Leadership 领导力(2)

ContemporaryManagementLecture2Leadership(2)DrSarahWilliamsAssessment1reminderPresentationsareduringnextweeksseminarsessionsThegrouppresentationsmustbeincludedasanAppendixinyourindividualreportIfyouhavenotalready,emailmeASAPwithgroupmemberstobegivenatimeslotLectureasnormal+PresentationsRecapandlookingforwardEndedlastweeklookingatleadership,knowingyourselfandvalues–Areyouatransactionalortransformationalleader?–Doyouprioritisethetaskorthepeople?–Doyouprioritiselookinggoodordoingagoodjob?–HowdoyourespondtothetraditionVschangechallenge?–Valuesareattheheartofwhoweare(identity)–Identityisattheheartofsensemaking&motivationTodaylookatleadershipandethicswithincontextofGLOBALIZATION…andyouwillfindleadershipvaluestheretooLearningOutcomesTounderstandthecomplexityofcontemporarymanagementwithinthecontextofglobalizationToexplorecurrentethicalissuesforglobalizedbusinessesandconsideronesownposition(s)Toreflectontheinterconnectednessofleadership,ethics,sustainabilityandglobalizationincontemporarymanagementGlobalizationorInternalization?CompanieshaveworkedinternationallysincetheEgyptianspicetrade,2600BC!But‘Globalization’characterizedby:–Growingworldwideinterconnectivity•Globaleconomy,markedbyfreedtrade,freeflowofcapital&cheaperforeignlabourmarkets•Sophisticatedcommunicationsandtransportationtechnologiesandservices•Massmigrations•Levelofeconomicactivityoutgrownnationalmarkets•Internationalagreementsreducingthecostofdoingbusiness–Rapiddiscontinuouschange–Growingnumbers&diversityofparticipants–GreatermanagerialcomplexityTenmostpowerfulcompaniesGlobalizationYankelovich,D(2007)inKnapp,LeadersonEthicsdefinesthebigglobalizationtrendsas–CHINDIA–EXPORTINGJOBS–NEWENTRANTS–NEWSOCIALEXPECTATIONS–MORENGOs–CONNECTIVITY–GROWINGENERGYDEMANDSWinnersandLosersThakur,R.&Heine,J.(2011)UnitedNationsUniversityPressWinnersLosersEmergingeconomicpowers(China,India,Brazil,SouthAfrica)25topcompaniesmorepowerfulthancountries(Corporateimperialism,abilitytoplunder&profitglobalmarketplace)Deficienciesingovernance(ILO)EngineprosperityandprogressTransnationalflowsofterrorism,drugs,humantrafficking,organisedcrime,andmoneylaundering.Globalpandemics.ReductionsinpovertyMarginalisationofculturesandpeople;increasingpoverty,exploitationandinequalityforsomeEconomicactivitytransgressingstateboardersEnvironmentaldestruction;externalisationofenvironmentalandsocialcostsRealtimeinteractionsOffshoringtraditionaljobstocheapermarkets.UnemploymentCrossboarderflowsofinvestment,good,servicesRapidworldwidespreadoftechnology,ideas,information,peopleandculturalideas(un)-enlightenedselfinterestYankelovichmakesthedistinctionbetweenenlightenedandun-enlightenedselfinterest–Win-winVsIwinyouloose–Heclaimsthatrecentethicalscandalsseeninbusinessresultfromunenlightenedbehaviour–AndthattraditionalvaluesinmostsocietiesaremorecompatiblewithenlightenedselfinterestReal-WorldExamplesofBadBusinessEthicsMcDonalds–McDonaldsLegislationandMcLibelNestle–BabymilkmortalityMattel–HazardoustoysWal-Mart–PredatorypricingandemployeelawsuitsReference:Maximisationoflongtermvalue–Comparedwithmaximizingshorttermprofit,fundraiser,bazaar–Longtermviewsrequireconfidenceinafuture•Confidencerequirestrust•Andrespectofpropertyrights•Inordernottobeselfdefeating,businessmustthereforebeconductedwithhonesty,fairness,theabsenceofviolenceorcoersionandlegalityElaineSternberg(JustBusiness:BusinessEthicsinAction,2000)EthicalDilemmasEthics:Principlesofrightandwrongthatindividuals,actingasfreemoralagents,usetomakechoicestoguidetheirbehaviorsBasicconceptsforethicalanalysis–Responsibility:•Acceptingthepotentialcosts,duties,andobligationsfordecisions–Accountability:•Mechanismsforidentifyingresponsibleparties–Liability:•Permitsindividuals(andfirms)torecoverdamagesdonetothem–Dueprocess:•Lawsarewellknownandunderstood,withanabilitytoappealtohigherauthorities©PrenticeHall201113EthicalAnalysisEthicalAnalysis1.GoldenRule•Dountoothersasyouwouldhavethemdountoyou2.ImmanuelKant’sCategoricalImperative•Ifanactionisnotrightforeveryonetotake,itisnotrightforanyone3.Descartes’RuleofChange•Ifanactioncannotbetakenrepeatedly,itisnotrighttotakeatall4.UtilitarianPrinciple•Taketheactionthatachievesthehigherorgreatergood5.RiskAversionPrinciple•Taketheactionthatproducestheleastharmorleastpotentialcost6.Ethical“nofreelunch”Rule•Assumethatvirtuallyalltangibleandintangibleobjectsareownedbysomeoneunlessthereisaspecificdeclarationotherwise©PrenticeHall201114EthicalPrinciplesSixCandidateEthicalprinciplesDilemmasWithinEachPhilosophyWhyPeopleReachDifferentConclusionsManagingCompanyEthicsHowcanthebusinessbeorganizedtoencouragegoodpractice?Leadingbyexample–Seniorpeoplesetthetone(eitherway)Codeofethics–Formalstatementsofprinciplesandpractices(Nokia)Ethicalstructuresandreporting–Specificcommitteesandroles(Vodafone,BP)InclusioninFTSE4GoodIndices–Affectsinvestors’decisionsonholdingsharesPrivacy:–Claimofindividualstobeleftalone,freefromsurveillanceorinter