Emerging Business Themes Essay

A- incredulity 11- commentaryBusiness ethics is a form of professional ethics that examines honest principles and moral or honest problems that arise in a argumentation environment. The definition of Ethical stance defined by Johnson and Scholes as the goal to which an organization exit exceed it minimum obligations to s amazeholders and parliamentary law at large. on that point be four possible ethical stances existing and ar stereotypes for whatsoever organization.(1) The first ethical stance is short-term sh arholder interests a social club who stick very close to laws and regulations which be in place. They give and do only what they be obliged to, this usually causes problems with long-term financial decisions.The guerilla stance is longer-term shareholder interests a company who are very focused on prepareing and maintaining reputation in relation to its financial success. They sprout into consideration all stakeholders and how they can affect the organizat ion in the future. The troika stance is multiple stakeholder obligations relating to a company taking panoptic quotation with all stakeholders. This is a very slow process and not a good stance for a fast moving and growing company. The give out stance is shaper of society companies who focus on communities and want to build them up this stance puts the financial interest second and is usually think to charitable organizations.2- Ethical Dimension to Corporate Decision Making crosswalk force back corporation is one of the competitive motor companies in the world. In 1970s, the compact car crossbreeding pinto, became a famous for its tendency in rear-end collisions to leak provoke and explode into flames. More than 20 volume were killed or injured before the carrefour Motor company issued a recall to correct the problem. The decision process behind the Pintos frame revealed that under intense competition from Volkswagen and other(a) small car manufacturers, ford has r ushed the Pinto into production. tracks engineers had discovered the potential danger of ruptured fuel tanks in crash tests, but the assembly line was ready and crossovers leadership decided to proceed. This is an evidence of greed, callousness and unethicality. (2) Looking to their decision, it take into account a growing understanding on how cognitive biases flex ethical decision making, and come to a different conclusion.In our mind, the executives intricate in the Pinto decision, were making an unethical choice. It is because they thought of it is as purely a telephone line decision rather than an ethical one. The problems are already highlighted to cut throughs leaders, but, in those days, refuge was not popular in hybridization. bother meant delay on a Pinto. Production must go to accomplish sale target. We dont believe that fords leaders or executive in charge were consciously unethical or intentionally sanctioned unethical behavior by people bewilder headway do wn the concatenation of command. After decades, the Ford Pinto case has allowed us to canvas Fords decision-making process and apply the latest behavioral ethics theory to it. The pattern of evident touch ons to recur in organizations. It is diverted the Fords Executives attention from the ethical dimension of problem, and executives today are swayed by similar forces. (2)To overcome all the problems, Ford Motor familiarity has a political program to sharpen compliance with Ford Policies and Directives. Ford compliance program is reviewed by a senior management compliance committee and the canvas Committee of the Board of Directors. The program raises awareness of the smart sets committal to defines corporate practices through Policies and Directives, ethical practices, ensure an infrastructure that allows for the rooting of indemnity violations or business-related legal violations through a number of avenues world(a), conducts risk assessments, oversees the probe of su ch reports and education on key legal and go aways training and ethical risk areas.The Handbook outlines requirements for its employees and those working on behalf of the order and provides background resources for a wide range of business-related situations, including (3)1- Workplace environment2- Gifts, favors and conflicts of interest3- Use of Company assets and data safeguarding4- Integrity of financial records5- Product quality, safety and environmental matters6- quick-witted property7- Working with governments (political activities)8- Competition and antitrust laws9- International business practicesReferences1-Wikipedia- http//en.wikipedia.org./wiki/Business_practices 2- gook H. Baseman And Ann E. Tenbrunsel Harvard Business Review April 2011- http//hbr.org/2011/04/ethical-breakdowns/ar 3- Ford Motor Company- Fordmotorcompany.com -report 2008/2009 http//corporate.ford.com/microsites/sustainability-report-2008-09/governance-sustainability-ethicalB- QUESTION 21- humour Cha nge Ford Motor Company.In 21st century, humor change is the most classical global political and business issues. It will overhear a huge impact of the world and threaten reenforcement of millions of people in the world. Every years, average temperature in artic corroborate go twice, increasing emissions of greenhouse gasolenees. Climate change is the result of an increase in heat-trapping (greenhouse) gases in the atmosphere. Carbon dioxide (CO2) is the major long-lived greenhouse gas (GHG). The combustion of fossil fuels (to provide electricity, heat and transportation, and to support industry and agriculture), as well up as deforestation, leads to net emissions of CO2 and increased levels of atmospheric CO2.The atmospheric ingress of CO2 has increased from a preindustrial level of 270280 parts per million (ppm) to a level of approximately 392 ppm in 2012. (4) Ford Motor Company have a holistic view of humor change and have address non-CO2 long-term greenhouse gases suc h as hydrofluoro coulombs (HFCs), perfluorocarbons (PFCs), nitrous oxide (N2O) and sulfur hexafluoride (SF6). by means of its Restricted Substance Management Standard they have prohibited SF6 in tires in magnesium casting. They were continuing their scientific research to determine the sexual congress contribution of a wide range of long-lived greenhouse gases to radiative forcing of mode change. (4) 2-Fords Greenhouse Gas EmissionsFord has estimated that their total CO2 emissions are in the range of 350400 million metric tons (Mmt) per year, vary over time with fluctuations in vehicle production and sales, on-road fleet sizing and vehicle miles traveled. The estimate overwhelms emissions from its facilities, emissions from current-year vehicles and emissions from all Ford vehicles on the road. (4)3-Climate Change luck and OpportunitiesIn 21st century, concerns about climate change, the energy security and outlay of fuel, along with the global recession, have changed the autom otive business. This creates substantial risks for automakers but excessively opportunities for innovation that enable growth and expansion. Below, the general trends driving change in Fords markets and take a closer look at several(prenominal) key markets. Also discuss the physical and supply chain risks to its business posed by climate change.(4) Fords Markets footing of fuel, consumer interest in smaller and more fuel-efficient vehicles and energy security concerns are to a fault a driver of fuel economy regulation and alternative fuel development. All of Fords major markets are increasingly shaped by government actions to regulate fuel economy and carbon dioxide emissions, provide incentives to shift consumer and introduce low-carbon fuels and business behavior. Some of governments are also actively involved in development, promoting the research, battery technologies and purchase of new-fangled vehicle. gigantic concern from Investors about climate change as a fabric ri sk. Providing climate-change-relevant information to investors and shaping its business strategy with climate change in mind are important elements of maintaining access to capital. Product globalization strategy respond to ever-changing markets, regional preferences, opportunities and the risks presented by the climate change issue. Ford has created global vehicle platforms that offer superior fuel economy, safety, quality and client features. (4)4-Physical RisksClimate change raises the potential for shifting patterns of extreme weather and other risk to Fords facilities. For insurance, Ford assesses the risks each of their facilities brass instruments at least once a year. This risk assessment is updated and takes into account the risk of exposure to storms, hurricanes, earthquakes and flooding.(4) 5-Supply Chain RiskFord suppliers located in more than 60 countries, regulatory and physical risks as a result of GHG regulation and the impacts of climate change. These risks co uld affect their competitiveness or ability to operate, creating the potential for disruptions to the flow of supplies to Ford.(4) 6-Ford Climate Change StrategyFords long-term strategy is to make to climate stabilization by Continuously reducing the greenhouse gas (GHG) emissions and energy usage. Working with industry partners, energy companies, consumer groups and policy makers to establish an efficacious and predictable market, policy and technological framework for reducing GHG emissions. Develop the flexibility and capability to market lower-GHG-emission products.(4) 7-Product Sustainability Process-Science Stabilization approach Technology platform -Government regulatory trendsproduct CO2 strategy Policy position -Consumer- market trends stave plan -Competitive- industry trends Marketing and Communication plan4- Ford Motor Company http//corporate.ford.com/microsites/sustainability-report-2011-12/environment-climate-risksC- QUESTION 3In 21st century business challen ge and difficult global trading conditions, good descent with several groups of stakeholders such as employees, customers, dealers, suppliers, investors and communities are very important.1- Ford Motor Company Stakeholders.Through internal analysis and developing sustainability programs, Ford has interdependent relationship with a few categories of stakeholders such as employees, customers, dealers, suppliers, investors and communities, also its relationship to society which includes government agency, NGOs and academia.(5) 2- EmployeesEmployees are the most valuable resource. In 2011, Ford utilise more than 164,000 individuals at 73 plants, 41 distribution warehouses, 106 sales offices worldwide and 57 engineering research/development facilities. All of the hourly employees in its automotive operations in the U.S. and also its subsidiary outside U.S. are represented by unions and covered by collective bar makeing agreements. Unions are key partners with Ford in providing a produc tive, safe and respectful workplace.Ford faces workplace health and safety challenges such as establishing and reinforcing high, common expectations for the safety of their employees worldwide. Most of their manufacturing facilities have joint union/management safety committees that guide the development and implementation of safety programs. (5) cardinal Ford plan aligns its efforts toward a common definition of success having ONE Team, ONE Plan and ONE Goal for an exciting, viable Ford that delivers profitable growth for all.(5) F nurse Functional and Technical Excellence(5) O Own Working Together(5) R social occasion Model Ford Values(5) D Deliver Results(5)3- CustomersFord Motor Company actions more than 5.5 million customers worldwide. Fords customers are the most important stakeholder. Their major regional markets include South America, North America, Eastern Europe, occidental Europe, Russia, Australia and Asia. In some regions, Ford serve 3 types of customers- individua l retail consumers, small business customers and large commercial fleet customers. It will continue to expand products and services for these existing customers while working simultaneously to gain new customers in emerge markets. In North America and Asia, they are focusing on increasing their offerings of smaller and more fuel-efficient vehicles.(5) 4- DealersDealers are the face of Ford to its customers and communities, the key employers and contributors to local economies. Dealer sustainability program has launched in 2010, a voluntary sustainability initiative for dealers to reduce their carbon footprints and improve the energy-efficiency of their dealerships. The goal of the Go Green Dealer Sustainability Program is to collaborate with dealers to implement cost-effective ship canal to improve the energy-efficiency of their facilities. It partnered with the Rocky Mountain Institute, a leading energy-efficiency organization, to pilot new technologies and architectural design pr inciples.(5) 5- SuppliersFord relies on more than 1,400 production suppliers to provide parts that are assembled into Ford vehicles. 9,000 supplier companies provide a wide range of nonproduction goods and services, from industrial materials to computers to advertising. Ford and its suppliers work jointly to deliver great products, have a strong business and make a go future. In todays economic environment, achieving lower costs and improve quality require an unprecedented level of cooperation with suppliers and the maintenance of strong supplier relationships. (5)6- InvestorsThe success of Ford as a company directly affects its 162,000 investors, and they have been focused on improving Fords financial health. stick out information and interact regularly with investors through corporate website, annual report and regulatory filings and annual meeting. They also engage with socially responsible enthronization organizations that are seeking information to use to evaluate its susta inability performance. These interactions help Ford stay abreast of and respond to investor concerns.(5) 7- CommunitiesFord Motor Company impacts the communities in numerous ways, provide the employment, the taxes, the environmental and safety performance and support and embark in civic life. The communities are composed of a range of groups and individuals, include its customers, employees, business partners, government regulators, community organizations and members of civil society, and individuals who live and work slightly its facilities. Ford has been supporting community more than 100 years ago.This includes fortune feed hungry people, providing mentors in classrooms and teaching teenagers to drive more safely. ever-changing of Fundamental have been happening including increased competition globally and changing markets for its products, with future sales growth expected to occur in emerging economies. Ford is expanding sourcing in these lower-cost emerging markets, as a wa y to serve both local markets and the global supply chain. Ford seeks to respect and make a positive contribution to its host communities. (5)5- Ford Motor Company http//corporate.ford.com/microsites/sustainability-report-2010-11/society-stakeholdersD- BIBILIOGRAPHY1-Wikipedia- http//en.wikipedia.org./wiki/Business_practices 2- Max H. Baseman And Ann E. Tenbrunsel Harvard Business Review April 2011- http//hbr.org/2011/04/ethical-breakdowns/ar 3- Ford Motor Company- Fordmotorcompany.com -report 2008/2009 http//corporate.ford.com/microsites/sustainability-report-2008-09/governance-sustainability-ethical 4- Ford Motor Company http//corporate.ford.com/microsites/sustainability-report-2011-12/environment-climate-risks 5- Ford Motor Company http//corporate.ford.com/microsites/sustainability-report-2010-11/society-stakeholders