Lecture 3

LECTURE 3
CEO and CFO must certify every report

containing companys financial
statements
Restricted corporate control of
executives, acting, firms, auditing
committees, and attorneys
Specifies duties of registered public
acting firms that conduct audits
Composition of the audit committee
and specific responsibilities
Rules for attorney conduct
Disclosure periods are stipulated
Stricter penalties for violations
3-2
Restructuring governance structure in

American corporations
Heightened role of corporate internal
auditors
Auditors now routinely deal directly with
top corporate officials
CEO information provided directly by
the companys chief compliance and
chief accounting officers
3-3
3-4
3-5
1.
2.
3.
4.
Identification of stakeholders
Understanding stakeholders specific
claims vis--vis the firm
Reconciliation of these claims and
assignment of priorities
Coordination of the claims with other
elements of the company mission
3-6
According to the Stakeholder Approach:
In defining or redefining the company

mission,
strategic
managers
must
recognize the legitimate rights of the
firms claimants.
In
addition
to
stockholders
and
employees,
these
include
outside
stakeholders affected by the firms
actions.
3-7
Corporate social responsibility (CSR) is the
commitment by organisations to behave

ethically and contribute to economic
development while improving the quality of
life of the workforce and their families as well
as the local community and society at large.1
World Business
Development.
1
Council
for
Sustainable
3-8
3-9
Economic the duty of managers, as

agents of the company owners, to
maximize stockholder wealth
Legal the firms obligations to comply
with the laws that regulate business
activities
3-10
Ethical the companys notion of right

and proper business behavior.
Discretionary voluntarily assumed by a
business organization.
3-11
Inside vs. Outside Stakeholders

Duty to serve society plus duty to serve
stockholders
Flexibility is key
Firms differ along:
Competitive Position
Industry
Country
Environmental Pressures
Ecological Pressures
3-12
3-13
The mission statement embodies

what company believes
Managers must identify all
stakeholder groups and weigh
their relative rights and abilities
to affect the firms success
3-14
3-15
3-16
17
3-17
3-18
Stakeholder mapping identifies stakeholder

expectations and power and helps
understanding political priorities.
in
3-19
3-20
Determining purpose and strategy whose

expectations need to be prioritised?
Do the actual levels of interest and power
reflect the corporate governance framework?
Who are the key blockers and facilitators of
strategy?
Is it desirable to try to reposition certain
stakeholders?
Can the level of interest or power of key
stakeholders be maintained?
Will stakeholder positions shift according to
the issue/strategy being considered.
3-21
The dynamic between CSR and success

(profit) is complex. They are not mutually
exclusive, and they are not prerequisites of
each other.
Better to view CSR as a component in the
decision-making process of business that
must determine, among other objectives,
how to maximize profits.
3-22
1.
2.
3.
4.
Some CSR activities incur no dollar costs

at all. In fact, the benefits from
philanthropy can be huge.
Socially responsible behavior does not
come at a prohibitive cost.
Socially responsible practices may create
savings, and, as a result, increase profits.
Proponents argues that CSR costs are
more than offset in the long run by an
improved company image and increased
community goodwill.
3-23
Priority
of
international
businesses
Resurgence of Environmentalism
Increasing Buying Power among
Consumers
Globalization of Business
3-24
A social audit is an attempt to

measure a companys actual social
performance
against
its
social
objectives.
The social audit may be used for
more than simply monitoring and
evaluating firm social performance.
3-25
Conflicting pressures on executives

The CSR Debate: centuries old
There are mutual advantages to
using Collaborative Social Initiatives
(CSIs)
3-26
Five Principles of Successful Corporate Social

Responsibility Collaboration
Ex. 3.12
27
1.
2.
Identify a Long-Term Durable Mission

Contribute What We Do*
*This is the most important principle

3.
4.
5.
Contribute Specialized Services to a LargeScale Undertaking

Weigh Governments Influence
Assemble and Value the Total Package of
Benefits
3-28
Some companies have embedded social

responsibility
and
sustainability
commitments deeply in their core
strategies.
Larger companies must move beyond
the easy options of charitable donations
but also steer clear of overreaching
commitments.
CSR strategies can also run afoul of the
skepticsthe speed of information on
the Internet makes this an issue with
serious ramifications.
3-29
CSR is firmly and irreversibly part of the

corporate fabric
Corporations will face growing demands
for social responsibility contributions far
beyond simple cash or in-kind donations
The publics perception of ethics in
corporate America is near its all-time low
Even when groups agree on what
constitutes human welfare, the means
they choose to achieve it may differ
3-30
The Nature of Ethics in Business:
Belief that managers will behave in an

ethical manner is central to CSR
Ethics the moral principles that reflect

societys beliefs about the actions of an
individual or a group that are right and
wrong
Ethical standards reflect the end product

of a process of defining and clarifying
the nature and content of human
interaction
3-31
Ethical issues have to be faced at the
individual level :
The responsibility of an individual who
believes that
the
strategy
of
the
organisation is unethical resign, ignore it
or take action.
Whistle-blowing - divulging information
to the
authorities or media about an
organisation if wrong doing is suspected.
3-32
Utilitarian Approach
Moral Rights Approach
Social Justice Approach
Liberty Principle
Difference Principle
Distributive-Justice Principle
Fairness Principle
Natural-Duty Principle
3-33
To help ensure consistence in the

application of ethical standards, an
increasing
number
of
professional
associations
and
businesses
are
establishing codes of ethical conduct.
The following all have ethics codes:
Chemists/Physicians
Academics
Law Enforcement Agents
Accountants/Company Secretaries
Medical Practitioners
3-34
1.
2.
3.
4.
Increased interest in codifying business

ethics has led to both the proliferation of
formal statements by companies and to
their
prominence
among
business
documents.
Such codes used to be found solely in
employee handbooks.
Companies
are
adding
enforcement
measures to their codes.
Increased attention by companies in
improving
employees
training
in
understanding their obligations under the
companys code of ethics.
3-35
Pearce, J.A. & Robinson, R.B. 2013. Strategic

Management: Formulation, Implementation &
Control, 13th Edition. McGraw-Hill International
edition, Chapter 3.
Johnson, G., Scholes, K. & Whittington, R. 2011.
Exploring Corporate Strategy, 9th Edition, Prentice
Hall. Chapter 4
3-36

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CEO and CFO must certify every report

Restructuring governance structure in

According to the Stakeholder Approach:

In defining or redefining the company

Corporate social responsibility (CSR) is the

commitment by organisations to behave

Economic the duty of managers, as

Ethical the companys notion of right

Inside vs. Outside Stakeholders

The mission statement embodies

Stakeholder mapping identifies stakeholder

Determining purpose and strategy whose

The dynamic between CSR and success

Some CSR activities incur no dollar costs

A social audit is an attempt to

Conflicting pressures on executives

Five Principles of Successful Corporate Social

Identify a Long-Term Durable Mission

*This is the most important principle

Contribute Specialized Services to a LargeScale Undertaking

Some companies have embedded social

CSR is firmly and irreversibly part of the

The Nature of Ethics in Business:

Belief that managers will behave in an

Ethics the moral principles that reflect

Ethical standards reflect the end product

Ethical issues have to be faced at the

To help ensure consistence in the

Increased interest in codifying business

Pearce, J.A. & Robinson, R.B. 2013. Strategic

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