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Desjardins 'An Introduction To Buisness Ethics'

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In DesJardins, An Introduction to Buisness Ethics, Chapter ten examines the way a business should address the inequalities of the workplace and the ethics involved with dealing with these issues. It explains how even in this day in age when all people are considered equal we still major social and economic differences in our society and in turn our workplaces. In this chapter it discusses that even with the growth of diversity throughout the world it may not be equally happening in the workplace. With the increase in diversity in the workplace, the question for me is why has this trend not translated to the positions of power in these companies. Equality in the workplace has been around for years and the viewpoint of most company’s is that
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Fila has a Code of Business Conduct that outlines how Fila operates by abiding to all laws and regulations. Clearly stated in the Code of Business, all vendors and suppliers along with partners of the company must reach standards of laws and reguations. These other companies must have safe working conditions, acceptable wages, and a maximum number of hours worked each week/month. Only hiring workers of appropriate age to work in the country and paying wages on time, while offering acceptable vacation days and retirement plans are other obligations. The company cannot employ anyone that is imprisoned, on bail, bond or using it as a punishment for conveying religious views.

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In a world that is quickly becoming more diverse and more of a global community, the push for equality in the workplace has become more prevalent. I agree with this movement for a more equal system for the most part. Personally, I believe that justice and fairness should act as the guardrails and entrance ramp to a road. Justice in a workplace ensures that everyone stays on the paved path, and it prevents individuals from being ran off the road. Fairness is what allows individuals of different ethnicities and cultures to enter the same job sites and expect to receive the same work opportunities.

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It is exactly that mindset, she argues, that creates so many boundaries and limits for minorities. She believes that unconscious bias, or explicit prejudice, leads to a detrimental lack of diversity in the workforce. (Abdel-Magied, 1:37) The unconscious bias that we all have, she says, is harmful to society because there are people who are just as qualified to be in certain positions, but are sometimes held back merely because of race, religion, disability, class, or

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In today’s era managers are challenged daily with disputes like ethics, diversity, working in teams, privacy, sexual harassment, and handling differences. Furthermore, these issues are discussed because they are constantly the debatable topics in the workplace. More importantly, handling differences and diversity is the current situations in the workplace. Moreover, a few managerial concepts must be considered, including selection methods, training and development, performance appraisal, and diversity management.

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A cottage industry of studies has explored this issue, as well as the role of diversity in organizational contexts more generally. Existing studies in this area have also raised awareness of the relative homogeneity of corporate boards of directors, highlighted the variation across countries in board gender diversity, and mapped its evolving pattern (Burke, 2000; Carter et al., 2003; Daily and Dalton, 2003; Singh and Vinnicombe, 2004; Singh et al., 2001; Nekhili and Gatfaoui, 2013). The review of the literature underscores the fact that women’s attainment of corporate board positions and Top position are influenced by various barriers described by the metaphor “the glass ceiling”- a barrier so subtle that it is transparent, yet so strong that it prevents women and minorities from moving up the managerial hierarchy (Milliken and Martins, 1996; Daily et al., 1999). The widespread recognition of the difficulties involved in improving the gender balance of corporate boards has prompted the introduction of a number of initiatives such as those that support the educational development of women leaders, mentoring activities within organizations, the generation of increased media attention, more sustained political pressure and, in some countries, legislative compulsion (Grosvold et al.,

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This discrimination has been taken into what was once a relaxed and friendly environment, known as the workforce. The workplace, as well as, its structure and the organizations as a whole, is exposed to general rule of the state. Society as civil as it is, and its intended relations, do in fact have, an important purpose in the

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According to Daft (2007), “Affirmative action programs have been successful in gaining employment for women and minorities, but the glass ceiling has kept many for obtaining top management positions” (p. 440). Most affirmative action programs target groups within a company that would be essential parts of a multi-cultural team, such as minority groups. The fact that companies are considering the benefits of having multi-cultural teams set up within the company can show how far diversity has come in the workplace, but there are still hurtles that need to be over-come as can be seen by the problem with the glass ceiling that occurs in some companies. Successful managers should be aware of how affirmative action had worked previously in the workplace, and ensure that each member of the team is offered the same opportunities based on their performance rather than being a member of the majority or of the male gender to help keep the workplace

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However, if Frank decides to do what the CEO asks and let those employees go, then he would have a negative impact on the employees and their families. Deontological Perspective. This perspective deals with decisions from a moral perspective. If Frank were a deontologist, he would make the decision of whether to go along with the CEO, based on his moral code. He would need to weigh both sides of the issue.

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