Free Essay Sample «Business Ethics (Philosophy)»

«Business Ethics (Philosophy)»

Business ethics is certain rules and standards of official conduct in an organization. Business ethics help the business owners and management to reach the desired goals and objectives.

Business ethics is based on the moral and ethical principles, rule of the conduct, the legal criteria to be established by the legislative acts of the state, and the international rules and principles. To succeed in business, the managers should have the ability to negotiate with partners, to interact effectively within a team, and to solve conflicts. Each manager must possess at least basic skills of business ethics and etiquette. Prescribing a certain type of professional and civilized business relationships with employees, partners, competitors, customers, and accepting the existing differences are essential principles of business ethics. Business ethics should also be based on the general principles of risk management and innovative, honest, competent and legitimate business activities. Business ethics is linked to the nature of a manager, the state of his soul, mind, and impulse of motives, as well as his level of education and knowledge of the behavior of people in the team and community. Such concepts as authority, pride, honesty, ambition, generosity, and politeness are core elements of business ethics.

A Staff Member Comes to the HR Director with a Hostile Environment Complaint

To retain the highly skilled professionals, the management must create a favorable atmosphere in the company. Nowadays, the personnel market is overcrowded with candidates for vacant positions, so the competition is really high. The main task of the personnel manager is to create the necessary conditions for employees to work effectively. The most important part of retaining an employee is a system of moral and material motivation. A lot depends on the system of inducements that exist in the enterprise where employees work. The leaders of many companies try to motivate their employees with the salary increases and bonuses or other types of inducements.

The opportunity for the career growth and development in the company are the most common inducements if the employees complain to the HR director about a hostile environment. Then the survey may be conducted. The manager should prepare the series of questions to help to identify the employees' attitude towards work and their level of satisfaction. The primary focus is to determine how much do the employees like the team they have got. These surveys reveal why the employees are dissatisfied and what they would like to change in the current situation in the company. Thanks to those surveys, the manager can identify the common goals that he set for personnel managers to develop an effective system of employee motivation.

JCP Fired about 19, 000 Employees in the Last Year. How Would Gandolfi Respond?

JCPenney was multiple-valued about the overall quantity of dismissals at the company.

Then the executive director Ron Johnson dropped the number in court, which he attested in the struggle between Macy's and JCPenney/Martha Stewart. Johnson claimed that JCPenney has fired 19, 000 employees throughout its reformation up to now, according to Courtney Reagan. Among these were store employees, salon receptionists, call center workers, middle managers, and corporate officers. Before the dismissals began to roll last April, JCPenney had about 136, 000 full-time and part-time employees. But the problem was at the headquarters. The executive director Michael Kramer referred to the culture as “miserable”. Thereby, 1, 600 of the 4, 800 ingenious home office workers have been f dismissed. At the beginning JCPenney would declare the job cuts. But under the pressure of being successful, the company has not been so clear.

The American Apparel Approach is a Rational One to Define the Relationships between Employees

The American School of Management is confident that the success of the company depends on the inner factors. Special attention is paid to the rational organization of production process, continued growth of the labor productivity, and the efficient use of resources. Rationalization of production is reflected in the high degree of specialization of individual employees and structural units of the company and a rigid demarcation between their duties. The main advantage of specialization is that it allows reducing the amount of training, improve the professional skills of each specialized worker, and increasing the capabilities of the specialized equipment. The American Apparel operates in the social atmosphere, preaching the equality. Accordingly, the workers are more mobile, they change jobs in searching of the personal gain easily. The American Apparel managing style is characterized by a hierarchical management model. First of all, business decision-making and the strategic operational decisions should be separated. A systematic and situational analysis of external (competitors) and internal (research and development, human resources and their capacity, finance, organizational culture) environment is the basis of the strategic management . Strategic planning is the most important part of the corporate planning; it arose in the saturation of the market and the slowdown in a number of corporations. Strategic planning provides the basis for making effective management decisions. Special programs have been developed to improve the "quality of work life" and to reduce the workers' resistance to the organizational changes. The employees are involved in the development of the company's strategies and discussion of the rationalization of the production process, as well as solving a variety of external and internal problems.



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