Case Study: Alcoa’s Core Values in Practice BUS250: Corporate & Social Responsibility (ABU141 April 14‚ 2014 The Aluminum Company of America (Alcoa) began its company in 1888 under the name of the Pittsburg Reduction Company. In 1907‚ they changed their name to Alcoa and from its inception they had a very strong value based culture. In the very beginning of their work all employers learned everything they made and did had to be aligned with the company’s
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Alcoa’s Core Values in Practice BUS 250 Alcoa’s Core Values in Practice The Aluminum Company of America (Alcoa) was founded in 1888 as the Pittsburgh Reduction Company. In 1907‚ they changed their name to Alcoa and had strong values based culture. “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;
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BA 342 Notes Summary (No Order) 1) SAS company of sustainability -#3 best place to work -sustain themselves by recycling energy back in to the company -**Take a comprehensive approach to sustainability** - EX. Their elevator produces energy on the way down -they use sheep to take care of grazing instead of power 2) The 3 Drivers - Population growth (connects to the caterpillar speech‚ figure out how) - Intensity of resource usage (connects to Dan Guide speech on supply chain
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deliberate internal decisions‚ on one extreme‚ to those that emerge largely as a response to external forces‚ on the other. This framework is applied to the strategies of the Canadian aluminum producer Alcan‚ in Europe‚ from its origins as a spin-off from Alcoa‚ in 1928‚ until its acquisition by Rio Tinto‚ in 2007. Throughout this period‚ the company gradually moved from emergent to more deliberate strategies‚ although external forces continued to influence its decisions. The increasing centralization of Alcan’s
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According to the words of one critic‚ Isabel Paterson‚ "As freak law‚ the antitrust laws stand alone. Nobody knows what it is they forbid." In 1914 Congress legislate the Clayton Act‚ which forbidden particular trade actions if they significantly reduced competition. Simultaneously Congress initiated the FTC (Federal Trade Commission)‚ who’s judicial and business specialists could pressure business to agree to "consent decrees"‚ which gives a substitute instrument to guard antitrust. 2.1 Extraterritorial
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that imposing antidumping duties on foreign imports of magnesium would raise prices in the US significantly above world levels. A spokesman for Alcoa‚ which mixes magnesium with aluminum to make alloys for cans‚ predicted that if antidumping duties were imposed‚ high magnesium prices in the US would force Alcoa to move some production out of the US. Alcoa also noted that in 2003‚ US
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argued that the market had to be defined to include all substitutes. This broadened the definition of the market to the point where DuPont’s market share was small.___ 2. What had Alcoa done that made the judge find it guilty of being a monopoly? _ It had a market share above 90%_. Did the judge rule that Alcoa was a “dirty” firm? _ No ___ 3. Why did the verdict in the U.S. Steel antitrust case confuse everyone? __ U.S. Steel was ruled to be “reasonable” under the courts “Rule of Reason”
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habit was when Paul O’Neill stepped in as CEO of Alcoa and as a result of trying to prevent accidents‚ due to his value of workers‚ he created a mental process in which workers started to care more about work and therefore it brought a widespread adjustment that brought the people and the company together. O’Neill’s strategy in Alcoa made an impact on profits and also in work productivity; unlike other companies that only cared about profits‚ Alcoa began to focus on institutional habits and created
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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
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these as core values‚ Alcoa has made a commitment to improving quality of life among employees and community. Alcoa’s company used the ethical criterion of principles. Personal morality‚ company rules and procedures‚ and laws and professional codes were a higher priority to Mr. O’Neill. Regardless of the fact that the Mexico manager increase profits and had high marks of quality and satisfaction‚ Mr. O’Neill took the interest of the company’s value of safety and compliance. Alcoa made sure that employee’s
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