moral act. For example, an act causing the death of a human being is of greater magnitude of
consequence than an act causing a minor injury.
The social consensus is the degree of social agreement that an act is good or evil. For example, the
proposition that bribery is evil has greater social consensus in Australia than in many other countries.
The probability of effect of the act is a joint function of the probability the act will actually take place
and the act will actually cause the harm or benefit predicted. For example, selling a gun to a known
armed robber has greater probability of harm than selling a gun to a law-abiding citizen.
The temporal immediacy of the moral issue is the length of time before the consequences of the act in
question occur. A shorter period implies greater immediacy. For example, a drug that causes an acute
nervous reaction soon after ingestion in one per cent of those who take it has greater temporal immediacy
than a drug that causes one per cent of those who take it to develop nervous disorders after 20 years.
The proximity of the moral issue is the feeling of nearness (social, cultural, psychological or physical)
the moral agent has for victims of the wrong act. For example, to inhabitants of one country, the sale
of dangerous pesticides in their domestic market has greater moral proximity than does the sale of the
same pesticides on another continent.
The concentration of effect of the act is a measure of the extent to which a moral act affects a society.
It is inversely related to the number of people affected by an act of given magnitude. For example,
cheating an individual or small group of individuals out of a given sum has a more concentrated effect
than cheating an institutional entity.
Individual values
Individual value systems play a vital role in ethical decision making. Ethical decision makers
have positive value systems. A value is a conception that defines what a decision maker considers
as acceptable and can be viewed in four modes: practical, moral, gratifying and economic.
magnitude of
consequences
The sum of harms or
benefits done to victims
or beneficiaries of the
moral act
social consensus
The degree of social
agreement that an act is
good or evil
probability of effect
A joint function of the
probability the act will
actually take place and
the act will actually
cause the harm or
benefit predicted
temporal immediacy
of the moral issue
The length of time before
the consequences of the
act in question occur
proximity of the moral
issue
The feeling of nearness
(social, cultural,
psychological or
physical) the moral agent
has for victims of the
wrong act
concentration of effect
The extent to which a
moral act affects a
society; inversely related
to the number of people
affected
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PART 1 Introduction
practical mode
A drive to stay with what
has worked in the past
moral mode
A position of making
strong judgments with
regard to the right or
wrong of a decision or
act
gratifying mode
A position that is driven
by an overwhelming
quest to feel good about
a decision
economic mode
has a value system
focusing on
organisational resources
Managers use one or more of these modes that they consider compatible with their set of values
(Stanley 2006).
The practical mode deals with a drive to stay with what has worked in the past. The idea is to reduce
risk and increase the probability of success.
A decision maker who uses the moral mode makes strong judgments with regard to the right or
wrong of a decision or act. This type of value system usually rests on religious beliefs. A manager using
this mode will view decisions in a clear-cut manner.
A manager who operates from the gratifying mode is driven by an overwhelming quest to feel good
about a decision. This mode should lower individual stress levels.
A manager working in the economic mode has a value system focusing on organisational resources.
This mode is important for managers who, in order to survive in the current competitive environment,
must exercise proper control over resources.
LS
SKIL
ENT SKILLS
M
E
T
AG
M A N AG E M E N T S K I L L S
M A N AG E M E N T S K I L L S
M A N AG E M E N T S K I L L S
M A N AG E M E N T S K I L L S
M A N AG E M E N T S K I L L S
M A N AG E M E N T S K I L L S
M A N AG E M E N
MAN
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concerns. These actions together provide evidence you tried to halt the ethical problem. Seeking a new
job is another step to consider seriously. Above all, do not engage in illegal activities.
TABLE 4.5
EXTERNAL FACTORS
INTERNAL FACTORS
Environmental competitiveness
Environmental munificence
Labour dissatisfaction
Extreme dependency
Delegation
Encouragement of innovation
129
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PART 1 Introduction
drug maker, was sentenced to 18 months jail for conspiring to add ingredients not approved by the
Food and Drug Administration (FDA) to generic drugs for irregular heartbeats, meningitis and
hyperthyroidism (Pereira & Rebello 1995). The official was attempting to boost the drugs effectiveness
so that the company could benefit from growing markets for cheaper generics assumed to be
therapeutically equivalent to brand-name drugs. Another example involves the South Australian Olive
Corporation and Inglewood Olive Processors, who misrepresented the origins of their extra virgin olive
oil. The oil was advertised as being made in Australia, when in reality as much as 50 per cent was from
overseas sources (Costa 2003).
A third external factor influencing unethical behaviour is extreme dependency of one organisation
on another. These dependencies create pressures for bribes and payoffs (Ingersoll 1989).
Internal organisational factors can also make unethical behaviour more likely. Pressure for higher
performance and output pushes people to take shortcuts, including price fixing, secretly speeding up
an assembly line or releasing unsafe products (Eichenwald 1992; Economist 1995).
Labour dissatisfaction may also lead to unethical behaviour, when anger replaces logical, rational
behaviour. Ironically, delegation of authority and encouragement of innovation gives greater latitude and
creativity but may also increase unethical behaviour. For example, at Adam Opel AG, General Motors
German subsidiary, three senior board members and several employees resigned after being accused of
accepting free work on their homes, or engaging in a kickback scheme involving the awarding of
contracts. Opel chairman David Herman said that, in becoming leaner, the company may have cut
too many financial checks and balances. He warned, This is a word to the wise in other companies
(Kurylko 1995, p. 36).
As external factors and internal pressures increase the incidence of unethical activity, managers must
monitor with care. Under these conditions, managers must work harder to convey the importance of
ethical behaviour to staff.
A study suggests middle- and lower-level managers may feel greater ethical pressure than upper-level
managers (Posner & Schmidt 1984). This means upper-level managers may be unaware middle- and
lower-level managers experience these pressures, and do not act to counter them.
Top-management commitment
Managers can show their commitment through several mechanisms set out below and the positive
examples of their own behaviours (Jones 1995). Vernon R. Loucks Jr, president and CEO of Baxter
Travenol Laboratories Inc., argues that staff attend more to your actions than your words.
Codes of ethics
It is estimated 90 per cent of major corporations have a written code of ethics. A code of ethics is a
document that organisations prepare to guide members in encountering ethical dilemmas. While
almost all firms with a code say it helps maintain staff s ethical behaviour, a study showed only 36 per
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131
Mentors in Sydneys Fox Studios mentoring program with school students. The mentoring program was initiated
by local law firms to provide positive role models for at risk students.
These mentoring programs rely on positive corporate and individual value systems and ethical decision-making.
A value defines what a decision maker considers as acceptable. Though there may not be a direct relationship
between social responsibility and financial performance (at least in the short term), some firms score highly on
both social responsibility and success. There are four common characteristics of such organisations: they try to
satisfy all their stakeholders; they are committed to a higher purpose; they value continuous learning; and they
aim high.
Source: Newspix
cent issue their code to all staff and only 20 per cent display it widely (Otten 1986). Only about 40
per cent of firms in a comparative study in Britain, France and West Germany (prior to unification)
had codes of ethics, and with great variation between countries based on political, legal and
sociocultural variations (Langlois & Schlegelmilch 1990).
Ethics committees
According to an Ethics Resource Centre survey, about a third of Fortune 1000 companies have ethics
committees. An ethics committee is a group that helps set up policies and resolve major ethical
questions facing company members at work. The committee may oversee ethics training programs.
Often the committee has members from top management and/or the board of directors.
Ethics audits
Some firms conduct ethics auditssystematic efforts to assess conformity to organisational ethical
policies, aid understanding of these policies, and identify serious breaches needing remediation. Even
so, ethical problems can be hard to identify. For example, Dow Corning, with a model ethics program
and ethics audits, was enmeshed in a serious ethical crisis. In Australia an external measure, Reputec,
is increasingly used, although it has met with mixed reception from industry (Ryan 2003).
code of ethics
A document prepared for
the purpose of guiding
organisation members
when they encounter an
ethical dilemma
ethics committee
A group charged with
helping to establish
policies and resolve
major questions involving
ethical issues confronting
organisation members in
the course of their work
ethics audits
Systematic efforts to
assess conforming to
organisational ethical
policies, aid
understanding of those
policies and identify
serious breaches
requiring remedial action
whistle-blower
An employee who reports
a real or perceived
wrongdoing under the
control of their employer
to those able to take
appropriate action
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PART 1 Introduction
Ethics training
Many organisations use ethics training to encourage ethical behaviour. Training can focus just on
ethical issues or be integrated into training on many other issues. Clarifying expectations and ethical
standards helps reduce unethical behaviour (Mitchell, Daniel, Hopper, George-Falvy & Ferris 1996;
Garland 1998). A better understanding of company standards leads to appropriate organisation
member decisions, the subject of the next chapter.
DGE
HE E DGE
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GAIN ING THE EDGE
GAIN ING THE EDGE
GAIN ING THE EDGE
GAIN ING THE EDGE
GAIN ING THE EDGE
GAIN ING THE
GAIN
Importance
9.03
8.82
8.79
8.75
8.56
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PART 1 Introduction
FOCUS ON PRACTICE
www.mhhe.com/au/bartol5e
SUMMARY
Organisational, or corporate, social responsibility refers to a firms obligation to act to
protect and improve societys welfare jointly with its own interests. Three major
contrasting views on the nature of corporate social responsibility are the invisible
hand, the hand of government and the hand of management. Due to expanding social
expectations about the social responsibility of business and other organisations, the
relevance of the hand-of-management view to managers is increasing. The iron law of
responsibility suggests socially responsible behaviour may have a positive long-term
effect on organisational success.
Managements social responsibility focuses on six main stakeholder groups:
shareholders, employees, customers, the local community, the wider society and the
international community. Studies show no clear links between a firms socialresponsibility level and its short-run financial success. However, it is possible to be
both socially responsible and financially successful. More organisations are orienting
their socially responsible activities into areas that can affect their bottom line and
eventually give a competitive edge.
Corporate social responsiveness refers to development of organisational decision
depend on managers ethical standards. There are three types of managerial ethics:
immoral, amoral and moral. While amoral behaviour prevails, moral management is
likely to be in the organisations best long-run interests. Ethical guidelines for
managers include: obey the law; tell the truth; show respect for people; stick to the
golden rule; above all, do no harm; practise participation, not paternalism; and always
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conduct their business ethically. To do so, managers must know what environmental
and organisational conditions increase the chances of unethical behaviour. They
should also use mechanisms facilitating ethical behaviour, such as top-management
commitment, codes of ethics, ethics committees, ethics audits, ethics training and
hot lines.
www.mhhe.com/au/bartol5e
act when you have responsibility. Ethical career issues for managers may involve
assessing their own values and protecting themselves, as well as considering how
they can anticipate and avoid ethical conflicts.
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PART 1 Introduction
12 Suggest some steps you could take when seeking employment to help you detect
potential ethical problems. To what extent do your friends consider these issues when
seeking jobs?
13 What are the factors that influence the managers ethical behaviour?
14 What are the drivers of corporate social responsibility?
15 Describe the situational factors likely to influence ethical behaviour.
16 Which ethical force do carbon credits support?
17 Outline the basic mechanisms for ethical management. Suppose you have just been
appointed to a top-level position with a major contractor. How would you use these
mechanisms to help prevent some ethical difficulties, such as misrepresenting costs on
contracts, that are plaguing other contractors?
Although there have been some very positive outcomes of corporate social responsibility,
this does not imply that such initiatives are universal and altruistic. An eight-country study
across the Asia-Pacific region by public relations firm Edelman Worldwide in 2003
(McIntyre 2003) found that soft issues such as corporate ethics and integrity rated as
among the least important drivers of business reputation. The result? Edelman, which had
been a leading global advocate for corporate altruism as the basis for future growth
prospects, has become one of its newest detractors!
4 If corporate social responsibility strategies are a waste of time, what are the foundations
for a solid business reputation?
Edelmans regional chief, Alan VanderMolen, believes it is important to make the distinction
between corporate philanthropy and being a responsible corporate citizen, and then take
into account the impact these have on the business.
(Material relevant to question 4 may be found in McIntyre, P. 2003, Corporate philanthropy nice if everybody profits, Australian, 11
December, p. B11.)
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VanderMolens advice resonates well with the message of a recent book on the demise of
Arthur Andersen. After nearly 80 years as one of the top of accounting firms in the world, the
firm came to live out its final days mired in disgrace. Toffler and Reingold (2003) explain how
in Final Accounting: Ambition, Greed, and the Fall of Arthur Andersen. (Note: One of the
authors, Toffler, was partner-in-charge of the ethics and responsible business practices group
at Andersen from 1995 to 1999.) While the popular media view is that Andersens downfall
followed directly from its misdeeds at Enron, Toffler sees that as just the last nail in the coffin.
The Arthur Andersen case provides a good example of the short-term, spectacular
organisational death well documented by the mediawhich generally results in calls for
greater corporate social responsibilityversus the much slower and less spectacular collapse
of an organisation through inflexible corporate culture.
5 Given that Arthur Anderson has been one of the Western worlds most high-profile and
respected accountancy firms for decades, what do you think may have been among
some of the long- and short-term problems identified at Arthur Andersen by the 2002
US federal jury?
6 Given the rather more pessimistic approach to corporate social responsibility
demonstrated here, what do you think is the way to go about creating genuine
commitment to it?
(Material relevant to questions 5 and 6 may be found in Toffler, L. and Reingold, J. 2003, Final Accounting: Ambition, Greed, and the Fall of
Arthur Andersen, Broadway Books, New York.)
MANAGEMENT EXERCISES
EXERCISE 1 Skill building: Business ethical dilemmas
Use the questions in the discussion following Management skills for a global economy:
Questions to facilitate ethical business decisions to help you choose what to do in each of the
following situations taken from Grey Matters: The Ethics Game (Lockheed Martin 1992).
Situation 1
Since program funds are short, you have been directed by your supervisor to charge your
time to an account you know to be improper. What do you do?
Potential answers to situation 1 (choose one):
______ a Explain to your supervisor that mischarging on a government contract is fraud.
______ b Refuse to mischarge.
______ c Mischarge as directed by your supervisor.
______ d Ask finance for an overhead number to charge your time to.
Situation 2
A company-sponsored training course in your field is being held in Orlando, Florida. You have
no interest in the training but you are ready for a vacation and have never been to Disney
World. What do you do?
Potential answers to situation 2 (choose one):
______ a Even though you have no interest in the training, ask your supervisor if he thinks it
will benefit you.
______ b Obviously, or maybe not so obviously, it will be of some benefit to you, so you sign
up.
______ c Reluctantly decline to go.
______ d Suggest that someone else go who has both a need and the interest.
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PART 1 Introduction
Situation 3
On the bus going home at night, the woman sitting next to you mentions that she is being
sexually harassed by one of her fellow employees. Although she does not work for you,
you both work for the same company. You are a manager in the company. What do
you do?
Potential answers to situation 3 (choose one):
______ a Listen politely, but since she doesnt work for you, stay out of it.
______ b Suggest she speak to her supervisor about it.
______ c Suggest she speak to either your companys equal-opportunity office or ethics
officer.
______ d You contact your companys equal-opportunity officer or ethics officer.
Instructions
Make decisions in the situations described in the ethical behaviour worksheet. You will
not have all the background information on each situation, and, instead, you should
make whatever assumptions you feel you would make if you were actually confronted
with the decision choices described. Select the decision choice that most closely
represents the decision you feel you would make personally. You should choose decision
options even though you can envision other creative solutions that were not included in
the exercise.
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______ a I would accept my friend's generous offer and make a copy of the software.
______ b I would decline to copy it and plug away manually on the numbers.
______ c I would decide to go buy a copy of the software myself, for $300, and hope I
would be reimbursed by the company in a month or two.
______ d I would request another extension on an already overdue project date.
Situation 3
Your small manufacturing company is in serious financial difficulty. A large order of your
products is ready to be delivered to a key customer when you discover that the product is
simply not right. It will not meet all performance specifications, will cause problems for your
customer and will require rework in the field; however, this, you know, will not become
evident until after the customer has received and paid for the order. If you do not ship the
order and receive the payment as expected, your business may be forced into bankruptcy.
And if you delay the shipment or inform the customer of these problems, you may lose the
order and also go bankrupt. What would you do?
______ a I would not ship the order and place my firm in voluntary bankruptcy.
______ b I would inform the customer and declare voluntary bankruptcy.
______ c I would ship the order and inform the customer, after I received payment.
______ d I would ship the order and not inform the customer.
Situation 4
You are the co-founder and president of a new venture, manufacturing products for the
recreational market. Five months after launching the business, one of your suppliers
informs you it can no longer supply you with a critical raw material since you are not a
large quantity user. Without the raw material, the business cannot continue. What would
you do.
______ a I would grossly overstate my requirements to another supplier to make the
supplier think I am a much larger potential customer in order to secure the raw
material from that supplier, even though this would mean the supplier will no
longer be able to supply another, non-competing small manufacturer which may
thus be forced out of business.
______ b I would steal raw material from another firm (non-competing) where I am aware of
a sizable stockpile.
______ c I would pay off the supplier, since I have reason to believe that the supplier could
be persuaded to meet my needs with a sizable under the table payoff that my
company could afford.
______ d I would declare voluntary bankruptcy.
Situation 5
You are on a marketing trip for your new venture. The purpose of the trip is to visit the
purchasing agent of a major prospective client. Your company is manufacturing an
electronic system that you hope the purchasing agent will buy. During the course of your
conversation, you notice on the cluttered desk of the purchasing agent several copies of a
cost proposal for a system from one of your direct competitors. This purchasing agent has
previously reported mislaying several of your own companys proposals and has asked for
additional copies. The purchasing agent leaves the room momentarily to get you a cup of
coffee, leaving you alone with your competitor's proposals less than an arms length away.
What would you do?
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PART 1 Introduction
INTEGRITY AT WORK
Ethical managementThat feather in your cap
The case study in this exercise is to help you explore the ethical issues associated with
credit earned and credit due. When credit is stolen, trust begins to erode. This exercise
deals with handling the stolen credit situation in order to restore an ethical balance.
John Foster is an employee in the finance department of XYZ company. His
immediate supervisor is Dave Albright. A firm believer in continuous improvement, John
has noticed certain changes that could be made to improve the companychanges that
would require top-level approval to implement. One day, John decided to take the
initiative and write up an improvement report to submit to the CEO of XYZ. Before
submitting the report, though, John asks Dave to review it. Days later, John learns his
report has been submitted to the CEO. The problem? Dave has put his name on the
report instead of Johns. To compound the difficulty of the situation, John hears the CEO
is preparing to give a cash award for the report ... to Dave.
1 How would you interpret the statement that one government employee says he would
like to deliver to his supervisor: That feather in your cap came out of my tail!
2 Discuss reasons why some supervisors take credit that isnt rightfully theirs and why
others are more inclined to acknowledge their employees contributions.
Make a list of ten commanagements that, ideally, supervisors/managers would follow to
create the best of all management worlds. Start each statement with a shall or shall
not sentence related to valuing employee contribution.
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141
Modus operandi
1 A vicious circle of financiers, rogue bank officials,
unscrupulous depository participants, and individuals
acting as fronts created a web of fake and benami bank
and demat accounts. They used those accounts to corner
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END-OF-CHAPTER CASE ON THE RIM
FURTHER READING
Barela, M.J. 2003, Executive insights: United colors of BenettonFrom
sweaters to success: An examination of the triumphs and controversies of a
multinational clothing company, Journal of International Marketing, Vol. 11,
No. 4, pp. 11329.
Cary, C., Wen, H.J. and Mahatanankoon, P. 2003, Data mining: Consumer
privacy, ethical policy, and systems development practices, Human Systems
Management, Vol. 22, No. 4, pp. 15769.
Doh, J.P., Rodriguez, P., Uhlenbruck, K., Collins, J. and Eden, L. 2003,
Coping with corruption in foreign markets, Academy of Management
Executive, August, Vol. 17, No. 3, pp. 11428.
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END-OF-PART CASE:
GOING GLOBAL
Reeling it in
Hideaway Bay is about as far south in Australia as you can go
without stepping off towards Antarctica. It is a place of forest
green hills and deep blue water. Achingly beautiful, it is the
kind of place where people give their homes names such as
Utopia or Serendipity.
The nearest village, Dover, sits at the head of Esperance
Bay and looks out over the islands of Faith, Hope and Charity.
At the end of a gravel road at Hideaway Bay lies a
remarkable Australian business story about how a young
farming couple, Frances and Peter Bender, swapped cattle
and sheep for Atlantic salmon 20 years ago at the birth of
Tasmanias salmon industry, almost lost everything, but are
now so successful that in 2007 the family business, Huon
Aquaculture Group, expects to turn over $100 million.
The wind whips off the mouth of the Huon River as Frances
Bender talks about farming a fish that has no earthly right to
swim in Australian waters, but has flourished profitably in the
ocean inlet farms of Tasmania.
I often wonder how the hell I got here, she says. Its like
living on a roller-coaster and you never know where youre
going to end up.
For millions of years the life cycle of the Atlantic salmon
began in the rivers that run into the North Atlantic Ocean in
Europe and on the east coast of North America.
The fish were brought to Australia in the early 1800s by
nostalgic pioneers.
Salmon and trout eggs were brought from England to
populate the rivers of New South Wales (NSW) for sport
fishing. They arrived by sailing clipper, surviving the voyage
wrapped in moss on large blocks of ice.
Near the confluence of the Snowy and Thredbo rivers, an
old workmens hut built in 1906 became the most famous
fishing lodge in Australia, The Creel. A hatchery was
established in the 1920s and later moved to Paddys Corner,
near Jindabyne, where it became known as the Gaden
Hatchery.
Atlantic salmon, which does not breed in the wild in
Australia, was introduced into Tasmania with government
support in 1984, when fertilised eggs were purchased from the
Gaden Hatchery.
These eggs were from stock originally imported into the
Snowy Mountains in the 1960s from Nova Scotia, Canada.
The first commercial harvest of Tasmanian salmon53
tonneswas in the summer of 19861987. The Benders were
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PART 1 Introduction
END-OF-PART CASE:
GOING GLOBAL
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END-OF-PART CASE:
GOING GLOBAL
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PART 1 Introduction
Getting a coach
Many CEOs will be aware of, or even actively considered, the benefits
and pitfalls of using an executive coach to further develop skills and
competencies. Rebecca Dee-Bradbury, recently appointed CEO of
Barbeques Galore Limited, and prior to that Managing Director of
Maxxium Australia, describes her experiences of being coached as a
CEO.
ceoforum.com.au: What made you decide to use a coach as part
of your own career development?
Rebecca Dee-Bradbury: Coaching, and being coached, has been a
constant theme in my career, mainly because I was fortunate to work
for some outstanding leaders who demonstrated the importance of
coaching and personal developmentit started with Charlie Bell at
McDonalds. At the time I sought an external coach, the requirements
of my role had become more complex; I needed to manage a fourway joint venture in an industry that was undergoing structural
change. I thought I could benefit from having an external coach who
could help get me ahead of the required learning and experience
curveestablishing a relationship with Ian Pollard was one of the best
decisions I made over this period. In my current role I can now look
to my Chairman to continue this process. I hope I never become
afraid of learning from others and becoming better at what I do.
ceoforum.com.au: How did you go about finding a suitable coach?
Didnt the very complexities of the role and issues you were facing
mean that it would be difficult to find coaches with the relevant skills
and experience?
RD: It was a little bit like mining for gold, no doubt about that. I was
very fortunate that our HR director was very knowledgeable about
high-level career development options, including executive coaching.
What was attractive about the firm we chose (the Global Coaching
Partnership) was that coaches had both the intellectual capacities and
a proven track record in delivering business outcomes. I already had
worked with organisational psychologists and although I had benefited
from their input, I was more looking for someone who had both the
experience and aptitude in managing the types of issues I faced.
I think that when looking for a coach, you need to be very
transparent about what you want to achieve in both a business and
a professional sense, and also in terms of what learning style works
best for you. I took a fairly structured approach, by looking at the
leadership competencies I needed to succeed in my role and how I
rated in each of them. Some skills I felt were real strengths and didnt
necessarily need too much attention, others may have been strengths
but had very strong upsides (e.g. stakeholder management, in an
environment where there were five boards to manage), and yet others
CEO
FORUM
PRACTITIONER
REBECCA
DEE-BRADBURY
REFLECTIVE
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PART 1 Introduction
DANIEL ALMAGOR
GRADUATE GLIMPSE
GRADUATE GLIMPSE
GRADUATE GLIMPSE
GRADUATE GLIMPSE
Degrees obtained
University
Year of graduation
Current position
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12:03 PM
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VIDEOCASES
Website: www.mrpesty.com.au
Website: www.westpac.com.au
Ch 04 Bartol 5-e:Layout 1
6/8/07
12:03 PM
Page 150