—Ethics in Global Management 代写

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    —As International Managers, we must…

    1.Understand the changing perceptions and demands of corporations doing business in other countries, in particular the responsibilities toward human rights.
    2.Acknowledge the strategic role that CSR & codes of ethics must play in global management.
    5.Recognise that companies must provide benefits to the host country in which they operate in order to maintain cooperation.
    6.Consider sustainability in our long-term plans in order to manage environmental impacts on host locations.
    7.Provide guidance to managers to maintain ethical behaviour amid the varying standards and practices around the world.
    —What role should Social Responsibility
                                               have for MNC’s?
    —  The MNC has multiple Stakeholders
    MNC Stakeholders
               Home Country                         Host Country






                Society in General
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    —Ethics in Global Management
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    —General Guidelines for a
    Code of Morality & Ethics
                                         in Individual Countries
    —Example: International Codes of Conduct
    —International Chamber of Commerce
    —OECD (Organisation for Economic Cooperation & Development)
    —UN Commission on Transnational Corporations
    —The Sweatshop Code of Conduct
    —The Electronic Industry Code of Conduct (EICC)
    —Social Accountability 8000 (SA 8000)

    — Case: Doing Business in China …the USA perspective:
    The attraction of doing business in China:
    qCheap labour cost
    qAn expanding market
    qA growing economy with growth in higher skilled jobs and services
    qContinuing concerns
    qUncertain legal environment
    qProtecting IP

    —Global Corruption Barometer:
    2010 Corruption Perception Index (CPI)
    —Top 20 - Least Corrupt
    1.Denmark
    2.Singapore
    3.New Zealand
    4.Finland
    5.Canada
    6.Australia
    7.Hong Kong
    8.Germany
    9.Japan
    10.UK
    11.Chile
    12.Belgium
    13.USA
    14.France
    15.Taiwan
    16.South Korea
    17.Poland
    18.Greece
    19.S. Africa
    20.Turkey
    —To Bribe or NOT to Bribe?
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    —Paying mail carriers in Mexico to prevent them from “losing” mail
    —Paying $100 to get a computer picked up from a rainy dock
    —Gift-giving to bond social ties
    —The Process for Companies to
    Combat Corruption & Minimise the Risk of Prosecution
    —Having a global compliance system which shows that employees have understood, and signed off on, the legal obligations regarding bribery and corruption in the countries where they do business
    —Making employees aware of the penalties and ramifications for lone actions, such as criminal sanctions
    —Having a system in place to investigate any foreign agents and overseas partners who will be negotiating contracts
    —Keeping an effective whistle-blowing system in place

    —Policies to help MNCs to confront concerns
                        about Ethical Behaviour & Social Responsibility
    —Develop worldwide code of ethics.
    —Build ethical policies into strategy development.
    —Plan regular assessment of the company’s ethical posture.
    —If ethical problems cannot be resolved, withdraw from that market (as Sony did from Indonesia)

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    Managing Subsidiary - Host-Country interdependence



    1.MNCs usually reserve the key managerial and technical positions for expatriates. As a result, they do not contribute to the development of host-country personnel.
    2.MNCs do not adapt their technology to the conditions that exist in host countries.
    3.MNCs concentrate their research and development activities at home, restricting the transfer of modern technology and know-how to host countries.
    4.MNCs start their foreign operations by purchasing existing firms rather than by developing new productive facilities in host countries.
    5.MNCs are not accountable to their host nations but only respond to home-country governments; they are not concerned with host-country plans for development.
    —Managing Subsidiary - Host-Country interdependence
    —MNCs Benefits & Costs to Host Countries
    —Recommendations for MNCs Operating in and Doing Business with Developing Countries
    1.Do no intentional harm. This includes respect for the integrity of the ecosystem and consumer safety.
    2.Produce more good than harm for the host country.
    3.Contribute by their activity to the host country’s development.
    4.Respect the human rights of their employees.
    5.To the extent that local culture does not violate ethical norms, respect the local culture and work with and not against it.
    6.Pay fair share of taxes.
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    Consider this…
    —What role does corporate social responsibility (CSR) play in the relationship between a company and its host country?
    —As a manager in a foreign subsidiary, how can you reconcile local expectations of questionable payments with the corporate code of ethics and any Foreign Corrupt Practices Act that might apply?
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