International management

Which Determinant of Ethical Behavior? Hypothetical Company Situation: Gift Giving Joe regularly visits China and offers lavish gifts to the Chinese company officials who are customers of his US Software Company. He does this in order to secure his yearly sales quota bonus, and writes off the gifts as a business expense to his company.

Determinant of Ethical Behavior: 1. Personal Ethics

Which Determinant of Ethical Behavior? Hypothetical Company Situation: Values Company ABC employees are pleasantly surprised by the wat motivation and initiatives are being recognized after they were acquired by Company EFG.

Determinant of Ethical Behavior: 2. Organizational culture

Which Determinant of Ethical Behavior? Hypothetical Company Situation: Eliminates Company "X" has an evaluation system in place that eliminates 20% of underperformers every six months.

Determinant of Ethical Behavior: 3. Unrealistic performance expectations

Which Determinant of Ethical Behavior? Hypothetical Company Situation: CEO Jack is the CEO of a large corporation. Due to the global economic crisis, he has frozen wages, disallowed employee travel, and cancelled the annual holiday party.

Determinant of Ethical Behavior: 4. Leadership

Which Determinant of Ethical Behavior? Hypothetical Company Situation: Considerations Ellen has taken over a troubled manufacturing plant. The citizens who live around the plant are concerned about safety and pollution. She sets up a community meeting so that managers, organized labor, affected citizens, and all other parties can air their concerns as a step toward addressing the simmering issues.

Determinant of Ethical Behavior: 5. Decision-making processes

Which Step of the Decision-making Process? Company Action: Consider When considering outsourcing to subcontractors, managers might need to ask themselves how it might feel to be working under substandard health conditions for long hours.

Decision-making Process Step: 1. Identify stakeholders' decisions

Which Step of the Decision-making Process? Company Action: Know The right to know about potentially dangerous features of a product is a fundamental entitlement of customers; for example, cigarettes carry warning labels describing the potentially dangerous attributes of smoking.

Decision-making Process Step: 2. Judge the ethics of strategic decisions

Which Step of the Decision-making Process? Company Action: Decide The individual decides what he or she will do (or not do) in regard to the perceived ethical dilemma.

Decision-making Process Step: 3. Establish moral intent

Which Step of the Decision-making Process? Company Action: Act Peer group members, supervisors, and organizational culture may influence individuals to act in ways that are inconsistent with their own moral judgements and behavioral intentions; therefore, individuals do not always behave consistently.

Decision-making Process Step: 4. Engage in ethical behavior

Which Step of the Decision-making Process? Company Action: Ask If I told someone I respect-or told a television audience-which option I have chosen, what would they say? Would this warrant a change in my decision.

Decision-making Process Step: 5. Audit decisions

Chapter Opening Case: Who Stitched Your Designer Jeans? You are about to read a short case on the apparel industry in Bangladesh. As the number two exporter of ready-made garments in the world, Bangladesh has achieved high levels of economic growth over the last decade. However, Bangladesh's rise in the industry has not been without controversy. You will be asked to answer questions linking your knowledge from the chapter to the situation detailed in the case. This activity is important because as a manager, it is important to recognize the need to incorporate ethical considerations into decision making. Many consider benevolent behavior to be a responsibility of successful companies. The goal of this exercise is to demonstrate your understanding of corporate social responsibility and why it is important for companies to improve the welfare of the communities in which they operate. Read the case and answer the questions that follow. The apparel industry in Bangladesh has been one of that country's great success stories. Bangladesh is a densely populated nation of over 160 million people at the mouth of the Ganges River next door to India. In 2018 the country exported around $33 billion in garments. Bangladesh is now the world's second largest exporter of ready-made garments, just behind China. The textile and apparel sector accounts for about 20 percent of the country's GDP and 80 percent of its exports, and it employs 4.5 million people. Products made in the country end up on the shelves of retailers around the world, from Walmart and The Gap to H&M and Zara. The success of its textile industry has helped Bangladesh achieve very high levels of economic growth, which are lifting the country out of the ranks of the world's poorest nations. Over the past decade, Bangladesh's economy has grown almost 200 percent, one of the best performances in the world. Bangladesh's export success in apparel rests upon low labor costs. The relentless drive to lower the cost of clothing in developed countries where competition between retailers is intense has driven apparel manufacturers to outsource production to the lowest-cost locations. In 2019 the minimum wage for garment workers in Bangladesh was about $95 a month, significantly lower than the minimum wage in China, which ranged from around $165 a month in some rural areas to $358 a month in Shanghai (in China, the minimum wage is set by provinces and cities). There are few regulations in Bangladesh, and as one foreign buyer noted, "there are no rules whatsoever that can't be bent." This may mean that in busy periods, workers may have to work 12-hour shifts, seven days a week. While it is true that the lack of regulations keeps costs down, it is also the case that the combination of cost pressures and lax regulation can lead to questionable practices, including the use of child labor and a poor safety environment for workers. For example, in 2015 the charity World Vision profiled the case of a 15-year-old girl called Bithi. Bithi had been working in a textile factory since she was 12 years old. World Vision described Bithi as squished inside a second-story room in Dhaka, Bangladesh, flanked by 20 other women, hunched over her sewing machine, illuminated by harsh fluorescent lights, making pockets for designer blue jeans that she'll never be able to afford herself. She worked fast, stitching 60 pockets an hour, eight hours a day, for about a $1 in daily wages. Abject poverty and a sick father forced Bithi's family to send the two oldest daughters to the garment factories. Her mother was unapologetic about sending Bithi to work at 12. "There was no food. Not even rice," her mother explained, so Bithi was sent to the factory. "As a mother I feel sad," she said, "but I still have to be realistic." Bithi's story is by no means unusual. Research suggests that child labor in Bangladesh is still widespread, with as many as 4 million children under 14 working. In theory, regulations in Bangladesh outlaw the employment of child labor in garment factories, but as studies have found, labor laws are widely ignored. The legal age of employment in Bangladesh is 14, although the law allows 12- and 13-year-olds to work up to 42 hours a week, doing what's deemed to be "light work." However, the government doesn't have the labor inspectors or other officials necessary to enforce existing laws. Moreover, much of the work done by children is off the books in the informal sector, making it harder to regulate. Children like Bithi mainly work for subcontractors in informal garment factories that produce a part of the product that is then sold to formal businesses. The formal businesses are the ones that typically contract with foreign apparel companies and retailers, and it is the formal businesses that are most often audited by supply chain compliance specialists to make sure they are following vendor codes of conduct and national laws. The Guardian, JThe Guardian, J Sources: Hannah Abdulla, "Bangladesh RMG Exports Slip in Q1," Just-Style, November 12, 2019; Jason Beaubien, "Child Laborers in Bangladesh Are Working 64 Hours a Week," National Public Radio, December 7, 2016; S. Butler, "Why Are Wages So Low for Garment Workers in Bangladesh?" The Guardian, January 21, 2019; H. A. Hye, "Sustaining Bangladesh's Economic Miracle," Financial Express, February 17, 2020; M. Nonkes, "A Look at Child Labor inside a Garment Factory in Bangladesh," World Vision, June 10, 2015.

Laws on the use of child labor in Bangladesh are not always enforced. Explanation: Laws on the use of child labor in Bangladesh are not always enforced. A manager is considering whether it is ethical to source garments from a factory that uses child labor. In this case, ethics refers to accepted principles of right or wrong that govern the conduct of a person, the members of a profession, or the actions of an organization. Explanation: Ethics refers to accepted principles of right or wrong that govern the conduct of a person, the members of a profession, or the actions of an organization. A manager responsible for ensuring that its subcontractors are being ethical in their hiring finds that one company has employed a young girl aged 12. The manager wants to immediately fire the child but is told that the child's wages are the only source of income for her family. If the manager fires the girl, her family will starve. The manager is facing an ethical dilemma. Explanation: The manager is facing an ethical dilemma. An ethical dilemma refers to a situation in which none of the available alternatives seems ethically acceptable. A U.S. manager knows that many of his company's competitors are doing business with an unethical garment factory in Bangladesh. The manager is under pressure to look the other way on the subcontractor's violations, but instead chooses a more ethical company knowing that doing so will raise costs. The manager is displaying moral courage. Explanation: The manager has shown moral courage. Moral courage enables managers to walk away from a decision that is profitable but unethical.

VW Says It's Going Full Steam on Electric Vehicles This activity is important because, as a manager, you must be able to understand the importance of corporate social responsibility, developing sustainable strategies, and how to ensure that decisions make good economic and social sense. The goal of this activity is to demonstrate your understanding of ethical considerations in international business.

With its goal of offering a complete line of electric cars beginning in 2020, VW is demonstrating its commitment to pursuing a sustainable strategy. Explanation: With its goal of offering a complete line of electric cars beginning in 2020, VW is demonstrating its commitment to pursuing a sustainable strategy. VW's decision to commit significant financial and R&D resources to electric vehicles can best be described as a utilitarian approach to business ethics. Explanation: VW's decision to commit significant financial and R&D resources to electric vehicles can best be described as a utilitarian approach to business ethics. VW's goal of being the world leader in electric vehicles together with its decision to devote large resources to the effort signals corporate social responsibility. Explanation: VW's goal of being the world leader in electric vehicles together with its decision to devote large resources to the effort signals corporate social responsibility. When considering the implications of its decision to provide an electric version of its cars, VW must use moral imagination. Explanation: Being able to understand the perspective of a receiver of a message is an important asset for international managers.