...Commerce (COMM 101) Case 2.3 (The Ford Pinto) Week 4 1. What moral issues does the Pinto case raise? Moral issues that Ford Pinto case raises included producing dangerous products which are not safe to use it without informing the dangerous of the products to the public. In addition, lobbying the NHTSA to delay the safety measure of the products is also one of the moral issues that Ford Pinto case raises. (53 words) 2. Suppose Ford officials were asked to justify their decision. What moral principles do you think they would invoke? Assess Ford’s handling of the Pinto from the perspective of each of the moral theories discussed in this chapter. The theory of egoism is most suitable to describe the Ford Pinto case. Ford is doing things that benefit the organization itself. In addition, Ford only considered the short term benefits and neglected the long term interests of the organization itself. The handling of the Pinto from the perspective of each of the moral theories is as following. Act utilitarianism says that Ford did not produce the greatest possible balance of cost-benefit calculation for everyone affected. According to the Kant’s categorical imperatives, Ford should not place a monetary value on a human life. Based on W.D.Ross’s 7 basic Prima Facie Duties, Ford failed to apply the duties of nonmalefience because they did not produce safe cars. Lastly, Ford is unethical when applying the ethic of caring. Ford not only produced dangerous products...
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...We at this time want you to agree with the need for added safety modifications. Let’s not make the same mistake as Ford Motor Company; The Ford Pinto Case. Ford Pinto is a car that was associated with fuel-fed crash fires. In the early 1970’s this compact vehicle showed a likelihood of catching fire when hit from behind at low speeds. (20mph). Ford needed to make a decision. Its car was in compliance with industry standards, so no laws were broken. But Ford’s own research had proved the car was deadly. Being aware of design problems with the pinto that made it more susceptible to crash related fires, Ford performed a cost benefit analysis and decided NOT to recall the Ford Pinto. It was cheaper, to pay families compensation for the loss of their family members, than to modify each car. Since last meeting, there has been considerable information gained regarding safety measures needed in our new model, RENNA, due to start production next week. We proposed extra time be allowed for modifications to design. This would cause a delay in production, but would be the wisest, most beneficial decision. We have alternatives in mind that estimated cost per vehicle would be $10.00. * This company could just raise the purchase price the ten dollars, or * Pay half and consumer pays half. Or we could do NOTHING, allowing: 1. Possible death 2. Injury 3. Bad publicity 4. Possible...
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...|[pic] |Syllabus | | |School of Business | | |MGT/216 Version 5 | | |Organizational Ethics and Social Responsibility | Copyright © 2010, 2009, 2008 by University of Phoenix. All rights reserved. Course Description This course provides a foundational perspective for socially responsible management practices in business. Special emphasis is placed on the inter-related nature of ethics, moral, legal, and social issues in managing individuals, groups, and the organization within a business environment. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in...
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...to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials DeGeorge, R. T. (2010). Business ethics (7th ed.). Upper Saddle River, NJ: Prentice Hall. Trevino, L. K., & Nelson, K. A. (2007). Managing business ethics: Straight talk about how to do it right (4th ed). Hoboken, NJ: John Wiley & Sons. All electronic materials are available on the student website. Week One: Fundamentals of Business Ethics | | Details | Due | Points | Objectives | 1.1 Differentiate between ethical and moral issues. 1.2 Compare personal ethics and business ethics. 1.3 Identify common ethical problems in business. | | | Readings | Read Ch. 1 of Business Ethics.Read Ch. 1–3 & 5 of Managing Business Ethics. | | | Participation & Discussion Questions | Participate in class discussion.Respond to weekly discussion questions. | DQ-1 Thur DQ-2...
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...Evolution of Ford Company The Ford Motor Company (FMC) is an American multinational automaker based in Dearborn, Michigan. The automaker was founded by Henry Ford and incorporated on June 16, 1903 with $28,000, eleven men, and Henry Ford as Vice President and Chief Engineer of the company. This was only the beginning of what was to become a pioneering automaker whose prominence in innovations would transcend the auto making industry and transform Ford Motor into the leader it is today Initially, when Ford Motors first open its doors they were only producing three cars a day. In 1908 the company produced the famous Model T, a reliable and affordable vehicle for the mass market. Ford drove and raced this vehicle at every opportunity to prove how reliable it was. The success and the growing demand for the Model T was possibly the inspiration that led Ford to seek faster alternatives for mass production and in 1913 introduced the conveyor-belt assembly line. The incorporation of the conveyor-belt was possibly Ford’s greatest contribution to the automotive manufacturing industry. First implemented at the Highland Park, Michigan, the new technique allowed individual workers to stay in one place and perform the same task repeatedly on multiple vehicles that passed by them. This had a tremendous impact on production and Ford Company that went from doing 3 cars a day, to one every 93 minutes. By the end of that year they had perfected the techniques so well that production was about...
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...About my in-class writing submission in week 2 tutorial about my understanding of the need of engage in responsible commerce, it is just a superficial discussion. At that time I did not thinking about this topic systematically. In that article, I only talk about the importance of responsible commerce like how necessary of responsible commerce and what consequences it can be brought if there is not responsible commerce. To my mind, ‘responsible commerce’ refers to the corporation preventing and solving long term issues to maximize the benefits of the shareholders and stakeholders which compliance with the spirit of the law, ethical standards and international norms. But during the study of COMM101, I found that the principles of responsible commerce are really important for the development of our society, both in economic and culture areas. With the development of globalization, the competition among industries becomes more and more fierce. How to earn more profits with much lower operational cost has become every company's concern and pursuit. Unfortunately, in order to reach their profitable goal, many companies adopt illegal and immoral methods to conquer the market and maintain their market share. However, their improper market behavior is devastating to both the market and the enterprises themselves. On the one hand, their immoral market activity may break the market rules and regulation, which in turn disrupt the normal running of this industry and threaten the operation...
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...WEEK 3: EGOISM, UTILITARIANISM, AND COST-BENEFIT ANALYSIS Preparation: At the beginning of class students will need to submit a one-page summary of the following readings: Hoffman, D. (2004) ‘The Ford Pinto’, in Gini, A. (ed.) Case Studies in Business Ethics (5th edn.), Upper Saddle River, NJ: Pearson Prentice Hall, pp. 222 - 228. Kelman, S. ‘Cost-Benefit Analysis: An Ethical Critique’ and Leonard, H. & Zeckhauser, R. ‘Cost-Benefit Analysis Defended’ in Hoffman et al. (2001) Business Ethics: Readings and Cases in Corporate Morality, New York: McGraw-Hill, pp 104-116. Class Discussion: A. Egoism Rank the following virtues in the order of the importance you think should be placed on them: rationality, integrity, honesty (with self and others), justice, independence, productiveness, pride, kindness, charity, generosity, forgiveness, self-sacrifice. What is egoism? What is the difference between psychological egoism and ethical egoism? Do you think egoism can actually be ethical? Why or why not? How is enlightened egoism different from other kinds of egoism? How might they differ in the kinds of behaviours they recommend? Some egoists, such as Ayn Rand, define ethically egoistic behaviour as that which will maximise one’s interests over the course of one’s lifetime. Would this influence the kinds of behaviour that this doctrine recommends? Will it recommend different behaviour than that which is generally considered ethical? Think of some of the business organisations...
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...Thursday, November 13, 2014 [Ethics of the Automobile Industry: Ford Motor Company] | By Amir Rafih, Jordan Mather, Jennifer Sprague, Eric Parr, Gloria Ledi, and Meshal Mustafa | | (04-71-300 ) Business Ethics in a Global Context by Dr. Kent Walker Table of Contents Executive Summary 3 Introduction 4 Global History & Development of Automotive Industry 4 Value Chain of the Automotive Industry 6 PEST Analysis 7 Political Factors 7 Economic Factors 9 Social Factors 9 Technological Factors 10 Stakeholder Interests 11 Shareholders 11 Domestic Part Suppliers 12 CAW/UAW (Employees) 12 Customers 12 Environmental Groups 13 Stakeholder Position Analysis 13 CEO 13 Customers 13 Competitors 14 Analysis of History of Recalls and Assessment of Ethics 14 History of Recalls 14 Potential for Improvement 16 Economic, Social and Environmental Impacts of the Global Automobile Industry 17 Utilitarianism 17 Feminist Ethics 18 Postmodern ethics 20 Kant’s categorical Imperative 21 Corporate Social Responsibility, Corporate Social Responsiveness and Corporate Social Performance 22 Conclusion 27 References 27 Appendices 29 Executive Summary Before only the wealthy could afford cars but this changed with the Ford Model T. This car was specifically targeted at average family household by making it affordable to own. By 1918, Model T was owned by half of American car consumers (LoveToKnow, 2014). Standards must be set for companies...
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...Week of Aug 24 Class One Course Introduction Print and read carefully the course syllabus. Class Two What is a stakeholder? Text Ch 1: The Corporation and Its Stakeholders Register for Ethical Lens Activity; Read “What is Ethics”(Niihka) Complete Ethical Lens Inventory. Bring results to class and submit to Niihka Week of Aug 31 Class One Owners as stakeholders Text Ch 14: Stockholder Rights and Corporate Governance Inland Bank; Cisco (Niihka) Inland Bank and Cisco case assignments (Niihka) Class Two Owners continued Living Richly (text, pg. 236); Adelphia (Niihka) Adelphia case assignment (Niihka) Week of Sept 7 Class One Labor Day – NO CLASS ClassTwo Forms of business; Intro to Business Processes “Forms of business” excerpt (Niihka); Ciao Baby Pesto case (Niihka) Baby Pesto case due Week of Sep 14 Class One Customers as stakeholders Text Ch 15: Consumer Protection Read Guns Excerpt Odwalla case due Class Two Read Chapter 3 Timberland case due Week of Sept 21 Class One Suppliers as stakeholders “Intro to Supply Chain Management,” excerpt from Handfield (Niihka) Class Two Suppliers cases Beech Nut (Niihka); Ford and Firestone (Niihka) Ford and Firestone case assignment (Niihka) Week of Sep 28 Class One First Exam Class Two The community as stakeholder Text Chapter 18 Corporate Philanthropy vs. Corporate Social Responsibility; Corporate Philanthropy and the Arts...
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...United States and/or other countries. All other company and product names are trademarks or registered trademarks of their respective companies. Use of these marks is not intended to imply endorsement, sponsorship, or affiliation. Edited in accordance with University of Phoenix© editorial standards and practices. Facilitator Information Dr. Martin J. Boyle martin.boyle@phoenix.edu (University of Phoenix) martinjboyle@comcast.net (Personal) 908-419-5259 = Cell #. (9 – 9 EST.) Facilitator Availability I am available from 9 a.m.-9 p.m. Eastern Time on most days, but I attempt to reserve Sunday for my family. During the week, I am online after about 6:00 pm. On Saturdays I tend to be online in the evening only. If these times are not convenient for you, please let me know. I will be happy to accommodate your schedule, if possible. I provide you with these times to make it easier to communicate with me, and not to limit our contact. I want you to know that, should you need to contact me outside these time...
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...Case 1: Specific Performance Remedy Denied on Equity Standard Campbell Soup Co. v. Wentz et. al. UNITED STATES COURT OF APPEALS THIRD CIRCUIT 172 F.2d 80 (1949) OPINION BY: GOODRICH The transactions which raise the issues may be briefly summarized. On June 21, 1947, Campbell Soup Company (Campbell), a New Jersey corporation, entered into a written contract with George B. Wentz and Harry T. Wentz, who are Pennsylvania farmers, for delivery by the Wentzes to Campbell of all the Chantenay red cored carrots to be grown on fifteen acres of the Wentz farm during the 1947 season . . . The contract provides . . . for delivery of the carrots at the Campbell plant in Camden, New Jersey. The prices specified in the contract ranged from $23 to $30 per ton according to the time of delivery. The contract price for January 1948 was $30 a ton. The Wentzes harvested approximately 100 tons of carrots from the fifteen acres covered by the contract. Early in January 1948, they told a Campbell representative that they would not deliver their carrots at the contract price. The market price at that time was at least $90 per ton, and Chantenay red cored carrots were virtually unobtainable. The Wentzes then sold approximately 62 tons of their carrots to . . . Lojeski, a neighboring farmer. Lojeski resold about 58 tons on the open market, approximately half to Campbell and the balance to other purchasers. On January 9, 1948, Campbell, suspecting that Lojeski was selling it "contract carrots," refused to...
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...VRIJE UNIVERSITEIT AMSTERDAM COURSE ETHICS 4.3 with special reference to PROFESSIONAL ETHICS Code 61432100 [final version January 10, 2012] Academic year 2011-2012 Period 3: January. Faculty of Economics and Business Administration: MSc Program Business Administration. Prof. dr. Eduard Kimman course assistant: Karin Tjeerdsma (k.t.tjeerdsma@vu.nl) Background This course, in the setting of various Master Programmes at the Faculty of Economic and Business Sciences, is about the morality of professional people acting in the context of a business organization. Business organizations or organizations as such do have a formal structure in which responsibility ultimately lies with a director or the board of directors. A business organization forms a context for a great variety of decisions. In a juridical perspective the organization is the bearer of numerous transactions. Inside organizations one may find remarkable opportunities for just or unjust behaviour, for moral or immoral behaviour, for situations of equality or inequality which deserve to be evaluated ethically. As FEWEB is a school for the study of economics and business administration in an economic perspective we focus on so-called “economic decisions” which are decisions being taken with some form of economic calculus. In this course we will spend time on questioning whether the economic or financial outcomes of these decisions are morally neutral or deserve some further moral investigation...
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...instructed to list 6 issues facing CanGo that Team A assembled from the week 1 and 2 videos. They should be prioritized in order of importance. They should be numbered. The team must then come up with an actionable recommendation for each of the issues found. These should also be numbered and the recommendations must be actionable (DeVry Week 2 Assignments). The following body of text will outline and explain the questions to the fullest extent possible while citing the appropriate sources in APA (6th ed.) format on the references page at the end of this document. Strategic Management Consultants, Inc. Team Video Analysis Report Introduction Strategic Management Consultants, Inc. will address six issues facing CanGo that Team A collected from the week one and two videos. Strategic Management Consultants, Inc. will come up with actionable recommendations, number, and prioritize the solutions for each of the issues found (DeVry Week 2 Assignments). Methods The research for this assignment was collected through DeVry’s E-platform portal from our course e-shell in week one and week two video episodes. 6 Issues After reviewing the video episodes in week one and two Strategic Management Consultants, Inc. believes that the six issues facing CanGo are as follows numbered and prioritized in order of importance: 1. Lack of a proper Vision and Mission statement. 2. Lack of solid Strategic management process. 3. Lack of a proper SWOT analysis. 4. Lack of proper Goals and...
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...BUSC 440 WEEKLY ASSIGNMENTS for WEEKS 1-6 IMPORTANT NOTE: Look ahead to the final assignment/project for the course due in Week 6 and get started on it early! You should work on the project weekly even though you don’t have to submit weekly assignments for the project. Some weeks in the course have only one written assignment to give you additional time to work on the project due in Week 6; please use this time wisely. Week 1 Assignments NOTE: The reading and viewing materials can be found in the LibGuide on Blackboard for this course. Read each of the following articles. * The Evolution and future of logistics and supply chain management - Ballou, Ronald. European Business Review19. 4 (2007): 332-348 DOI 10.1108/09555340710760152 * Logistics and supply chain management applications within a global context: An overview - Schoenherr, Tobias Journal of Business Logistics30. 2 (2009): 1-VII * Strategic supply chain management: Improving performance through a culture of competitiveness and knowledge development - Hult, G. Tomas M.; Ketchen, David J.; Arrfelt, Mathias Strategic Management Journal, Oct2007, Vol. 28 Issue 10, p1035-1052 * Supply chain management and its relationship to logistics, marketing, production, and operations management - Mentzer, John T; Stank, Theodore P; Esper, Terry L. Journal of Business Logistics29. 1 (2008): 31-VII * Supply chain management and retailing. - Sparks, Leigh Supply Chain Forum: International Journal...
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...Proceedings of the 2012 International Conference on Industrial Engineering and Operations Management Istanbul, Turkey, July 3 – 6, 2012 Car Recalls: A Problem Unique to Toyota or For All Car Makers? Kamrul Ahsan School of Management and Information Systems, Faculty of Business and Law Victoria University Australia Abstract Often automobile recalls are drawing media and public attention. Influenced by Toyota’s recent automobile recalls 2009-2010 this research conducts an empirical study on historical car recalls. The research uses secondary data from recall websites maintained by public and private organizations. For different car model year and manufacturer the study looks at frequency of recalls, recorded customer complaints, and yearly sales data. Analysis shows recalls are a common event with the majority of recalls initiated by only a few car makers. Though car makers use many eye catching and popular quality and customer care slogans and programs, many popular car makers still face valid customer complaints and consequently face many unwanted recalls. This study identifies that most recalls occur during the first five years of the car model year. This preliminary study of automobile recalls can be further extended at a later stage to identify key causes of recall. Keywords Product recalls, Reverse logistics, car recalls, product returns, closed loop supply chain 1. Introduction Though manufacturers use state-of-the-art operations philosophies, tools and techniques...
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