Social Responsibility Perspectives: The Shareholder and Stakeholder Approach
Summary
TLDRビデオスクリプトでは、ビジネスの社会責任に関する2つの異なる見解が紹介されています。ミールトン・フリードマンは、企業の唯一の社会責任は利益を最大化することだと主張し、それ以外の活動は純粋な社会主義と比較しています。一方、株主モデルとは異なるステークホルダーモデルでは、企業は利益だけでなく、多数のステークホルダーの関心も満たすことが求められます。ステークホルダーモデルでは、顧客、従業員、投資家、仕入れ先、政府機関、地域社会などの主要なステークホルダーに影響を与えるグループを重視し、企業は彼らとの良好な関係を維持することが重要です。ビデオは、ビジネスマネージャーがどちらのモデルを採用すべきか、そして社会責任が企業にとって利益をもたらす可能性があるかどうかについて、視聴者に問いかけています。
Takeaways
- 🎯 ビジネスの社会責任は、企業が資源を利用し、社会に利益をもたらす決定を下すことを意味します。
- 🏆 ミルトン・フリードマンは、ビジネスの唯一の社会責任は利益を増やすことだと主張しています。
- 🤔 ビジネスマネージャーは利益だけでなく、社会責任も考慮すべきかどうかという問題があります。
- 📚 社会責任は、企業が社会に利益をもたらす決定を下すことの義務と定義されています。
- 💡 ビジネスは利益を追求する一方で、利益最大化に資源を割り当てることで利益を損なう可能性もあります。
- 👥 フリードマンは株主モデルを支持し、企業は株主の利益を最優先すべきだと述べています。
- 📈 株主モデルでは、企業は規則に従って利益を最大化することが求められます。
- 🤝 ステークホルダーモデルは、ビジネスは利益だけでなく、多数のステークホルダーの利益も満たすべきだと主張します。
- 🛑 ステークホルダーモデルでは、企業は顧客、従業員、投資家、仕入れ先、政府機関、地域社会などの主なステークホルダーとの良好な関係を維持する必要があります。
- 👀 企業はステークホルダーの利益を考慮することで、企業の評判を守り、長期的な存続につながる可能性があります。
Q & A
ミルトン・フリードマンはビジネスの社会責任についてどのような主張をしましたか?
-ミルトン・フリードマンは、ビジネスの唯一の社会責任は利益の最大化であると主張しました。彼はまた、ビジネスが社会責任を追求することは純粋で不純物入りの社会主義であると比較しています。
ビジネスの社会責任とは何を意味しますか?
-ビジネスの社会責任とは、最終的に社会全体に利益をもたらすような意思決定を行うビジネスの義務を意味します。
フリードマンがビジネスが社会責任を追求することに反対する主な理由は何ですか?
-フリードマンは、ビジネスが社会責任を追求することによって、資源とエネルギーが利益最大化からそらされ、株主の利益に反するという主な理由から反対しています。
C-Corporationとはどのような企業構造ですか?
-C-Corporationは、責任と資金調達の目的で多くの大企業が採用する企業構造です。重要な関係者には株主、取締役会、そして企業幹部が含まれます。
株主モデルとはどのようなものですか?
-株主モデルとは、ビジネスが株主に最大限の利益をもたらすことがその最高責任であるという考え方を指します。企業幹部は規則の範囲内で最大限の利益を追求することが期待されています。
ステークホルダーモデルとはどのようなものですか?
-ステークホルダーモデルは、ビジネスが利益を追求するだけでなく、多くのステークホルダーの利益も満たすことが責任であるという考え方を基にしています。
プライマリィ・ステークホルダーとセカンダリー・ステークホルダーの違いは何ですか?
-プライマリィ・ステークホルダーはビジネスに大きな影響力を持つ個人やグループを指し、顧客、従業員、投資家、サプライヤー、政府機関、地域コミュニティが含まれます。セカンダリー・ステークホルダーは、ビジネスと定期的に取引を行わないが、ビジネスの公的なイメージに影響を与える可能性がある特殊利益グループやメディアを含むグループです。
ビジネスはなぜ社会責任を追求することが重要なのですか?
-ビジネスは社会と環境と良好な関係を維持することで効果的に運営できるとステークホルダーモデルが示唆しています。そうでなければビジネスの評判を傷つけ、運営能力に影響を与える可能性があります。
ブリティッシュ・ペトロリウム(BP)はなぜイメージ修复に力を入れなければならなかったのですか?
-BPはディープウォーター・ホライズン石油流出事故の後、特殊利益グループやメディアが伝えた彼らの決定に関する情報とその結果の流出が公的なイメージを損なったため、イメージ修复に力を入れなければならなかったのです。
ビジネスマネージャーは株主モデルかステークホルダーモデルを採用すべきでしょうか?
-ビジネスマネージャーは利益を追求することがビジネスの目的である以上、その目的を念頭に置いて意思決定を行うことができます。しかし、社会的責任を負うことが長期的に利益につながることも考えられます。
ビジネスが社会責任を負うことで得られる主な利点は何ですか?
-ビジネスが社会責任を負うことで、企業の評判を向上させ、顧客、従業員、投資家を含むステークホルダーとの信頼関係を強化することができます。
Outlines
💼 ビジネスの社会責任と株主モデル
ビジネスの社会責任に関する2つの視点について解説します。一方では、ビジネスの主な目的は利益の獲得とされていますが、経営者が意思決定をする際には利益以外の要素も考慮すべきでしょうか。ミルトン・フリードマンは、ビジネスの社会責任を純粋で不純物のない社会主義と呼び、ビジネスが社会責任活動に従事することは株主モデルと直接対立すると主張します。フリードマンは、C-Corporationという企業構造を通じて、株主が企業の所有者であり、経営者が株主に利益を最大化することが彼らの責任であると説きます。しかし、社会責任を担うことは、資源とエネルギーを利益最大化から外れさせることになります。フリードマンは、ビジネスが利益を追求し、株主に余裕を持たせ、株主が自由に寄付を行えるようにするのが最善だと述べています。
🤝 ストークホルダーモデルとビジネスの影響
ストークホルダーモデルは、ビジネスが利益だけでなく、多くの関係者への責任も負っていると主張します。関係者モデルでは、ビジネスは顧客、従業員、投資家、サプライヤー、政府機関、地域社会など、様々な関係者との良好な関係を維持することが重要です。彼らはビジネスの長期的な存続に不可欠です。一方、二次的関係者として特別な利益団体やメディアが挙げられますが、彼らはビジネスと定期的に業務を行わないものの、彼らが伝える情報は企業の公衆イメージに影響を与える可能性があります。例えば、BPはディープウォーターホライズン原油流出事故後に自社のイメージを修復するために多大な努力を払っています。このモデルでは、ビジネスの意思決定において、利益だけでなく関係者の利益も考慮することが推奨されています。
Mindmap
Keywords
💡ミ尔顿・フリードマン
💡ビジネス社会責任
💡利益獲得
💡株主モデル
💡利益最大化
💡ステークホルダーモデル
💡ステークホルダー
💡プライマリ・ステークホルダー
💡セカンダリー・ステークホルダー
💡企業の評判
Highlights
Milton Friedman believed that the sole social responsibility of business is to increase profits within legal boundaries.
Businesses have two main perspectives on social responsibility: profit maximization and societal benefit.
Social responsibility is defined as a business's obligation to make decisions that benefit society.
Friedman viewed business social responsibility as akin to socialism and compared it to government institutions.
C-Corporations are structured with shareholders, a board of directors, and corporate officers, emphasizing profit for shareholders.
Corporate executives are responsible for making decisions that maximize profits for the shareholders.
Engaging in social responsibility can conflict with the shareholder model by diverting resources from profit maximization.
Friedman argued that businesses are not the appropriate vehicles for charitable donations.
He suggested that shareholders could individually donate to causes of their choice with the profits earned.
The stakeholder model posits that businesses should satisfy the interests of multiple stakeholders, not just seek profits.
Stakeholders include individuals or groups with an interest in the business's actions and behavior.
Business managers should maintain positive relationships with society and the environment for effective operation.
Stakeholders are categorized into primary and secondary based on their influence on the organization.
Primary stakeholders, such as customers and employees, are crucial for the business's long-term survival.
Secondary stakeholders, like special interest groups and the media, can influence public perception.
The video raises the question of whether business managers should follow the shareholder or stakeholder model.
It suggests that being socially responsible might be beneficial for long-term profitability, contrary to Friedman's view.
The video ends with a call to action for viewers to share their thoughts on the topic in the comments section.
Transcripts
It was Milton Friedman, the famous nobel prize winning economist, who once said there is
one and only one social responsibility of business—to use its resources and engage
in activities designed to increase its profits so long as it stays within the rules of the
game.
Friedman's comments characterize one of two perspectives related to business social responsibility.
On one hand we know that the primary objective of a business is the attainment of profits.
But does that mean that profits are the only factor that business managers should consider
when making decisions?
Before we go into greater detail on the different perspectives related to social responsibility,
lets define the term.
Social responsibility can be defined as a businesses obligation to make decisions that
ultimately benefit society.
The issue that I'm sure you're beginning to realize, is how does a business engage in
actions that benefit everyone?
This is a very difficult task, however business managers must be able to balance these competing
interests.
But lets get back to Friedman and the shareholder model.
Friedman felt that business social responsibility was pure and unadulterated socialism, and
even compared businesses that engage in social responsibility efforts to government institutions.
So why is Friedman so adamantly opposed to social responsibility?
Well there are in fact a few different reasons.
First lets take a look at how most large businesses are structured.
For liability and financing purposes, many large businesses are structured as C-Corporations.
Now the only thing you need to know about C-Corporations to understand Friedman's argument
is their composition.
The key parties of C-Corporations include shareholders, the board of directors, and
corporate officers.
The shareholders are those individuals who invest their money in the company in exchange
for a percentage of ownership and typically voting rights.
This makes shareholders the actual owners of the company.
Since shareholders doesn't necessarily have the time or expertise to make company decisions
they elect the board of directors, who appoint corporate officers to manage the day-to-day
operations.
And since shareholders, who again are the owners, can't make the decisions it's the
responsibility of the corporate officers to make decisions that are in the best interests
of the shareholders.
And what is more important to shareholders than profit?
So it is the responsibility of a corporate executive to make as much money as possible,
while of course operating within the rules of the game, which refers to established laws.
Now engaging in what is termed social responsibility is in direct conflict with the shareholder
model because it diverts resources and energies away from profit maximizing behaviors.
Take for instance giving to a charitable organization.
Friedman isn't arguing against donating to your local church, but he is arguing that
a business is not the appropriate vehicle to do it.
For one, finding a cause that all of its shareholders agree with would be nothing short of a miracle.
And secondly, by spending energies and resources on social responsibility the business is giving
up those alternatives that it may have otherwise engaged in.
Those alternatives may produce more of a benefit for the business.
Instead Friedman believed that businesses should pursue profit maximization, essentially
making as much money for shareholders as possible, and with that extra cash shareholders could
donate to whatever organization they wish.
Friedman's views of course represent just one of the two perspectives related to social
responsibility.
The second perspective is known as the stakeholder model, and maintains that businesses have
a responsibility to not only seek profits, but to also satisfy the interests of multiple
stakeholders.
These stakeholders represent individuals or groups that have an interest in the actions
and behavior of the business.
The idea behind the stakeholder model, is that business managers need to maintain a
positive relationship with society and their environment if they are to operate effectively.
Failure to do so can harm a businesses reputation and ultimately affect their ability to operate.
Now since all stakeholders do not have the same influence on an organization, we commonly
separate them into two categories: primary stakeholders and secondary stakeholders.
Primary stakeholders represent those individuals or groups who have a greater influence on
the organization.
They include a business's customers, employees, investors, suppliers, government agencies,
and the local community.
These groups are of utmost importance because the business relies on them for long-term
survival.
Think about the impact on a business if its customers stopped buying products, or investors
withdrew their investment.
Under the stakeholder model, business managers top priority should be satisfying the various
interests of these groups.
Although secondary stakeholders are not as critical as primary stakeholders, they still
can influence public perception of the business.
Common secondary stakeholders include special interest groups and the media.
These groups don't conduct business regularly with the organization, but what they communicate
or choose to communicate can have an impact on public perception.
Just look at the efforts that oil and gas company British Petroleum has gone to in order
to repair its battered image in the wake of the Deepwater Horizon oil spill.
Although the criticism was certainly warranted, special interest groups and media played a
significant role in transmitting information related to BP's decisions that led to the
explosion and subsequent oil spill.
Now that we've outlined both the Shareholder and Stakeholder Models, and as we finish up
this video, I want to leave you with a parting question.
Should business managers subscribe to the shareholder model or stakeholder model ? Perhaps
a better question is If you were the business manager making the decisions, which model
would you follow?
If profitability is a businesses objective than is it wrong to make decisions with that
objective in mind?
Although you could certainly make the case that cutting costs to boost profits in the
short-term didn't benefit BP in the long run.
So maybe acting socially responsible is less about being socially responsible and more
about being profitable.
It could be that being socially responsible is in fact good for business, and not pure
and unadulterated socialism as Milton Friedman suggests.
Even if business managers only consider the interests of stakeholders for the incentive
of profits, doesn't everyone win?
Let us know what you think in the comment section below.
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