BWL FHNW WI

-Responsible for using a company’s financial capital and human resources to increase its performance

-Have the right to expect a good return or reward by investing their human capital to improve a company’s performance

-Frequently juggle multiple interests (Stakeholders, Shareholders f.e.)

Supplier:

The definition of a supplier is a person or comapny that is the source for goods or services.
A supplier can bring raw-material such as metal for further editing.
For example for a Chocolate-company: 
A company which supplies the cocoa beans for the chocolate

Expactation:

Suppliers expect to be paid fairly and promptly for their inputs

Distributor:

A person or company that distributes a product (Verteiler, Grosshändler)
An example could be MIGROS or COOP

Distributors expect to receive quality products at 
agreed-upon prices

The customer.

Company must work to increase efficiency and effectiveness in order to create loyal customers and attract new ones.

Team member happiness

Community and environment responsibility

Increased shareholder value

Satisfying and delighting customers

Utilitarian Rule

An ethical decision should produce the greatest good for the greatest number of people.

Justice Rule

An ethical decision should distribute benefits and harm among people in a fair, equitable, and impartial manner.

Practical Rule

An ethical decision should be one taht a manager has no hesitation about communicating to people outside the company because the typical person in a society would think the decision is acceptable.

Moral Rights Rule

An ethical decision should maintain and protect the fundamental rights and privileges of people

The willingness of one person or group to have faith or confidence in the goodwill of another person, even though this puts them at risk.

The esteem or high repute that individuals or organizations gain when they behave ethically.

Unethical behaviour -> Reduces efficiency and effectiveness of production and trade -> Reduces company performance -> Reduces national standard of living, well-being and prosperity

Societal ethics
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 indivual

Occupational ethics
Standards that govern how members of a profession, trad, or craft should conduct themselves when performing work-related activities. (Medical & legal ethics)

Organizational ethics
The guiding practices and beliefs through which a particular company and its managers view their responsibility toward their stakeholders (wie das Unternehmen Stakeholder behandelt)

Individual ethics
Personal standards and values that determine how people view their responsibilities to others and how they should act in situations when their own self-interests are at stake. (wie “verteidige” ich die eigenen Interessen)

"Konzept, das den Unternehmen als Grundlage dient, auf freiwilliger Basis soziale Belange und Umweltbelange in ihre Unternehmenstätigkeit und in die Wechselbeziehungen mit den Stakeholdern zu integrieren"

The way a company's managers and employees view their duty or obligation to make decisions that protect, enhance, and promote the welfare and well-being of stakeholders and society as a whole.

Obstructionist Approach

Companies and their managers choose not to behave in a socially reponsible way and instead behave unethically and illegaly

Defensive Approach

Companies and their managers behave ethically to the degree that they stay within the law and strictly abide by legal requirements

Accommodative Approach

Companies and their managers behave legally and ethically and try to balance the interests of different stakeholders as the need arises.

Proactive Approach

Companies and their managers activelly embracec socially responsible behavior, going out of their way to learn about the needs of different stakeholder groups and using organizational resources to promote the interests of all stakeholders.

Ethical values and norms help organizational 
members:

Resist self-interested action ( (verhindert eigennütziges Verhalten)

Realize they are part of something bigger than themselves
(Individuum in einer Gemeinschaft)

Manager responsible for communicating and teaching ethical standards to all employees and monitoring their conformity to those standards

-Ziel des koalitionskonformen Überlebens des Unternehmens verhindert eventuell zum Überleben notwendige Zerschlagung von Unternehmensteilen

-Viele Anspruchsgruppen führen zu immenser Heterogenitätund sind aufgrund der Komplexität für die Praxis häufig unbrauchbar

-Streben nach einer möglichst gleichen Wertschaffung für alle Anspruchsgruppen verursacht einen erheblichen Planungsaufwand

-Akzeptanzprobleme im Management aufgrund Komplexität,Implementierungsschwierigkeit

How they can handle effectivity and efficiency

The planning, organizing, leading and controlling of human and other resources to achieve organizational goals efficiently and effectively.

Collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes. 

Top managers:

They are responsible for the performance of all departments. They have cross-departmental responsibility.
Establish organizational goals, such as which goods and serices the company should produce.

MIddle managers:

They are supervising t he first-line managers. Responsible for finding the best way to organize humans and other resources to achieve organizational goals. 
Their job is developing and fine-tuning sklils and know-how such as manufacturing or marketing expertise, thata allow the organization to be efficient and effective.

Firs-line managers:

Often called supervisors.

Responsible for daily supervision of the nonmanagerial employees who perform the specific activites necessary to produce goods and services. They work in all departments or functions of an organization.
Example: Head nurse in the obstetrics department of a hospital.

It is a measure of how productively resources are used to achieve a goal.

"Doing things right"

Is a measure of the appropriateness of the goals that mangers have selected for the organization to prsue and the degree to which the organization achieve those goals.

"Doing the right things"

Also see the figure 1.1 in the book on Page 46 for examples

A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.

A group of people who work together and possess similiar skills or use the same knowledge, tools, or techniques to perform their jobs.

Group composed of the CEO, COO, the president, and the heads of the most important departments.

Conceptual Skills:
The ability to analyze and diagnose a situation and to distinguish between cause and effect.
Formal education and training are important in helping managers develope these skills.

Human Skills:
The ability to understand, alter, lead, and control the behavior of other individual and groups
Can be learned through education and training, as well as be developed through experience.

Technical Skills:
Are the job-specific skills required to perform a particualr type of work or occupation at a high level.

Contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself.

For example Outsource a development project to developers in India

Downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and nonmanagerial employees

It is often used to the specific set of departmental skills, knowledge, and experience that allows one organization to ouperform its competitors (competitive advantage).

Efficiency
Innovation
Responsiveness to customers
Quality

Definition of Competitive advantage:
The ability of one organization to outperform other organizations because it produces desired goods or services more efficiently aand effectively than they do.