《管理学专业英语教程（第四版上）》课件lesson10 The Hidden Costs of Organizational Dishonesty-v2.ppt

1、LOGOThe Hidden Costs of Organizational Dishonesty管理学专业英语教程（第四版管理学专业英语教程（第四版上）上）Fudan UniversityLOGO123Fudan UniversityOutlines Three typesthe malignancies LOGOOrganizational DishonestyFudan UniversityvAn organization that regularly teaches,encourages,condones or allows the use of dishonest tactics i

2、n its external dealings(that is,reward customers,clients,stockholders,suppliers,distributors,regulators and so on)will experience a set of internal consequences.LOGOFudan Universityv“The businessman who straddles a fine line between what is right and what is expedient should remember that it takes y

3、ears to build a good business reputation,but one false move can destroy that reputation overnight.”Edson.W.SpencerFormer Chairman of Honeywell Inc.Organizational Dishonesty1LOGOFudan University of respondents stated that their perception of the ethicality of a particular companys business practices

4、has had a direct effect on their decisions to purchase goods or services from that firmsReputation Degradation of the respondents asserted that their perceptions of the honesty of a corporations behavior had also influenced their decisions about whether to buy that companys stockLOGOFudan University

5、Reputation DegradationvCompanies that are perceived to be corrupt will find it much more difficult,if not impossible,to shed themselves of that stigma.vDishonesty is a trait that,when discovered in one branch of a company,is immediately perceived to be underlying the behaviors across other domains.L

6、OGOFudan UniversityReputation DegradationLOGOReputation Degradationv Research suggests that a disreputable company attempting to recover lost trust needs to demonstrate newfound integrity consistently on numerous occasions to stand even a chance of convincing wary others that it has changed for the

7、better.v To speed its rehabilitation,a company may need to replace top management quickly in an effort to convince others of its sincerity and eagerness to attack the root cause of the dishonesty.Fudan UniversityLOGOFudan University2Organizational DishonestyLOGOFudan University Mismatch with employe

8、e valuesvCorporate expenditures on illness and absenteeism amount to far more than the costs of“get well”cards and Mylar balloons.LOGOFudan University Mismatch with employee valuesvTraditional studies on the relationship between job satisfaction and productivity suggested only a weak connection betw

9、een the two.vSubsequent research has qualified this finding.The correlation rather weak only for workers with low skill levels.For employees who are highly skilled,those who were satisfied with their jobs outperformed those who were not by a margin ofLOGOFudan University Mismatch with employee value

10、sv When moral employees are required to engage in immoral behaviors,the productivity of the most competent and proficient workers will suffer most.v This outcome should be extremely troubling to many organizations for two reasons.LOGOFudan University Mismatch with employee valuesvResearch has shown

11、that workers who do not share the values of their organizations tend to be less satisfied with their jobs,less committed to their organizations and significantly more likely to quit.vMoreover,policies that promote dishonest business practices are likely to drive the most productive workers into the

12、offices of more honest competitors.LOGOFudan UniversityOrganizational Dishonesty2v In a recent survey,of respondents said that their perceptions of a companys integrity would influence their decision about accepting a job there.LOGOFudan University Match with employee valuesvIf workers are cheating

13、customers and others outside the company,why shouldnt they also be bilking their employer?LOGOFudan Universityv“I was constantly on guard to what I was supposed to tell them，”says the former employee.“I felt dishonest.”Later,the employee found herself regularly cheating on her travel expenses.Match

14、with employee valuesLOGOFudan University Match with employee values as widespread as consumer fraudTheft of company assets has more than U.S.companies lose roughly dollars a year to internal fraudNearly of all business losses in the U.S.were the result of internal larcenyExpense account abuse has ne

15、arly Fraud through collusion between employees and third parties is LOGOFudan University(Mis)match with employee valuesLOGOFudan University(Mis)match with employee valuesv In response to this growing problem,many organizations have overlooked any role that their own dishonest policies and practices

16、might have played.v They have focused on the symptoms of the problem,implementing a host of specific preemptive and reactive measures.v The unintended consequences of such countermeasures can sometimes be nearly as deleterious as the problems they are aimed at solving in the first place.LOGOFudan Un

17、iversityOrganizational Dishonesty3LOGOFudan University Increased Surveillancev Mental health problems.High levels of tension Severe anxiety and depressionv Physical disorders.Carpal tunnel syndromePsychological&Physical LOGOFudan UniversityvWorkers perceive theorganization doesnt trust them.Increase

18、d SurveillanceAtmosphere of antagonism between employees and management.vWorkers feel insulted that their integrity is being questioned.More likely to quit or retaliate with a variety of counterproductive behaviors.LOGOFudan University Increased SurveillancevPeople who feel that their sense of freed

19、om is being threatened will often try to reassert some control over their environmentLOGOFudan University Increased SurveillancevAnother potential consequence of surveillance equipment is that many employees might come to believe that the systems are warranted even when theyre not.Honest and dishone

20、st workers alike might assume that the monitoring must reflect both the corrupt dispositions of fellow employees and the large rewards of cheating.LOGOFudan University Increased SurveillancevSurveillance technology can also undermine employee behavior in subtler ways.Spur supervisors to find more ef

21、fective(and more expensive)control systemsLOGOvManagement can also begin to overestimate the power of surveillance systems.Fudan University Increased SurveillanceLead to greater expenditures to purchase even more sophisticated systemsvAfter these systems are in place,management may come to see them

22、as more effective and more vital than they truly areexplain why internal controls continue to rise in popularity in corporate America despite the dramatic increases in supervisors workloads when new systems are first establishedLOGOFudan UniversityIncreased SurveillanceLOGO The Consequences of Organ

23、izational DishonestyFudan UniversityLOGO(Text 2)Ethical Dilemmas in BusinessFudan Universityv Unethical Behavior ruins reputations,harms employee morale,and increases regulatory costs not to mention damages societys trust in business.Yet corporate scandals are a recurring reality.v Compliance progra

24、ms take a legalistic approach to ethics that focuses on individual accountability but recurring scandals show that we could do better.LOGO Ethical Dilemmas in BusinessFudan Universityv Organizational ethics matter significantly to most employees and mangers,and that people want to work for employers

25、 whose values and principles are aligned with their own.v A link between ethical leadership and task performance,organizational citizenship,and other productive work behaviors.LOGO Ethical Dilemmas in BusinessFudan UniversitySubsequent survey with employees atva.a national government departmentvb.a

26、nationwide retailervc.a nonprofitvd.a country-level police forceve.a construction companyas qualified the finding Ethical tone of an organization is the cumulative outcome of how its members address daily ethical dilemmas as they go about their workLOGO Ethical Dilemmas in BusinessFudan UniversityLO

27、GO Ethical Dilemmas in BusinessFudan UniversityPeople want to fit in at work but its not just a fit with the requirement of the job or even a fit with the organizations culture that matters.Every organization has a range of stakeholders affected by its decisions,including employees,suppliers,clients

28、,senior managers,the local community,wider society,and even the environment.LOGO Ethical Dilemmas in BusinessFudan Universitywhether or not people challenge unethical behavior depends on the nature of the infraction,the setting within which it takes place,the seniority and roles of those involved,an

29、d the potential risks of challenging the behavior.What if the ethical solution to a problem is not the expedient solution often because there arent enough hours,dollars,or people to make the ethical solution happen.LOGOFudan University Ethical Dilemmas in BusinessvLeaders must design workplace conte

30、xts that encourage good behavior.Keeping prosocial values top of mind for employees as they make decisions will reduce the likelihood of transgressions while making workers happier and more productive.LOGO Ethical Dilemmas in BusinessFudan UniversityLOGO Ethical Dilemmas in BusinessHIRINGEVALUATIONC

31、OMPENSATIONPutting Ethical Design into Practice HIRINGHighlighting values in the interview revels their importance to the organization.EVALUATIONEthics can also be woven into the design of performance evaluations to highlight their importance to an organization as well as to reward and encourage goo

32、d behavior.COMPENSATIONMaking use of executive scorecard to tie compensation to the core values,highlighting how well core ethical values align with business success.Fudan UniversityLOGOFudan University Referencev Nicholas Epley,Amit Kumar,“How to design an ethical organization”Harvard Business Review June Issue 2019:92-98