“In 1985, Fred Fetterolf, then president, decided the company needed to document the values that all employees must live by: Integrity; Environment, Health, and Safety; Customer; Accountability; Excellence; People; and Profitability” Lawrence, A.T. & J. Weber, (2011). The ethical criterion this value base business is Principles promoting integrity through Alcoa leaders, management, employees, and all other “Alcoans regardless of level or position, is an ambassador for those values: integrity in everything we do; accountability for our actions and results; respect for the safety of our people and
In addition, The U.S Department of Labor enforces laws requiring safe and healthy workplaces, and it helps people find jobs and sponsors training programs for those who need it. The department also oversees an unemployment insurance system that provides an emergency financial cushion for people who are temporarily out of work. In addition, it keeps track of wages, employment, and other labor statistics. Furthermore, The U.S Department of Labor is headed by a secretary, who is nominated by the president and confirmed by the Senate. The Secretary of Labor is a member of the
Texas Instrument – Advanced Project Management 1. How did they reach excellence? There are two criteria to evaluate the excellence of the project management: Organizations create an environment in which there exists a continuous stream of successfully managed projects; Companies develop cultures in which project managers are taught and encouraged to make decisions based on sound business judgment and not based on a narrow‐minded view. Texas Instrument indeed performs very well in these two aspects. Firstly, they create the Two-in box working method to get the engineering staff working directly with the Construction staff throughout the life of the project to overcome the construction completion syndromes.
The purpose of this regulation is to minimize the risks of injuries and accidents caused by manual handling. The term manual handling covers a wide variety of activities, such as lifting, lowering, pushing, pulling and carrying. This regulation also sets out the correct methods and techniques when dealing with the manual handling of heavy cargo. Based on the Manual Handling Operations Regulations, an individual in a workplace performing manual handling activities should always take into account his/her abilities, the distance of carrying, weight of the cargo, environmental conditions and any other aspects that may represent a health and safety risk to the individual or anyone else in the workplace. In terms of my work experience job role, I had to follow a number of policies (just like other staff members), which were established by the business owner.
One would classify Alcoa’s ethical work climate as Principle Criteria because the company have a strong values-based culture. “Employees learned early in their careers that every decision they made and everything they did must aligned with the company’s values” (Lawrence, A. T. & Weber, J. 2011). To make sure that all the employees understood the program’s tools and support the employee they had assigned an ethics and compliance officer. Alcoa’s started to work strictly on its safety programs and make sure that all company business, community headquarters and units meet the overall goal that is zilch job-related injuries and sickness.
` In the discussion case: Alcoa’s Core Values in Practice I would classify the ethical work climate as principle (integrity approach). Alcoa expected personal morality from their workers, the rules and procedures with to be followed by the organizations, and laws and professional codes were to be followed in society. I would classify Alcoa’s ethical work climate one of high standards. It is a global company with global ethics installed in 200 different locations in 31 countries on six different continents with 61,000 dedicated employees (www.alcoa.com). In 1985, Fred Fetterolf, then president, decided the company needed to document the values that all employees must live by: Integrity, environment, health, and safety; Customer; Accountability; Excellence; People; and Profitability (Lawrence & Weber, 2011, pg.129).
There are a lot of companies today that are focusing their marketing on environmental protection, which can be very productive tool. Furthermore it is very hard to decide whether corporate change would gain better satisfaction or public promotion and reputation but as far as ethos I definitely agree that it would. In my opinion I would keep existing ethos since they are already recognizable for Bayer Company but would also add respect for environment and safety of workers. If company would truly believe in that ethos it will be more than expectable that outcome of the dilemma would be very different. First of all recycling process would be upgraded and safety would be guaranteed and most of issues won’t even exist if company would truly follow their ethos.
The power that Wal-Mart holds with CPG’s is crucial. Wal-Mart is able to dictate to these companies how they should price their goods. It is generally lower than the company would like. However, that company has no strong say in the matter because if they want to have the goods in Wal-Mart stores, they have to comply with Wal-Mart’s rules. So, by Gillette and P&G merging, they would have more negotiating power when dealing with superstores like Wal-Mart and Target.
Since the mid 1990’s Nike has been learning the hard way what it means to be ethical. In the aftermath of the sweatshop scandal Nike is still hard at work to improve its image and be a company that is ethically responsible. Nike learned the hard way that it should have been more responsible about its production. Its motives as a company were egotistical when they should have been more considerate of the people working there. Though there could be arguments that Nike’s actions improved the lives of its poorly treated workers because no matter the conditions, it provided jobs that otherwise would not have existed, this is hardly the case.
Break-even also assumes that the price of a particular product is constant. This is clearly not the case for FIF as we are told about the variety of prices which are used, in particular for treadmills, to encourage loyalty from established customers and as loss leaders. Lower prices will undoubtedly raise the break-even levels. Also, costs are assumed to be fixed. Again, we are told about the variation in the cost of components, particularly of imported steel and IT.