Trade Agreement 9 Differe sof Global Organizations How Organizati ns Go Global Managing in aGl obal Environment The E I-P al Environment The Cultural Environment Individualism versus Collectivism 1Glbal Yuers ve e ns listed in the lecture outline Teaching Methods Lecturing,presentation,discussion,teamwork and case study with the aid of multi-media Chap 5.Social Re ponsibility and Managerial Ethics 思政内容：强调社会主义国家的工商企业并不是唯利是图的经济组织，而是兼具社会关怀和弘扬正能 量责任的社会基石。 unders managerial ethic nown by the fact that they take their res Hall and other publishers are involved in efforts to increase literacy.In the chapte pening Manager's Dilemma,Darien Dash,owner of DME (Digital Mafia Entertainment)Interactive Holdings,Inc.,is com mitted ty com es. ponsible and ethical can have? between,or Lecture Outline Res Two Op ing Views of Social The Classical View 6
6 Understanding the Global Environment Regional Trading Alliances European Union North American Free Trade Agreement Association of Southeast Asian Nations Different Types of Global Organizations How Organizations Go Global Managing in a Global Environment The Legal-Political Environment The Economic Environment The Cultural Environment Individualism versus Collectivism Power Distance Uncertainty Avoidance Quantity versus Quality of Life A Guide for U.S. Managers Is a Global Assignment for You? Home Assignments: Review the questions listed in the lecture outline. Teaching Methods: Lecturing, presentation, discussion, teamwork and case study with the aid of multi-media Chap 5. Social Responsibility and Managerial Ethics 思政内容：强调社会主义国家的工商企业并不是唯利是图的经济组织，而是兼具社会关怀和弘扬正能 量责任的社会基石。 This chapter establishes a framework for understanding social responsibility and managerial ethics. Companies such as Tom’s of Maine or Levi Strauss, Inc., have long been considered to be socially conscious as shown by the fact that they take their responsibilities to different stakeholders very seriously. Prentice Hall and other publishers are involved in efforts to increase literacy. In the chapter-opening Manager’s Dilemma, Darien Dash, owner of DME (Digital Mafia Entertainment) Interactive Holdings, Inc., is committed to expanding hardware and software infrastructure within minority communities. How much responsibility does an organization have to society? Are these examples few and far between, or have organizations recognized the impact that being socially responsible and ethical can have? Lecture Outline Introduction What Is Social Responsibility? Two Opposing Views of Social Responsibility The Classical View The Socioeconomic View Arguments For and Against Social
nsibility s to res Social Responsibility Performand s-Based M agemen Shared Val The"Greening"of Management Global Environmental Problems Four Views of Ethics Factors Ethics Structural variables Organization's Culture ssue Inte Codes of Ethics and Decision n Rules Lea Ethics Training Performance dent social audits Formal Protective Mechanisms A Final Thought aa s listed in the lecture outline Teaching Methods: Lecturing.presentation,discussion,teamwork and case study with the aid of multi-media Chap 6.Decision-Making:The Essence of the Manager's Job 思政内容：社会主义国家企事业单位在决策过程中，更加注重普通员工的参与，基层人员具有最广泛 的意见表达渠道。而资本主义国家的决策方式，无论是国家层面还是企业层面，都是按“出资额”大 小而享有不同的意见表达机会 Applied intelligence software is helping decision makers be more effective and efficient.Several diverse tres suc tele ep make care,tra ortation,and were previously lert to humans n any ming ever repla
7 Responsibility From Obligations to Responsiveness Social Responsibility and Economic Performance Values-Based Management Purposes of Shared Values Developing Shared Values The “Greening” of Management Global Environmental Problems How Organizations Go Green Summing Up Social Responsibility Managerial Ethics Four Views of Ethics Factors That Affect Managerial Ethics Stage of Moral Development Individual Characteristics Structural Variables Organization’s Culture Issue Intensity Ethics in an International Context Toward Improving Ethical Behavior Employee Selection Codes of Ethics and Decision Rules Top Management’s Leadership Job Goals and Performance Appraisal Ethics Training Comprehensive Performance Appraisal Independent Social Audits Formal Protective Mechanisms A Final Thought Home Assignments: Review the questions listed in the lecture outline. Teaching Methods: Lecturing, presentation, discussion, teamwork and case study with the aid of multi-media Chap 6. Decision-Making: The Essence of the Manager’s Job 思政内容：社会主义国家企事业单位在决策过程中，更加注重普通员工的参与，基层人员具有最广泛 的意见表达渠道。而资本主义国家的决策方式，无论是国家层面还是企业层面，都是按“出资额”大 小而享有不同的意见表达机会。 Applied intelligence software is helping decision makers be more effective and efficient. Several diverse industries such as energy, health care, transportation, and telecommunications are relying on applied intelligence software to help make decisions that were previously left to humans. Can any thing ever replace
thato tht will ever replace theNtin a tha ro ed dng Cannondale's new dirt bike and is in charge of launching the new product Now that the new bike is out,how should Mr.Galasso evaluate the effectiveness of the decision? What decision criteria might he use?Tools and techniques are available that can help managers such as Mr.Galasso. Lecture Outline Introduction The Decision-Making Process Criteria Step4:Develo ping Alternatives Step 7:Implementing the Alternative Step 8 Evaluating Decision Effectiveness on Making r Decision Maker Making Decisions ationality Bounded Rationality tionality Roteofintutiogali Types of Problems and Decisions Well-Structure Problems and s and Nonprogrammed Decisions Deeision-Making Conditions Uncertainty Decision-Making Styles Summing Up Managerial Decision Making Review the questions listed in the lecture outline. turing,presen on,discussion,teamwork and case study with the aid of multi-media 8
8 the decision-making process utilized by humans? In this chapter, we’ll look at the decision process and see that there is no thing that will ever replace the manager’s need to make decisions. Mario Galasso is a vice president of product development at Cannondale Corporation, a leading maker of mountain, road racing, multisport, recreational, and specialty bicycles. Mr. Galasso, who races bikes in his off-hours, helped design Cannondale’s new dirt bike and is in charge of launching the new product. Now that the new bike is out, how should Mr. Galasso evaluate the effectiveness of the decision? What decision criteria might he use? Tools and techniques are available that can help managers such as Mr. Galasso. Lecture Outline Introduction The Decision-Making Process Step 1: Identifying a Problem Step 2: Identifying Decision Criteria Step 3: Allocating Weights to the Criteria Step 4: Developing Alternatives Step 5: Analyzing Alternatives Step 6: Selecting an Alternative Step 7: Implementing the Alternative Step 8: Evaluating Decision Effectiveness The Pervasiveness of Decision Making The Manager as Decision Maker Making Decisions: Rationality, Bounded Rationality, and Intuition Assumptions of Rationality Bounded Rationality Role of Intuition Types of Problems and Decisions Well-Structured Problems and Programmed Decisions Poorly Structured Problems and Nonprogrammed Decisions Integration Decision-Making Conditions Certainty Risk Uncertainty Decision-Making Styles Summing Up Managerial Decision Making Home Assignments: Review the questions listed in the lecture outline. Teaching Methods: Lecturing, presentation, discussion, teamwork and case study with the aid of multi-media