POST GRADUATE PROGRAMME IN MANAGEMENT (PGP)

AY: 2020-21 TERM: II

TITLE OF THE COURSE: ETHICS AND CSR

CREDITS: TWO

Name of the Faculty Faculty Block/ Email Telephone Number

Room No.
Prof. Biswanath Swain C-104 biswanath@iimidr.ac.in 0731-2439-570
Prof. G. Venkat Raman B-111 gvenkat@iimidr.ac.in 0731-2439-585
Prof. Kajari Mukherjee C-205 kajari@iimidr.ac.in 0731-2439-586
Prof. Akhaya K. Nayak C-201 aknayak@iimidr.ac.in 0731-2439-551

CONSULTATION TIME FOR STUDENTS:

Name of the Faculty Timing
Prof. Biswanath Swain Thursdays, from 5:00pm to 6:00pm
Prof. G. Venkat Raman Thursdays, from 5:00pm to 6:00pm
Prof. Kajari Mukherjee Any working day, from 4:00pm to 5:00pm
Prof. Akhaya K. Nayak Thursdays, from 5:00pm to 6:00pm

COURSE DESCRIPTION:
In today’s rapidly changing milieu, ethical and social responsibility has become a vital concern for
businesses and society. The ethics and CSR course is designed to provide an ethical dimension to the
conduct of commerce. It highlights ethical dilemmas at the level of individuals, organizations and
society, and builds various ethical perspectives for engaging with these dilemmas. In addition, it intends
to help the participants think more deeply about the ethical choices that they are required to make so
as to run a successful and sustainable business.

COURSE OBJECTIVES:
1) To make the participants aware of ethical and unethical issues in business and their respective
consequences.
2) To enable the participants to suggest ethically appropriate action on the basis of the application
of various ethical perspectives.

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LEARNING OUTCOMES:

Expected Learning Outcomes and Associated Measures

At the end of the course, participants are expected to accomplish the following learning outcomes
(CLO). Alignment of CLO with the Programme Level Goals & Objectives and Assessment of the
learning outcomes of the course is presented below.

Course Learning Outcome Program Level Goals/ Outcome Assessment Tool(s)

1. To make the participants PLG 4: Prepare socially conscious and

aware of ethical and unethical ethically motivated managers, leaders and
issues in business and their entrepreneurs Questions embedded in
respective consequences End Term Examination
PLG 4.2: Differentiate ethical and
2. To enable the participants unethical issues in relevant context.
to suggest ethically Suggests an appropriate action
appropriate action on the considering ethical principles and
basis of the application of perspectives.
various ethical perspectives

PEDAGOGY/TEACHING METHOD:
The course is structured to be a combination of lectures, case based discussions, classroom activities,
and projection of some video documents

TEXT BOOK FOR THE COURSE:

Since the discussion across the course is centered on the cases, the reading materials from HBP, other
e-resources and journals, no separate book is needed for the course.

EVALUATION:
Individual Component Group Component Weightage
Class Participation 20
End Term Examination 40
Assignments (In-class) 40
Total 100%

ACADEMIC DISHONESTY:
IIM Indore believes in Academic honesty. Academic dishonesty or misconduct is cheating that relates
to an academic activity. It is a violation of trust between the Institute and its stakeholders. Plagiarism,
fabrication, deception, cheating and sabotage are examples of unacceptable academic conduct. Please
consult the Programme manual for the section on academic dishonesty.

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SCHEDULE OF SESSIONS:

Module I: Corporate Personhood

Module Objective: To make the participants aware of the duties and ethical responsibilities of a
corporation

Session 1: Why at all ethics is required in Business?

Objective: To enable the participants to appreciate the importance of ethics in the domain of
business
Readings: • Bazerman, M. H. and Tenbrunsel, A. E. (2011). Ethical breakdowns. Harvard
Business Review, 89(4), 58-65.
• Gellerman, S. W. (1986). Why “Good” Managers Make Bad Ethical Choices.
Harvard Business Publishing

Case: Not Assigned

Session 2: Ethical Dilemmas and Traits of Leadership

Objective: To familiarize participants with ethical dilemmas faced by business leaders and how
they can successfully resolve them

Reading: Carroll, C. (2012). The CEO of Anglo American on getting serious about safety.
Harvard Business Review, 90(6), 43-46.

Case: Tedlow, R. S. and Smith, W. K. (1989). James Burke: A career in American Business
(A). Harvard Business Publishing, Product No. 389177-PDF-ENG

Session 3: Millennials, Values, and Ethics

Objective: To make the participants understand the values that the millennials adopt. To
sensitize the participants to integrating values of millennials to issues of business
ethics

Reading: Moritz, B. (2014). How I did it … The U.S. Chairman of PWC on keeping millennial
engaged. Harvard Business Review, 92(11), 41-44.

Case: Not Assigned

Exercise: Personal – Professional Profile: Adapted from Warnell, J. M. (2015). Engaging

Millennials for Ethical Leadership: What Works for Young Professionals and their Managers
(pp. 175-181). Business Expert Press, USA.

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Module II: Organization and Business Ethics
Module Objective: To make the participants understand reasons behind organizations pursuing
unethical actions and to make them understand the frameworks through which organizations can
generate value by being ethical

Session 4: Tensions between Individuals and Organizations

Objective: To make the participants aware of the tensions between individuals and
organizations and to make them understand the sources of courage for individuals
to be ethical in difficult organizational contexts.

Reading: Loscher, P. (2012). The CEO of Siemens on using a scandal to drive change.
Harvard Business Review, 90(11), 39-42.

Case: Goldberg, L. G. and Carr, C. M. (2011). Albert “Jack” Stanley in Nigeria (A).
Harvard Business Publishing. Product No. 312034-PDF-ENG.

Session 5: Organizational Wrongdoing

Objective: To make the participants understand the organizational processes that result in
ethical failures.

Reading: Palmer, D. A. (2013). The New Perspective on Organizational

Wrongdoing. California Management Review, 56(1), 5-23.

Case: Garg, S and Raman, G. V. (2017). Dieselgate: Catching Dirty Fish in Murky Waters.
IIM Indore Case Repository.

Session 6: Business Organization as an Activist

Objective: To make the participants understand how organization’s moral

commitment/compass shapes the contours of the business

Reading: Ramanathan, J. and Swain, B. (2019). Are Marketers Egoists? A Typological

Explication. Journal of Business Ethics, 155(2), 611-621.

Case: Deshpande, R., Sucher, S. and Winig, L. (2011). Cipla 2011, Harvard Business
Publishing. Product No. 511050-PDF-ENG.

Module III: Business and Society Interface

Module Objective: To make the participants critically examine and discuss various facets of the
interface existing between business and society

Sessions 7: Business and Government

Objective: To make the participants aware of various forms of engagement with government

Reading: Reich, R. B. (2009). Government in your business. Harvard Business Review, 87(7-8),
94-99.

Case: Mukherjee, K. (2016). Free Basics – Fragmenting Internet or Digital Inclusion.

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 Session 8: Concept of CSR

Objective: To make the participants aware of the features and scope of CSR

Reading: Carroll, A. B. (1991). The pyramid of corporate social responsibility: Toward the
moral management of organizational stakeholders. Business horizons, 34(4), 39-48.

Case: Mukherjee, K and Bhatta, N.M.K (2017). SBI Youth for India – Rural Fellowship
Program.

Session 9: Strategic CSR and Creation of Shared Value (CSV)

Objective: To enable participants align CSR with value chain activities and/or competitive
business landscape

Reading: Porter, M. E. and Kramer, M. K. (2011). Mark R. Creating Shared Value. Harvard
Business Publishing.

Case: Mukherjee, K., Bhuvaneshwar, S., and Rouse, M. (2017). The Hewlett Packard
eHealth Center: Healthcare access through technology convergence, Ivey Publishing
(Case: 9B17M101)

Session 10: CSR in Developing Countries like India

Objective: To make the participants understand the role of CSR in developing countries like
India

Reading: The Company’s Act, 2013:

http://www.mca.gov.in/Ministry/pdf/CompaniesAct2013.pdf

Please indicate the changes made in the course outline based on the measurement of assurance
of learning (closing the loop)/student feedback:
In the last offering of the course, the participants’ performance under PLGs 8:1 and 8:2 was satisfactory.
In the current offering, the instructors will put extra effort in enabling the participants to perform in a
better way in all segments of the course. There is a change in the PLG. As per the new AACSB
document dated May 1, 2020, PLG 4.2 is to be taken for measurement.

Please give the details of the book if students need to buy the book:
Author Title Publisher Edition Remarks, if any
Not required

Additional Readings:
No additional reading is required for the course.

******

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