...Table of Contents Table of Contents ii 1 What are the business problem(s) involved in the case? 1 2 What are the ethical issues raised by the case? 2 2.1 Formalist Analysis 2 2.2 Utilitarian perspective 3 2.3 Virtue ethics perspective 4 2.4 Descriptive ethics framework 5 3 What would Alex Brown do? 6 4 Conclusion 7 Appendix 1: Scoring two courses of action based on Formalist Perspective 8 Appendix 2: Scoring two courses of action based on Utilitarian Perspective 9 What are the business problem(s) involved in the case? Is Chinese subsidiary of Pharmacyl Inc., successful? No. Evidences are that they (1) have not achieved outstanding results in this important market, (2) have not become market leader and overtaken local competitors yet, and (3) have not created solid base to expand to other parts of the country. Why have they not been successful yet? Because they were having ineffective leadership and management practices. Evidences are that manager (1) does not know what their subordinates were doing, and (2) could not motivate subordinates to obtain good results. Why have they had ineffective leadership and management practices? Because they got serious problem with communication throughout company. Evidences are that (1) employees are struggle to tell the truth of what they think is the real root cause of the issue they are facing to their line manager, (2) manager could not communicate easily and frankly with employees – or he did not know...
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...Nuances in Bulgarian business culture in comparison with the United Kingdom’s Course work in Cross-cultural issues in the European Human Resource Management Prepare by: Dimitar Arnaudov, Faculty number: 1523078 Course: European business and Finances Sofia, 2015 1. Differences between national cultures. Authors, studies, etc. 2.1. Culture (def.); Culture differences. 1.1.1 Culture – def.; 1.1.2 Culture differences. 1.1 Authors and studies related to business culture. 1.2.1 Geert Hofstede; 1.2.2 Famous studies around the World. 2. Similarities and differences between the business cultures of Bulgaria and the United Kingdom. 2.1. Bulgarian business culture; 2.2. British business culture in comparison to Bulgaria’s . 3. References. Differences between national cultures. Authors, studies, etc. Culture (definition) and culture differences Culture illustrates the accepted norms and values and traditional behaviour of a group. One definition of culture by Deal and Kennedy is “the way a we do things around here”. However, culture also evolves over time. The culture of each country has its own beliefs, values and activities. In other words culture can be defined as an evolving set of collective beliefs, values and attitudes. Culture is a key component in business and has an impact on the strategic direction of business. Culture influences management...
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...(G5) Title of Assignment: Food Safety Issues in China and Taiwan Should Producers Be Solely Responsible for Food Safety Issues? Date of submission: 26 March 2012 Table of Content 1. Introduction 2. China Food Scandal 3. Analysis of China’s case 3.1 3.2 3.3 3.4 Conflict: Business vs. Business Conflict: Business vs. Government Conflict: Society vs. Government Implementations and Critique 4. Taiwan Food Scandal 5. Analysis of Taiwan’s case 5.1 5.2 5.3 5.4 Business Government Consumers Implementations and Critique 6. Alternative Solutions 6.1 6.2 6.3 6.4 Changing the business culture by incentivizing ethical practices 2-Prong approach Improve information symmetry Develop a systematic approach for food scandals 7. Conclusion 8. Appendix 9. References 1. Introduction In recent years, the world has seen many cases of food safety issues, especially in Asia and the effects are global. Our group has chosen China and Taiwan as our two main countries for analysis: China is one of the world’s largest exporters of food products and food safety issue is pertinent; Taiwan’s food products are exported to 15 major countries such as U.S., China, Germany, Hong Kong, and Malaysia (Wang, 2011), thus food safety issue is serious as well. If these hazardous products were circulated to different countries, the consequences would be widespread. This report provides the background information, analysis of the problem and solutions in the respective countries. In addition...
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...this article. Funding by the Carol and Lawrence Zicklin Center for Business Ethics Research and the Georgetown University School of Business summer research fund is gratefully acknowledged. Abstract This paper describes the need and the search to date for a normative moral foundation for marketing. Social contract theory appears promising because of its clear correspondence to the exchange relationships central to marketing thought and practice. It is introduced in a specific formulation known as Integrative Social Contracts Theory. ISCT provides a coherent framework for resolving ethical issues arising between different communities and is therefore particularly appropriate because marketers frequently engage in boundary-spanning relationships and crosscultural activities. The application of ISCT to ethical decision making in marketing is explored through the use of bribery as a major illustrative...
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...French hypermarket Carrefour is facing a peculiar kind of growing pain for its breakneck growth in China: systemic corruption among its management ranks at the local levels. As many as eight managerial staff at Carrefour China have been detained by Chinese police in a wide-ranging probe initiated by the company itself over bribe taking by its managers at its city procurement center in Beijing and seven other outlets, including one in Shenzhen. Their detention is seen as part of radical shakeout precipitated by Eric Legros, the new executive director of Carrefour China. Legros is looking to rein in wayward local managers and tighten up a decentralized procurement system that has set Carrefour on a high-growth path in China but that appears to be outgrowing its usefulness. The police summoned 22 suspects for questioning between June 25th and August 1, including 12 local suppliers, according to two major publications, Shanghai Securities News and China Business News. The investigation netted an unidentified number of corrupt managers working at the fresh produce department who requested kickbacks in the form of promotional fees from suppliers. Carrefour did not dispute the reports’ accounts. Unlike the centralized system in procurement and coordinating logistics employed by its top competitor in China, Wal-Mart, Carrefour has been racing ahead in China through a model that empowers local managers at each outlet to manage pricing, choose suppliers and conduct negotiations on...
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...the purpose of detecting plagiarism. Name : Poppy Puspita Rini Student Register Number : 1006718624 Depok, June 11 2013 Poppy Puspita Rini Introduction Corruption in Indonesia is widespread and costly. Recently, corruption cases become a major on-going economics development sector issue. Indonesia’s Corruption Eradication Commission (Indonesian: Komisi Pemberantasan Korupsi) (abbreviated KPK) shows there has been a sharp increase in all enforcement activity, relating to the sector. Political organizations in economic sector continue to face significant corruption risks. How far the current corruption and bribery case in Indonesia’s economic development? • Corruption and bribery historical trends across Indonesia • The underlying reason and effects of corruption and bribery on the development results • Strenuous solutions taken to overcome corruption and bribery • Conclusion: the future of corruption and bribery Cross-country studies in investigating the causes of corruption in Indonesia have identified several...
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...ANNUAL REPORT 2010 TRANSPARENCY INTERNATIONAL IS THE GLOBAL CIVIL SOCIETY ORGANISATION LEADING THE FIGHT AGAINST CORRUPTION. THROUGH MORE THAN 90 CHAPTERS WORLDWIDE AND AN INTERNATIONAL SECRETARIAT IN BERLIN, WE RAISE AWARENESS OF THE DAMAGING EFFECTS OF CORRUPTION AND WORK WITH PARTNERS IN GOVERNMENT, BUSINESS AND CIVIL SOCIETY TO DEVELOP AND IMPLEMENT EFFECTIVE MEASURES TO TACKLE IT. www.transparency.org WE ARE A GLOBAL MOVEMENT SHARING ONE VISION A WORLD IN WHICH GOVERNMENT, POLITICS, BUSINESS, CIVIL SOCIETY AND THE DAILY LIVES OF PEOPLE ARE FREE OF CORRUPTION Editors: Alice Harrison and Michael Sidwell Design: Sophie Everett Cover photo: © Reuters/Yannis Behrakis Every effort has been made to verify the accuracy of the information contained in this report. All information was believed to be correct as of June 2011. Nevertheless, Transparency International cannot accept responsibility for the consequences of its use for other purposes or in other contexts. ISBN: 978-3-935711-79-1 Printed on 100% recycled paper. ©2011 Transparency International. All rights reserved. This report provides a snapshot of how the Transparency International movement was active in the fight against corruption in 2010. For the purpose of conciseness, national chapters, national chapters in formation and national contacts are referred to as chapters, regardless of their status within Transparency International’s accreditation system. Visit www.transparency.org/chapters for their current...
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...difficult task, especially when faced with the complexity of a diverse workforce. The organisation being considered is a small accounting company (‘The Company’) located in Zimbabwe, South Africa. Due to its ‘multiplicity of traditions and skin tones’ (Brand South Africa 2011), South Africa has been portrayed as a ‘Rainbow Nation’ since the end of the Apartheid era. When diversity is not managed and monitored carefully, differences can lead to highly counter-productive communication dilemmas. Two fundamental aspects of diversity will be discussed: Firstly, cultural differences are common throughout The Company and have proven to be an issue of emotional and economic importance. Five of Hofstede’s (1994) dimensions of culture can be used to explain the reluctance of employees from different countries to effortlessly integrate their personalities and ideas within The Company. Power distance, individualism, uncertainty avoidance, masculinity and long-term orientation will be analysed in terms of their affect on interpersonal communication between culturally diverse employees. Secondly, another feature of diversification within The Company is the range of conflicting generational profiles. A generational gap that has formed between employees and managers within the organisation is a further source of interpersonal communication issues that hinder organisational efficiency. This reflective essay will analyse my personal...
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...Enriching Life Through Communication Huawei Investment & Holding Co., Ltd. Corporate Sustainability Report 2011 Report Profile Reporting Period: January 1 to December 31, 2011 Date of Most Recent Previous Report: June 2011 Reporting Cycle: Annual Defining Report Content Global Reporting Initiative (GRI) principles such as materiality, stakeholder inclusiveness, sustainability context, and completeness, were used in this report to analyze key sustainability-related issues in business operations and identify major stakeholders. Huawei Investment & Holding Co., Ltd. (hereinafter referred to as “the company” or “Huawei”) hired a third-party organization to survey stakeholders and collect information on stakeholder expectations and requirements. Huawei’s CSR Committee studied, assessed, and selected the key items and indicators disclosed in this report. The performance indicators and management approaches discussed in this report cover all entities that Huawei either has control of or a significant influence over in terms of financial and operational policies and measures. These same performance indicators and management approaches are also consistent with the scope of Huawei’s annual financial report. Report Assurance Method Core indicators and additional indicators from the GRI G3.0 Guidelines were applied to compile the report and the application level is B+. To ensure the reliability, fairness, and transparency of this report, Huawei engaged TÜV Rheinland to verify...
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...Section 1.5 : Financial Fortunes FAIRFAX LTD. Section 2.1 : Corporate Governance Section 2.2 : History Section 2.3 : Credit Ratings MERGERS & ACQUISATIONS Section 3.1 : Legal Structures Section 3.2 : Documentation Section 3.3 : Business Valuation TAKEOVERS Section 4.1 : Types Of Takeover Section 4.2 : Financing a Takeover Section 4.3 : Mechanics Section 4.4 : Strategies Section 4.5 : Agency Problems Section 4.6 : Pros & Cons Laws & Codes used during takeover Section 5.1 : City Code on Takeovers & Mergers Section 5.2 : Competetion Law Section 5.3 : Takeover Directives Section 5.4 : Companies ACT 1985 BLACKBERRY TAKEOVER REGULATORY APPROVAL COMPETETION COMMISION FOR TAKE OVER FCPA Section 8.1 : Provision & Scope Section 8.2 : History Section 8.3 : Requirements Section 8.4 : Application UK BRIBERY ACT TAKEOVER MECHANICS OF BLACKBERRY TAKEOVER CONCLUSION BIBLIOGRAPHY & REFERENCES ACKNOLEGDEMENT I take this opportunity to express my profound gratitude and deep regards to my guide Prof. Deepak Dayal for his exemplary guidance, monitoring and constant encouragement throughout the course of this thesis. The blessing, help and guidance given by him time to time shall carry me a long way in the journey of life on which I am about to embark. I also take this opportunity to express a deep sense of gratitude to Mr. Krishnamurthy, Director, Institute of Management Technology, Dubai for his cordial support, valuable...
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...Hill 7e End of Part Case Notes Part One: Globalization There are no Part One cases. Part Two: National Differences in Political Economy; Differences in Culture; Ethics in International Business Nike: The Sweatshop Debate 1. Should Nike be held responsible for working conditions in foreign factories that it does not own, but where subcontractors make products for Nike? Answer: Most students will probably agree that Nike should be held responsible for the working conditions in foreign factories where subcontractors make products the company sells. Students taking this perspective are likely to argue that since the workers are there to produce the products for Nike, the fact that the company does not actually own the facilities is immaterial – Nike is the beneficiary of the work done in the factory. Some students may suggest that Nike be resolved of some responsibility if the factories also produce products for other companies. 2. What labor standards regarding safety, working conditions, overtime, and the like, should Nike hold foreign factories to: those prevailing in that country or those prevailing in the United States? Answer: The question of whether of whether to hold foreign factories to the same standards as domestic factories is difficult. Some students might argue that Nike should require all factories regardless of their location to maintain the same standards when it comes to working conditions, overtime, and so on. Other students however, may suggest that...
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...v105 some people claim that the disadvantages of the car are more than the advantages,do you agree or dis the birth of cars have made an enormous change to our life.in the past,we travel from one place to another only by foot,nowaday,cars can do it .its goes withour saying that the invention of cars bring great benefit to all of us.but as proverb goes:no garden without weeds.car is not exception. owing a car has a lot of advantages.for one thing,car provide us the most convient way of transportation.we can get around freely without spenting a lot of time.emotionally,i always found driving is so exciting.for another,its the comfortable to drive a car.In winter.drivers always can stay warm and dry even in rainy whether,in addition,drivers are usually safe in their cars when they are out at night. Cars bring the human merits,their side-effects graudually come to the surface.firstly,to run a car need a lot of oil,which is getting less and less.the increasing number of cars contribute the lacking of energy.secondlly,as more and more cars are used,the traffic ecpecially in big cities is getting heaver and heavier,which lead to the serious social problem--traffic jam.in addition,the inceasing numbers of cars ,which excaust sent a huge quantities of carbon monoxide into atmosphere.it make the air of cities unbreathabe,it strip people contact with frensh air. therefore,the new energy should be explored to replace the oil so that our envionmental pollution can be avioded .and th...
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...Sir Richard Branson’s setbacks: from Virgin Cola to Virgin Brides The demise of the domestic carrier Little Red joins a string of the entrepreneur’s failures from makeup to bridalwear to alcohol • Virgin Atlantic axes Little Red * Share * * * inShare0 * Email * ------------------------------------------------- * ------------------------------------------------- Gwyn Topham, transport correspondent * ------------------------------------------------- The Guardian, Monday 6 October 2014 18.19 BST Sir Richard Branson hands out free cans of Virgin Cola in downtown Tokyo. Sales of the brand lost fizz against the might of Coca-Cola and Pepsi.Photograph: EPA Sir Richard Branson has made a fortune from a string of business ventures that bear his signature brand, including Virgin Trains and Virgin Media. But Little Red joins a series of failures that have seen Branson fail to break into lucrative markets including soft drinks and alcohol. Virgin Cola Launched in 1994, Virgin Cola was initially available only on Virgin planes and in Virgin cinemas before Branson sought wider distribution. “It tasted better than Coke. For one wonderful year we had the dream of Virgin Cola being the brand on everyone’s lips.” Instead, Branson claimed, “swat teams and bagfuls of money” sent from Coke’s Atlanta headquarters gobbled up his drink, whose market share peaked at 0.5% in the three years it was on sale in the US. In 2012, the UK producer went bust and no one else...
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... Lut12575_fm_i-xxvi.indd Page i 2/10/11 2:28 PM user-f494 /203/MHBR222/Lut12575_disk1of1/0078112575/Lut12575_pagefiles International Management Culture, Strategy, and Behavior Eighth Edition Fred Luthans University of Nebraska–Lincoln Jonathan P. Doh Villanova University Lut12575_fm_i-xxvi.indd Page ii 2/11/11 2:35 PM user-f494 /203/MHBR222/Lut12575_disk1of1/0078112575/Lut12575_pagefiles INTERNATIONAL MANAGEMENT: CULTURE, STRATEGY, AND BEHAVIOR, EIGHTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on recycled, acid-free paper containing 10% postconsumer waste. 1 2 3 4 5 6 7 8 9 0 QDB/QDB 1 0 9 8 7 6 5 4 3 2 1 ISBN 978-0-07-811257-7 MHID 0-07-811257-5 Vice President & Editor-in-Chief: Brent Gordon Vice President, EDP/Central Publishing Services: Kimberly Meriwether-David ...
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...globalization debate and understanding the impact of ethics on global businesses. Additionally, students will explore the evolution of international trade from past to present, with a focus on how firms and professionals can better understand today’s complex global business arena by understanding the impact of political and legal factors. The section concludes with a chapter on understanding how cultures are defined and the impact on business interactions and practices with tangible tips for negotiating across cultures. WHERE? Section two develops student knowledge about key facets of the global business environment and the key elements of trade and cooperation between nations and global organizations. Today, with increasing numbers of companies of all sizes operating internationally, no business or country can remain an island. Rather, the interconnections between countries, businesses, and institutions are inextricable. Even how we define the world is changing. No longer classified into simple and neat categories, the rapid changes within countries are redefining how global businesses think about developed, developing, and emerging markets. This section addresses the evolving nature of country classifications and helps develop a student’s ability to comprehend the rationale of how to analyze a specific country’s stage of development—rather than just memorize which countries are emerging....
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