Human Rights and Ethical Work Climate
1. Alcoa’s ethical work climate is acceptable and high standard. Alcoa uses the principle (integrity approach) since it expects personal morality from their workers, the rules and procedures of the organization to be followed, and for laws and professional codes in the society to be followed.
2. The top management of Alcoa did play a great role regarding the ethical work climate and organizational performance; and that was seen from the beginning, the employees were taught early in their careers that every decision they made and everything they did must be aligned with the company’s values. Then the company incorporated their values and documented what they thought was relevant regarding health and safety of their employees. Furthermore the company considered the U.S. Federal Sentencing Guidelines, and Sarbanes-Oxley Act with all of the basic elements included.
3. In my opinion, O’Neill was justified in terminating the manager because O’Neill was so strict about the company’s rules and regulations and if O'Neill did not terminate the manager for his lack of reporting accidents the value cannot go through the whole company, it will harm the climate and nobody will take care of the principle. The company would be far away from its ideal goal of perfection.
1. I think GAP did demonstrated global corporate citizenship, because rather than denying the allegations the company was accused of, GAP stepped up by developing one of the most comprehensive factory-monitoring programs in the apparel industry.
2. GAP moved through the stages of corporate citizenship by recognizing their problem and stepping up by developing a program for solving their issues, the company pledged to do business only with vendors that agreed to a high standards such as the Universal Declaration of Human Rights and the ILO’s Core Convention, the company also hired dozens of vendor compliance officers (VCOs). When the compliance officers found a problem, GAP moved promptly to
2. The top management of Alcoa did play a great role regarding the ethical work climate and organizational performance; and that was seen from the beginning, the employees were taught early in their careers that every decision they made and everything they did must be aligned with the company’s values. Then the company incorporated their values and documented what they thought was relevant regarding health and safety of their employees. Furthermore the company considered the U.S. Federal Sentencing Guidelines, and Sarbanes-Oxley Act with all of the basic elements included.
3. In my opinion, O’Neill was justified in terminating the manager because O’Neill was so strict about the company’s rules and regulations and if O'Neill did not terminate the manager for his lack of reporting accidents the value cannot go through the whole company, it will harm the climate and nobody will take care of the principle. The company would be far away from its ideal goal of perfection.
1. I think GAP did demonstrated global corporate citizenship, because rather than denying the allegations the company was accused of, GAP stepped up by developing one of the most comprehensive factory-monitoring programs in the apparel industry.
2. GAP moved through the stages of corporate citizenship by recognizing their problem and stepping up by developing a program for solving their issues, the company pledged to do business only with vendors that agreed to a high standards such as the Universal Declaration of Human Rights and the ILO’s Core Convention, the company also hired dozens of vendor compliance officers (VCOs). When the compliance officers found a problem, GAP moved promptly to