A report presented during the class in Management 604 of Dr. Rolando D. Musca of Eastern Visayas State University Tacloban in June 2013

1. ETHICS and SOCIAL
RESPONSIBILITY
MGT 604-Advanced Principles
in Management
Jocelyn T. Balagusa
DMT-PRM Student
Eastern Visayas State University
16 June 2013

2. Business
Ethics
Societal
Ethics
Individual
Ethics
Organizational
Ethics
Occupational
Ethics

3. - standards that govern how
members of a society should
deal with one another in
matters involving issues such as
fairness, justice, poverty, and
the rights of the individual.
Societal Ethics

4. - standards that govern how
members of a profession, trade,
or craft should conduct
themselves when performing
work-related activities.
Occupational Ethics

5. - personal standards and values
that determine how people view
their responsibilities to others
and how they should act in
situations when their own self-
interest is at stake.
Individual Ethics

6. - the guiding practices and
beliefs through which a
particular company and its
managers view their
responsibility toward their
stakeholders.
Organizational Ethics

7. Social Responsibility
- is the implied, enforced, or felt
obligation of the company to serve or
protect the interests of its stakeholders
other than themselves.
- “social contract” – is the set of
written and unwritten rules and
assumptions about acceptable
interrelationships among various
elements of society.

8. Approaches to Social
Responsibility
Obstructionist
Approach
Defensive
Approach
Accommodative
Approach
Proactive
Approach

9. - companies and their managers choose
not to behave in a socially responsible
way. Instead, they behave unethically and
illegally and do all they can to prevent
knowledge of their behaviour from
reaching other organizational
stakeholders and society at large.
Obstructionist approach

10. - indicates at least a commitment to
ethical behaviour. Defensive companies
and managers stay within the law and
abide strictly with legal requirements but
make no attempt to exercise social
responsibility beyond what the law
dictates, thus, they can often do act
unethically.
Defensive approach

11. - it is an acknowledgement of the need to
support social responsibility. Accommodative
companies and managers agree that
organizational members ought to behave legally
and ethically, and they try to balance the
interests of different stakeholders against one
another so that the claims of stockholders are
seen in relation to the claims of other
stakeholders.
Accommodative approach

12. - it actively embrace the need to behave in socially
responsible ways. They go out of their way to learn
about the needs of different stakeholder groups
and are willing to utilize organizational resources
to promote the interests not only of stockholders
but also of the other stakeholders.
Proactive approach

13. Grievance Procedures
 What is Grievance?
- it is a written complaint as opposed to an
oral one against the actions, or lack of
action, of the employer in matters relating
to the member’s terms and conditions of
employment.

14. Types of Grievances
1. individual grievance
2. group grievance
3. union policy grievance

15.  settlement
 arbitration
“settle the grievance at the lowest step
possible, the higher up you go the harder
will be settle”
Grievance Procedures

16.  refer to the collective agreement.
Details of the Grievance
- Use the “KISS” principle (keep it simple
steward)
Corrective Action Requested
- Always keep the grievor informed about
the status of the grievance.
Writing the Grievance

17. - If the decision or settlement is
not satisfactory to the grievor, it
can be transmitted to the next
level in the grievance process.
- Within the time limit provided
for it not to become null and
void.
Transmittal of the
Grievance

18. - it is the final stage of the grievance
procedure and is a hearing before an
impartial third party.
Investigation of a Complaint or
Grievance
- decide on its merits and investigate
it
Arbitration

19. 1. listen carefully to the members statement
2. write down the information and points to be
made
3. ask questions for clarification or additional
information
4. distinguish between facts and opinion
Getting Facts

20. 5. determine which facts are relevant to the
matter under discussion
6. note management and union records you will
want to check
7. note people you will want to interview
8. check and recheck the collective agreement
9. determine what additional documentation
and information is available
Getting Facts

21. 1. who?
2. what?
3. when?
4. where?
5. why?
6. want
7. whoa!
The 7 “W’s”

22. The Grievance Hearing
Basic Points to Remember
1. remember, if you don’t have the facts to back your
case, you don’t have a case.
2. make sure that every statement of fact raised is
checked thoroughly before you attempt to answer
it.
3. when a contradiction in a statement exists, try to
obtain witnesses other members if you are sure in
your own mind that your facts are correct.

23. 4. get all the facts into the case at the earliest possible
step in the grievance procedure.
5. support your facts and contentions, if possible, by
contract language, previous arbitration awards and
past practice.
6. recheck your case to make sure the 7 w’s have been
answered.
7. recheck the collective agreement carefully.
The Grievance Hearing
Basic Points to Remember

24. 8. before approaching the employer’s representative at the
first level, determine the extent of their authority.
9. if you can’t reach a settlement with the first level, then
proceed to the next, but tell first level you are doing so
and keep the member informed about what you and the
union are doing.
10. keep complete written records of information and
actions.
The Grievance Hearing
Basic Points to Remember