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What is the most remarkable change in the ethical principles of business management after World War II?

Management/Human Resources > Business Planning > Chapter IV Detailed Modern Enterprise Ethics?

Should organizations protect whistleblowers? What will you do when you find that your boss or the whole organization is engaged in immoral things? If you are an employee of the federal government, the Whistleblower Protection Act 1989 will provide you with relief and protection. Or if you work for 19 state government with similar laws, you can also get protection. But what should you do if you are not among them? Some organizations have cultivated a culture that encourages employees to express controversial or different opinions freely, that is, to protect employees with formal laws and regulations, and to provide employees with a mechanism to report unethical behavior anonymously to senior managers. However, other organizations believe that whistleblowing (reporting unethical behavior to the outside world such as the press, government agencies or public interest groups) is the ultimate manifestation of disloyalty. Exposing immoral and illegal behaviors will embarrass managers and shake their power. In such an organization, revealing inside information may mean that a person's work or whole career is in danger. On the other hand, does loyalty to the organization require you to turn a blind eye to immoral and illegal behavior? Do employees have to give up their freedom of speech to protect their jobs? Many states have passed laws to protect informers. However, even where there is legal protection, employees are still worried that if they offend the boss, senior manager or organization, they will be subtly retaliated. How to treat exposure insider? If it threatens your position, are you still willing to expose it? If you are a hiring manager of a company, will you recruit men according to the company's requirements and reject outstanding women who meet the recruitment requirements? The momentum of selling "pre-bound" term papers to college students has become so great that some companies actually advertise in publications such as Rolling Stone. A survey of more than 6,000 college students shows that 76% students who plan to choose a business career admit to cheating in at least one exam. 19% cheated at least 4 times. A scandal that shocked the world business community revealed that Japanese investment companies admitted to collecting illegal money to make up for the investment losses of customers of preferential companies. Monsanto recently paid $654.38 million+$200,000 to Massachusetts in an attempt to conceal the discharge of 200,000 gallons of acidic wastewater. According to the survey of 65,438+0,400 general managers, 53% people believe that even the most successful businessmen must trample on principles to succeed. Is Dow Corning's concealment a rare example of the company's irresponsibility, or is it just another typical example of the decline of professional ethics? 1 1 Corporate Moral Responsibility Corporate Moral Responsibility I. Corporate Influence II. Market mechanism defects, imperfect competition, external effects and price signal distortion. Limitations of the fourth law. Characteristics of moral norms 2.2. Overview of business management ethics 1. The meaning and content definition of business management ethics: ethical principles and ideas permeate the whole process of business management. Enterprise managers use this moral evaluation standard to judge the moral relationship in enterprises, and enrich and develop enterprise culture and enterprise spirit. Main contents: (1), establish the relationship between the state, enterprises and individual workers (2), modern enterprises are independent, funded and responsible for their own profits and losses, what social obligations and moral responsibilities should enterprises and enterprise managers undertake and perform (3), and how can modern enterprises improve the internal mechanism of the unification of moral rights and moral obligations under the conditions of market economy? (4) How do enterprises use moral principles and legal means to urge enterprises to abide by economic contracts in economic exchanges and mutual coordination? (5) How can enterprises allow merger and bankruptcy? (6) How do they embody humanistic spirit and maintain moral standards? (7) How do they correctly understand and handle the contradiction between the interests of enterprises and consumers in the relationship between enterprises and consumers? What are the moral standards for evaluating entrepreneurs' behavior? How to cultivate entrepreneurs' moral responsibility and independent moral choice ability (8), the position and development path of corporate culture (9), and how to establish entrepreneurial spirit with enterprise characteristics (2.2). Overview of business management ethics II. Similarities and differences between business management ethics and employee ethics * * * Similarity: 1. Their emergence and development depend on the emergence of social division of labor and the evolution of professional communication. It is the product of the development of commodity economy. 2. Their moral content depends on the special environment and activity form of the industry. 3. They can adjust all kinds of interpersonal relationships between enterprise managers and employees. Everyone needs to put forward some specific ethics, and the personality characteristics of enterprise management ethics are mainly as follows: 1. It is not only a branch of a unified ethical knowledge system, but also universally applicable to all social and economic organizations and individuals engaged in production and operation. 2. It is necessary to study not only the essence of enterprise morality, but also the moral moment, moral norms and moral essence in enterprise economic activities, not just the requirements of general professional norms. 3. The principle of business ethics has universal guiding significance for all kinds of enterprises, but it has distinct personality characteristics when it comes to a certain enterprise. 2.2. Overview of business management ethics 3. Business management is the main manifestation of ethical management: 1. Management principles are always consistent with certain social ethics. 2. The moral quality advocated in enterprise management activities is consistent with the moral quality required by certain social ethics. 3. Enterprise managers always use moral control means based on incentives to regulate people's behavior and achieve certain management purposes. 2.2. Overview of business management ethics. The Ethical Function of Enterprise Management Ethics plays a role in generating ethical norms for the business behavior of enterprise managers by evaluating and judging the good and evil of enterprise management behavior and manager behavior. (1) The basic principles of regulating managers' behavior and enterprise management ethics restrict managers' daily management behavior and the value orientation of major decisions; At the same time, the Code of Ethics for Enterprise Management establishes the code of conduct for managers at all levels, which has a cognitive guiding role for the value orientation of enterprise managers' own behavior. As an evaluation scale of enterprise management activities, "goodness" should be an evaluation coordinate system that integrates organizational goals, organizational norms and social norms. On the one hand, the reality of enterprise management ethics regulating managers' behavior depends on whether people are willing to be the main body of evaluation; On the other hand, the realistic regulation of enterprise ethics on managers' behavior depends on the situation of the assessed. (2) the standard management ethics to evaluate managers' behavior-it can judge whether managers are competent and have the moral quality that should be possessed in management work. This function of management ethics is mainly realized through managers' inner beliefs and public opinion. (III) Training Managers to Have Certain Professional Ethics and Good Behavior Habits; Historical Evolution of Enterprise Management Ethics In the history of management thought in modern times, there are four different understandings of human nature, namely "economic man", "social man", "self-fulfilling man" and "complex man". First, the hypothesis of human nature of "economic man" Taylor's practice of scientific management principles proves that the United States and Japan after World War II in the 1970 s regarded economic motivation as the only motivation of human beings and regarded human nature as "economic man." Key points of the hypothesis of human nature of "economic man": 1. Employees are basically motivated by economic stimulus. No matter what it is, they will do it as long as it can provide them with the greatest economic benefits. 2. Because economic stimulus is under the control of the organization, the essence of employees is a passive factor, which is driven and controlled by the organization. -people are naturally lazy. 3. People are rational enough to prevent people from interfering with the rational balance of their own interests. -People have no feelings. 4. Organizations can and must be designed in a way that can neutralize and control people's feelings, so people's unpredictable qualities must be controlled. The historical evolution of enterprise management ethics is based on the assumption of human nature of "economic man", and adopts the measures of "task management". The characteristics of its management model are: 65,438+0. The task of management is to improve productivity and complete production tasks, regardless of people's emotions. 2. Management is only a matter for a few people, and has nothing to do with the vast number of people being managed. 3. The managed people just obey orders. 3. Rely on money to stimulate workers' enthusiasm for production, severely punish lazy people and adopt the policy of "carrots and sticks". 4. Establish strict work. Relying on the strict control, supervision and evaluation of managers: the hypothesis of human nature of "economic man" is based on hedonism and individualism. It reflects people's economic requirements, which mainly lie in meeting people's physiological and material needs. Therefore, the management theory of "economic man" has its applicability in a certain development stage and within a certain range. However, this assumption actually regards man as a complete natural person and ignores the sociality of man. Because people think that human nature is evil, we must adopt coercion, supervision and command in management methods, and mainly use money to stimulate workers' labor enthusiasm in reward system. Historical evolution of enterprise management ethics II. "Social man" Social man's human nature hypothesis: People live in social groups, and people need to seek human meaning in group life, and the role of material stimulation is secondary. Mayo: Human problems and social problems in industrial civilization Hawthorne experiment: workshop lighting experiment-lighting experiment relay switching experiment-welfare experiment large-scale interview plan-interview experiment relay interference work experiment-group experiment Mayo's view is that people are not "economic people" but "social people". Material stimulation is only of secondary significance in regulating enthusiasm. What people value and pursue is good interpersonal relationship with colleagues. Hawthorne experiment first discovered and proved the existence of "informal organization" in enterprises. Historical evolution of enterprise management ethics. Human nature hypothesis of "social man": 1. Social demand is the basic incentive factor of human behavior, and interpersonal relationship is the basic factor to shape people's sense of identity. 2. The mechanization left over from the industrial revolution has caused the work to lose many intrinsic meanings. Now we must find the meaning of these losses from the social relations at work. 3. Compared with the reward and control response adopted by the management department, employees are more likely to respond to the social factors of the group composed of colleagues at the same level. 4. The extent to which employees can respond to the management department depends on the supervisor's demand for subordinates. The need for acceptance and identity depends on the historical evolution of enterprise management ethics. The historical evolution of enterprise management ethics is based on the human nature assumption of "social man" and the management mode characteristics of Mayo's "crowd relationship theory": 1. Managers should not only pay attention to work and complete production tasks, but also pay attention to caring for people. Meet people's needs, 2. Managers should not only pay attention to planning, organization and control, but also pay attention to interpersonal relationships between managed people, and cultivate and form employees' sense of belonging and integrity. 3. Advocate collective reward system, not individual reward system. 4. The manager's duty is not only to organize production, but also to act as a liaison between superiors and subordinates, to listen to the opinions of the managed people and understand their thoughts and feelings. 5. Implement the method of "participating in management". Let the managed people participate in the research, discussion and evaluation of organizational decision-making to varying degrees: the human nature hypothesis of "social person" not only sees that people should meet physical and material needs, but also sees that people should meet the needs of safety and socialization, which reveals the essence of people more deeply. However, the view of "social man" is not a generalization of human sociality. The crowd relationship mentioned here is also a narrow psychological relationship (sense of security and belonging). The emphasis here is to show the individual's psychological dependence on the crowd, not just the "crowd". It can't be equated with society, moreover, it ignores the decision of social relations on the formation of personal characteristics, the historical evolution of enterprise management ethics, the human nature hypothesis of "self-actualized people" (1) and the basic viewpoint of self-actualized people. A self-fulfilling person means that people strive to maximize their potential and fully display it. Only when their talents are fully displayed in their work can they feel the greatest satisfaction. Foundation: Maslow's hierarchy of needs theory and Herzberg's two-factor theory, which led to the historical evolution of McGregor's X-Y theory of business management ethics. The main content of Maslow's hierarchy of needs theory is 1. People's needs can be divided into physiological needs, safety needs, social needs, respect needs and self-realization needs according to their importance. These five demands are rising step by step. Only by meeting the lower-level needs can we pursue the higher-level needs, self-realization, respect for needs, social needs, security needs, security needs, physiological needs and the historical evolution of enterprise management ethics. The main content of Herzberg's "two-factor theory" is that there are two main factors that affect people's working attitude: health care factors and incentive factors. Health factors: salary level, working conditions, company policies, administration and supervision, personal life, etc. -retention factors, dissatisfaction will lead to dissatisfaction, and satisfaction will not lead to satisfaction. Incentive factors: work achievement, superior trust, promotion, sense of responsibility, etc. The historical evolution of business management ethics The main content of McGregor's X-Y theory is X theory: 1. ◆ Most people lack a sense of responsibility and are willing to be commanded by leaders rather than take the initiative to take responsibility; Life is self-centered, personal goals and organizational goals are contradictory, and external forces must be strictly controlled to achieve organizational goals; Old-fashioned ◆ Lack of rationality ◆ Meet basic physiological needs and safety needs, and do the most profitable thing economically; The crowd is divided into two categories, most of which are above, and a few people can restrain themselves-the responsibility of management; Historical evolution of enterprise management ethics II. What are the responsibilities and management methods of managers under X theory? Managers are concerned about how to improve labor productivity and accomplish tasks. Their main functions are: planning, organizing, operating, guiding and supervising; ? Mainly use authority to give orders and make the other party obey, regardless of how to respect people emotionally and morally? Emphasize strict organization and formulate specific norms and work systems. The effectiveness and obedience of employees should be bought with monetary rewards. The historical evolution of business management ethics The historical evolution of business management ethics McGregor's X-Y theory Y theory: 1. What are the main contents? People are not born lazy. It is human instinct to ask for work and labor. ? External control and punishment are not the only ways to motivate people to work hard to achieve organizational goals. ? There is no contradiction between the requirements of human self-realization and the behavior required by the organization. ? Contributing to achieving goals is a function of people's reward for their achievements. ? Under normal circumstances, ordinary people not only learn to accept responsibility, but also learn to investigate it. ? Not a few people, but most people have high imagination in solving difficulties in the process of achieving organizational goals. ? In modern industrial life, the wisdom potential of ordinary people has only been partially brought into play. Historical evolution of enterprise management ethics II. Management mode under y theory? The focus of management functions. Create a working environment where people can give full play to their talents. Not a supervisor, supervisor or commander, but an assistant. ? In terms of incentives. The internal motivation comes from the work itself and self-realization. ? Management system. More autonomy and self-control The historical evolution of enterprise management ethics is comprehensive. The hypothesis of human nature of self-fulfilling people is: 1. After meeting the most basic needs, people will turn to meet higher-level needs, that is, self-realization. 2. Individuals always become mature in the pursuit of work. By exercising certain autonomy, they look at problems from a long-term perspective, cultivate their own expertise and ability, and walk more flexibly. 3. People mainly rely on themselves to motivate and control themselves. External stimulation and control are likely to become a threat to people and reduce people to a less mature state. 4. Self-realization and making organizational performance more effective. These two aspects are not contradictory. (2) The management mode of "self-actualized person" is 1, and the management emphasis has changed. (2) The management function has changed. (3) The reward method has changed. (4) Management style changes. (4) The historical evolution of business management ethics. (4) The human nature assumption of "complex people". (1) Basic view of complex people: People are very complex. With the change of their roles, the evolution of situations and interpersonal relationships, the historical evolution of business management ethics (II) Overview of complex people hypothesis 1. There are many kinds of human needs, and they are constantly changing. 2. Because needs and motivations interact with each other, combined with complex motivation patterns, values and goals, people must decide at what level they want to understand people's motivations. 3. Employees can learn new motivations through managers in the organization. Everyone may show different needs in different organizations or different departments of organizations. 5. Based on different types of motivation, people can become efficient members of the organization. Employees can cope with a variety of different strategies-depending on their own motivation and ability and the nature of their work-historical evolution of enterprise management ethics-human nature hypothesis-human nature hypothesis of management evolution-economic man, social man, man's self-realization hypothesis, management theory of complex people, Taylor Fa Yueer's interpersonal relationship theory of scientific management, and Mayo's behavior management Maslow Herzberg's example of emergency management of Mike pressure relief valve. United Parcel Service Company (UPS) owns 654.38+. In order to achieve their goal of "handling the fastest delivery in the postal transportation industry", UPS management systematically trains their employees to work as efficiently as possible. Let's take the work of delivery drivers as an example to introduce their management style. UPS's industrial engineers have studied the driving route of each driver and set standards for each delivery, hanging and pickup activity. These engineers recorded the time of red light, traffic, ringing the doorbell, crossing the yard, going up the stairs, having a coffee break and even going to the toilet, and input these data into the computer, thus giving the detailed time standard for each driver to work every day. In order to achieve the goal of picking up and delivering 130 packages every day, drivers must strictly follow the process formulated by engineers. When approaching the sending station, they unfastened their seat belts, honked the horn, turned off the engine, pulled up the emergency brake, and pushed the transmission to 1 gear to prepare for starting and starting after sending. This series of movements fits perfectly. Then, the driver slipped from the cab to the ground with a folder in his right arm, a bag in his left hand and a car key in his right hand. They take a look at the address on the package, write it down in their minds, and then walk quickly to the customer's door at a speed of 3 feet per second, knocking at the door first to avoid wasting time looking for the doorbell. After delivery, they logged in on the way back to the truck. Does this rigid timetable seem a bit cumbersome? Perhaps, it can really bring high efficiency? There is no doubt! Productivity experts agree that UPS is one of the most efficient companies in the world. For example, FedEx does not deliver 80 packages per person per day, while UPS delivers 130 packages. The unremitting efforts in improving efficiency seem to have a positive impact on UPS's net profit. Although this is an unlisted company, it is generally considered to be a profitable company. The procedures adopted by United Parcel Service Company to obtain the best efficiency are not created by UPS, but are actually the result of scientific management. It has been nearly a hundred years since the rise of scientific management, but, as confirmed by UPS, these procedures are still valid today. 3.3. Ethical Guidelines for Business Management I. Principles of Human Nature (1) Mainly 1 Management is essentially the management of people. 2. The fundamental purpose of all management is for the benefit of mankind. 3. The source of all organizational vitality is the humanized management mode of practical activities: "participation system", "emotional investment" and "democratic management". (2) The basic connotation of the principle of human nature is 1. Affirm human value and dignity, and regard the realization of human value as the highest goal of all management activities. 2. Affirm personal equality between people. Treat management as the same thing for all members of the organization. 3. Affirm the rationality of people's realistic happiness and emphasize that all management activities must benefit the broad masses. 4. The humanitarian principle of management requires strict organizational discipline of enterprises while respecting and caring for people. Fight against violations of enterprise rules and regulations and organizational discipline. Guide to business management ethics II. Basis of democratic principles: 1. The principle of democracy is the inevitable requirement of the principle of humanity. Democratic principle is the premise of flexibility, adaptability and innovation of enterprise organizational structure. Democracy is the inevitable requirement of social progress and scientific and technological development for enterprise management. Main contents: 1. Equality of personality, give full play to the main role of employees. 2. Mutual supervision and restriction of rights. 3. Procedural and open behavior. 4. Managers should be approachable, democratic and obligated. The effect of management is not absolute. 3. A guide to business management ethics. 3. The basis of the principle of justice: 1. Justice is the requirement of human self-interest, self-existence and progress. 2. The principle of justice is an urgent requirement of the social life management practice in contemporary China: 1. In the internal management of enterprises, the principle of justice is mainly used to solve the rationality and fairness of salary distribution and opportunity distribution and the influence on employees' enthusiasm. A. the principle of justice requires equal opportunities. B. Equal distribution of benefits. 2. The principle of fairness requires enterprises to benefit from each other in their foreign business activities. 3.3. A guide to business management ethics. 4. The basis of the efficiency principle: 1, the fundamental purpose of enterprise business activities determines the existence of the efficiency principle. 2. The principle of efficiency is one of the remarkable characteristics that distinguish contemporary enterprise management from previous enterprise management. 3. Efficiency is the essential connotation of China's modernization: 1, focusing on efficiency. 2. Pay attention to the speed. 3. Form a target management system within the enterprise, with clear tasks and clear responsibilities. And take this as the assessment standard. 4. Pay attention to the unity of short-term benefits and long-term benefits. 5. Pay attention to the unification of short-term goals and means. 3. The relationship between the principle of efficiency and the principles of humanity, fairness and democracy: the principle of efficiency is not supreme, but it should be subordinate to the principles of humanity, fairness and democracy, because: 1, the principles of humanity and democracy determine the basic direction of management activities, and its principles of humanity, democracy and justice are the essence and soul of management, among which the principle of efficiency is basically the principle of dealing with interpersonal relationships in management. 2. The general trend of humanitarianism is that if the four conflict, you will choose humanity, democracy and justice. 3. Efficiency may sacrifice the principles of humanity, democracy and justice in practice. 4. Ethical relations in management activities. Ethical relations in management activities p162 p162-170170 1. The relationship between the superior and the subordinate in the enterprise 2. The relationship between peers in an enterprise. Ethical relationship between managers and enterprises in enterprises. Ethical relationship between enterprise and community management ethics: the concrete embodiment of corporate social responsibility. Enterprise's responsibility to customers. The company's responsibility to competitors and the company's responsibility to investors. The responsibility of enterprises to their communities 1. Will you use pirated software within the enterprise? What is the difference between pirated software used by students and pirated software used by enterprises? You and your subordinates are pursuing the opposite sex at the same time. At this time, will you take advantage of your position to send your subordinates abroad for training in order to go to the moon first? You have a man and a woman, both of whom have rich negotiation experience. Will you not send this woman to the Middle East because you are afraid that your negotiating partner will discriminate against women? Although doing so will dampen the enthusiasm of this female subordinate. The nicotine content of cigarettes in some western countries is much lower than that in Asian countries. If you are the sales director of these cigarette brands in Asia, will you sell cigarettes with nicotine content dozens of times higher than that of the local area to these underdeveloped areas? (Nicotine is a harmful substance, and too high a content will lead to death) Concealment Thomas Talcott worked as a material engineer in Dow Coming for 24 years. His job is to help the company develop silicone for breast implant manufacturers. But in 1976, when the company turned to produce a more fluid gel to make softer and more realistic implants, he resigned. Talcott is worried that this thinner gel will crack or leak, which will seriously endanger human health. His concern has not attracted the attention of the general manager of the company for 15 years. Although Dow Corning's silicone implants have been fully tested on animals, and the fact that more than 2 million women have received these implants shows that there is no health hazard, the authority of the company was questioned at the beginning of 1992. Talcott may be right. Dow Corning has not only failed to realize the problem of implant leakage for decades, but also tried to cover it up. Investigations by newspapers, the Federal Drug Administration (FDA) and a congressional panel revealed the company's memorandum. 1975, the company put the products on the market in such a hurry that these products were either untested or simplified animal tests to check whether the silica gel leaked from the implant. An internal memo showed that Corning distorted its research results to women, medical experts and managers of the Federal Drug Administration. These memos show that the company has long known that silicone may leak from breast implants and flow into women. After decades of denial and obstruction, Dow Corning finally admitted at the beginning of 1992 that this was not always the case. It defended itself by saying that it did not publish the memorandum earlier because it was afraid of causing panic among women. However, even so, it is impossible to completely eliminate the doubts of women who use the company's implants. 1February 1992, the company said that it was willing to pay for any woman who wanted to remove breast implants but could not afford the operation. The company announced that it had changed its CEO, trying to show the public and major institutions that it had taken the issue of implants seriously. Shortly thereafter, in order to avoid possible lawsuits, the Corning company announced that it would cancel its profit of 94 million dollars and withdraw from the implant business.