It brought out how bad and dangerous the working conditions were for many Americans at that time. There were no laws in place to 1) Provide for a safe work environment. ( thanks you OSHA ) 2) Provide a minimum wage 3) Set decent working hours with overtime pay. 4) Regulate child labor. ( many victims were as young as 13, and some just 10 years old) The fire helped the garment Labor Union in its efforts to bring about better working conditions for workers in that industry.
Ja’Muan Webb Dr. Julie Joseph Case Study 1 Human Resources Management “Why It’s So Hard to Be Fair” Fairness is the quality of making judgments that are free from discrimination. Today, companies work towards creating a positive image by using various techniques to please their employees. Sadly, mostly (if not most) do not practice fairness. In the case, Company A had to downsize their company by laying off workers. The company spent a very large amount of money to create a large package that consisted of numerous weeks of income, job fairs, and health insurance continuing for one year.
Running head: APPLE, INC. SOCIAL AND ETHICAL RESPONSIBILITIES Apple, Inc. Social and Ethical Responsibilities Tyree Green Texas A&M Commerce Abstract As one of the most recognized and successful global corporations, Apple maintains a reputation of upholding high standards in empowering its workforce, committing to following labor and human rights laws as well as ensuring its supplier partners preserve the same standards. One of its largest production partners, Foxconn, a warehouse based in China, struggled with some human rights concerns that could have tarnished Apple’s reputation. This paper will discuss the responsibilities that corporations have to operate in the most socially and ethically responsible manner; the issues Foxconn faced in the past; the decisions that were made to correct those issues and recommendations on what steps Apple could take to ensure its suppliers maintain the highest standards of social and ethical conduct. Apple, Inc. Ethical and Social Responsibilities Chapter 1 Introduction The world’s economy continues to merge and companies with suppliers outside the country may feel an obligation to release their corporate responsibility information.
INFLUENCE OF SOCIAL ISSUES IN THE HISTORY OF MANUFACTURING INDUSTRY Michelle Gilruth The Social Issue of Unions There are many social issues that have affected manufacturing over the years. Many of these issues led to the formation of unions. Before unions, unskilled workers did not fair well. They received half the pay of skilled workers like craftsmen, artisans, and mechanics. Many people moved to cities to work in industry and about 40 percent of those workers were low-wage earners.1 As industry grew, women, children, and poor immigrants found themselves the main targets for work in factories.
Till this day, Sam Walton’s philosophy remains the cornerstone of Walmart’s operations. However, the natural greed of management leaded to a number of twenty-first-century problems for Walmart. Like any of the other cases we studied in this class, the Walmart one may only sound different, but isn’t really any different. It reflects once again, the greediness of corporates executives who always want more for themselves, and nothing for low-class employees. In 2000, about sixty-nine thousands current and former employees of Walmart claimed that they have not been paid for their work.
Ravisankar addresses more than one purpose in his piece; not only does he inform his audience about true sweatshop labor conditions, he also uses certain elements to persuade readers to act against companies that use such types of labor. The problem he identifies is that many workers are forced to work 70-80 hours per week making pennies per hour. Also he identifies that workers are discouraged or intimidated from forming unions. He assumes his readers are aware and know the reality of sweatshops. He is also confident that he can get his readers to listen and agree with his viewpoint.
The Inventory and Spares Manager has reported that that the system is “a disaster,” and “my people can’t use it.” The Materials Manager wonders whether or not the company should sue the supplier. Captiva’s Supply Manager says he thinks the contract leaves the company without “a leg to stand on,” due to contract language that was apparently approved by the IT department. D. The IT Manager is very positive about the system and says, “I can certainly use it. I think it’s great!” E. Captiva has issued 17 unpriced change orders against the contract and the supplier says the full amount of the money available on the contract has been used. II.
PAS 450 April21, 2012 Wilson Sporting Goods Case Midterm Case Analysis When Al Scott took over as manager of the Wilson Sporting Goods’ Humbold, Tennessee he met with a culture of inefficiency and poor leadership. Poor leadership had left the employees with no clear vision of company goals and priorities that created tensions internally between management and staff. Mr. Scott took the role of the transformational leader to institute change that would improve morale and employee relations by embracing a clear vision and goal the staff could understand and embrace. The staff was made a part of the problem solving process, which greatly increased morale as well as the pools of knowledge that were being drawn from to solve problems. Al Scott achieved success by adopting principals of leadership that led him to develop plans that made everyone feel like a part of the company with a vested interest in improving their status in the industry.
Reflecting the teleological conception, the pension fund strived for long-term financial returns by purging out companies that are in complicity in gross or systematic breaches of ethical norms within the areas of human rights or the environment either through negative screening or disinvestment. Investigation of Wal-Mart: While investigation Wal-Mart, the NPF relied on several external sources. Areas that Wal-Mart fell short by leaps can be summarized as - Child labour in textile factories; Serious violation of labour hours; Hazardous working conditions; Prohibition of unionization; Gender discrimination. Etc. What was interesting was most of
Rather than denying all of this, Gap stepped up by developing one of the most comprehensive monitoring programs. Then the company turned to Social Accountability International (SAI) and it's pledged to do business with contractors that only agree to high set of standards. To assure the contractors appliance of the code the company hired VCOs (Vendor Compliance Officers). The VCOs audited 1016 factories in more than 50 countries across the globe. Once a VCO find a problem, the company moves promptly to correct it.