ADM 1300 Lecture Notes - Bes, Mbed, Eth

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erincod524

9 Jun 2014

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ADM 1300 Full Course Notes

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Vision (mandate, philosophy of the organization affected by ethical, tech. , competition, social, legal, Mission statement political, resources, etc) (long-term; desired goals must be specific and measurable (control system!) Objectives (short-term; plan/steps towards goal) (policy, procedures, rules, and. Performance + compare if necessary, corrective action) Type of partnerships: general partnership: complete sharing of management and liabilities, limited partnership: 1 limited + 1 unlimited, joint venture: specific projects for a limited time. Legal documents that state the basic agreements made between partners. It lists the partnership capital (money invested) and management duties and other issues such as profit/loss split and one may leave. (articles of partnership) not legally required in canada. Sub types: subsidiary (parent corporation owns the majority of the stock both separate, holding (controls one or more corporation though ownership of their common structures) stock, non-profit (not owned by government and focuses on service not profit) Incorporated under the laws of the provincial or federal government.

Related Questions

1. Why were the guidelines offered by Richard DeGeorge for organizations doing business in other countries criticized?

Multiple Choice

They overlooked issues related to the quality of goods produced.

They did not advocate working with or respecting the local customs of other countries.

They represented the utilitarianism belief that the ends justify the means in all circumstances.

They advocate doing the greatest good for the greatest number of people.

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2. Which of the following statements is true of qui tam lawsuits?

Multiple Choice

They imprison or penalize federal whistle-blowers under the False Claims Act of 1863.

They are lawsuits filed against whistle-blowers who are motivated by financial rewards.

They do not accept the testimonies of whistle-blowers who are motivated by revenge.

They establish whistle-blowers as deputized petitioners for the government in a case.

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3. A fact about the effect of globalization is that multinational corporation:

Multiple Choice

often take advantage of the unrestrictive legal environments of less-developed countries.

have fewer ways in which they can reduce their production costs or increase their sales.

have limited access to the labor force or natural resources of less-developed countries.

often exploit the natural resources of developed countries without facing any consequences.

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4. Which of the following statements is true of globalization?

Multiple Choice

It makes countries and markets more independent of each other.

It leads to the replacement of regional trade blocs with national markets.

It impacts the commercial, economic, social, and political environment.

It offers multinational companies fewer ways to reduce their expenses.

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5. Which of the following is most likely to be the next stage in making ethical behavior sustainable for an organization after it promotes its commitment to ethical behavior? Multiple Choice

Continuously monitoring the ethical behavior of its employees as the company grows

Hiring an ethics officer

Celebrating and rewarding the ethical behavior demonstrated by its employees

Supporting the code of ethics with extensive training for every member of the organization

graymoose834

I need a diferent point of view and someones opinion on this article.

Reforming the U.S. system of collective bargaining Collective bargaining procedures and relationships between labor and management must reflect less conflict, more cooperation as the Nation's economy struggles to meet international competition and domestic needs D. QUINN MILLS Rules as a productivity drain Rules alone cannot ensure that an organization will perform well. They may keep it from dissolving into self-defeating open warfare, but often do not permit it to achieve its potential. An organization which depends upon adherence to a myriad of rules will always be vulnerable to competition from other organizations which operate in a more consensual and cooperative fashion, even when the latter have fewer resources. And, although an organization of rules may sometimes pull it-self together to respond to an emergency, this need not necessarily occur. It follows, then, that primary dependence on establishing and enforcing rules is a very poor way to run an economic enterprise. The existence of a multitude of rules, many of which attempt to "stretch the work" to maintain jobs in ways reminiscent of depression-era tactics, constrains productivity and raises costs. For example, maintenance classifications may prohibit an employee from doing incidental work outside the strict limits of his or her trade; multiple job classifications may exist even where a person in a single combined classification could do the work effectively, without undue effort and stress; and, job classifications may be perpetuated although technological change has rendered the incumbents' work trivial. Other restrictions may limit the amount of work a person may be assigned, such as permitting a mechanic to open only two flanges. The location of materials and inventory may be restricted by contract or past practice to retain jobs in now-inefficient areas of the plant. In some cases, rules may prohibit employees being assigned work during breaks, and simultaneously prohibit supervisors from doing the employees' work, so that emergencies occurring at coffee breaks or lunchtime cannot be legally handled under the agreement. Over time, rules tend to become increasingly costly and constraining as technology, materials, products, and other aspects of production change. Even rules which made great sense at first become out-of-date under changing conditions. But the rules are difficult to change, and particular employees may be further benefited the more outdated the rules become. Sometimes a company can pay a high price and "buy the rules out," or a union can persuade some workers to give up favored positions for the good of the membership as a group. But often, change cannot be accomplished without a bitter struggle between management and labor. Furthermore, the rule making process promotes a set of attitudes which are inimical to successful enterprise. The existence of the rulebook encourages both management and labor to assert their rights under the contract, rather than to attempt to work out problems. It gives rise to "shop-floor lawyers," rather than problem solvers. It fosters conflict and controversy. It undermines trust. To a large degree, it seems that unions have become captives of their origins. Born in adversity and conflict, they continued to act as opponents of management even when their strength had become much greater. In some instances, unions have created thickets of rules in which to immobilize management, just as spiders build webs to ensnare prey. But when the thickets of rules have crippled productivity, the unions have discovered themselves to be caught alongside management in the trap. Plants have declined in competitiveness, and jobs have been lost. The unions have discovered too late that a snare is no less a snare because they have set it themselves. A prescription for change In a recent survey conducted by the Harris organization, a majority of the general public professed the belief that unions contribute less than they once did to the growth and efficiency of business. Not surprisingly, only 15 percent of union leaders agreed with this judgment.' The need for unions to assist companies in the light of increased foreign competition is apparent to the public. To the inhabitants of the Snow Belt, it is similarly evident that unions should cooperate with local business to stem the outflow of industry and jobs to the South and West. Public perceptions of a productivity problem are supported by Bureau of Labor Statistics estimates, which show particularly sluggish growth in output per labor hour after 1973.3 Collective bargaining practiced primarily as rule making has become self-defeating for both unions and management. It interferes with management's efficient operation of the enterprise, and ensnares employees with legitimate grievances in a web of red tape. It also contributes to the vehemence of employer attempts to resist union organization drives. Study after study of U.S. managers has shown that managers fear the imposition of restrictive work practices far more than the higher wages and benefits which unionization may bring. Companies' efforts to make competitive operations out of older plants often fail because changes in current work rules take the form of additional complex rules which do not provide the flexibility needed to turn a facility around. What management really needs is fewer rules altogether, and willing cooperation from the work force. The union, for its side, needs a management sensitive to the needs of people. Both are very difficult to obtain in the U.S. labor relations environment.

taupefrog166

An Ethical Dilemma - What Would You Do?

Mr. Johnson, Owner of VB Accounting Services, has provided youwith an ethical dilemma -- see below. Please review the informationcarefully and provide your response in the form of an essay.

SubmissionGuidelines

Use correct grammar and proofreadcarefully. All references (written and verbal) used to compile theessay mustbe cited. Use an appropriate writingstyle - APA.

During a routine quality control test, Momentum MotorCorporation, a multi-national automobile manufacturer, discoveredan issue with some of its vehicles that could pose serious risks toits customers. After performing extensive research and analysis, itwas determined that the problem is a faulty brake system, whichcould result in a driver losing complete control of his/hervehicle.

Based on the sampling technique employed by Momentum, 5% of theautomobiles that were tested showed the defect. On average, theCompany produces and sells about 3.5 million vehicles per year. 60%of sales are made outside of the United States. After consultingwith its accounting and legal teams, Momentum determined anestimated cost of $4.0 Billion, in parts and labor, to fix allvehicles that could be affected by the faulty brake system.Deciding not to fix the problem could result in accident (whichcould be fatal), lawsuits, etc. Information about the issue has notyet been made available to the public.

Instructions: Answer the followingquestions:

1.Whatis ethics?

2.How might ethics differ acrosscultures, countries, etc.? What do you think are some of thereasons for these differences?

3.What are the factors thatcontributed to the development of your ethics and values?

4.What is the ethical dilemma in thesituation presented above?

5.What are possible options availableto Momentum Motor Corporation for dealing with the situation? Foreach option, identify and discuss how each group of stakeholders(e.g., employees, investors, etc.) could be affected (i.e., bothpositively and negatively). Note: Please considerthe global nature of the Company

peachseal169

ADM 1300 Lecture Notes - Bes, Mbed, Eth

ADM 1300 Full Course Notes

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