...Obsolescent Apple Introduction The ethical issue I have decided to dissect for this assignment is the issue of built-in obsolescence. This act, also known as planned obsolescence, is the intentional action of a manufacturer to create a built-in a point of failure or a pre-planned expiration date into a product (Investopedia, n.d.). This is done so as to force consumers to continually replace their products with newer versions, thereby increasing the manufacturer’s profits. This is clearly an ethical violation that most people would be outraged to know is a common practice in a variety of products, and at one point in time was actually encouraged in order to help our country break free from the great depression (White, 2008). Though this practice could serve to stimulate the economy, it is wrong to purposely cause products with the potential to last a decade, to only last a couple of years. This is not only wasteful, but it cheats consumers out of the option to hold onto products until they either become legitimately obsolete, or break due to normal wear and tear. While some companies are worse than others when it comes to a built-in obsolescence, there is one electronics manufacture that, in my opinion, is the worst of the bunch. It is a company that started out with a sincere and humble beginning, then rose to fame in the electronics world, but has since fallen far from the tree, so to speak. Fact based scenario Apple Incorporated has been at the heart of controversy...
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...ORGANIZATIONAL BEHAVIOR CONCEPTS CONTROVERSIES APPLICATIONS Seventh Edition Stephen P. Robbins 1996 Contents Part One • Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two • The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter 17 Organizational Culture 678 Part Five - Organizational Dynamics Chapter 18 Organizational Change and Development 714 CHAPTER I • WHAT IS ORGANIZATIONAL BEHAVIOR? What Managers Do Let’s begin by briefly defining the terms manager and the place where managers work—the organization. Then let’s look at the manager’s job; specifically, what do managers do? Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do...
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