Making Socially Responsible Decisions

Making Socially Responsible Decisions

Making Socially Responsible Decisions
The three preceding websites suggest that in the not too distant future the ideological and theoretical support required for widespread acceptance of the doctrine and ethic of social responsibility by the public and business community will be forthcoming.

Social responsibility will then become transformed from an implicit to an explicit ethic and supplant the profit ethic in ideology and theory as it already is starting to supplant it in fact. When that day comes (of course, it is already here for some leading executives), the discussion about the social responsibility of managers will become less normative and more analytical than at present. Rather than debate the existence, validity, and importance of the social responsibilities of corporate managers, the emphasis will be on how managers actually go about making socially responsible decisions.

Function of the Socially Responsible Manager

There are three levels in the hierarchical structure of organizations: (1) the technical level; (2) the managerial level; and (3) the social level.' The technical level produces the goods and services which are the organization's output. In any but the smallest organizations, there are sub-organizations that function at the technical level; and they must be coordinated for productive efficiency. The coordination function is performed at the management level.

There is a management system at this level which controls and services the technical system at the lower technical level. The management level in turn is controlled and serviced by the higher social level. The organization is not an autonomous social system, and it must be integrated into its social environment. This is the function of the social level of organization.


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