Task 1
Discuss the ways in which companies, like the ones mentioned in the extract above, that sourced clothes from the Rana Plaza can help improve business practices to prevent recurrence of events of this nature.
Task 2
Choose any company, research and evidence how they operate ethically, taking into account their approach to consumerism, values and environmental friendliness.
The business report is based on a number of concepts in the industries having a number of businesses operating in their corresponding fields. The report focuses on the ethical practices in the workplace of various organisations in a number of industries including the garments industry. The ethical practices described in the report allow us to understand and analyse the situations which requires the help of the ethical guidelines in the workplace of the organisation. The report focuses on the significance of ethical practices in the workplace of the organisation and its requirements in the workplace of the organisation (Jennings, 2014). The concept of business ethics is associated by the concept of ethical consumerism, which defines the activities of the consumers of buying products and services manufactured in ethical way. The report also focuses on different forms of ethical consumerism such as positive buying and moral boycott. This report also takes the accident in the workplace of Rana Plaza into consideration, which allows us to understand and analyse the factors involved in the corresponding accident in the workplace of Rana Plaza. The report also analyses the situations which allows a number of organisations dealing with organisations like Rana Plaza operating in the garments industries to avoid similar accidents in the future (Shaw, 2013).
The report describes regarding some recommendations in this section which allows organisations dealing with other organisations like Rana Plaza to avoid the reoccurrence of the accident in the workplace of Rana Plaza. An accident caused 1134 people to be killed and 2500 people to be injured on 24th April, 2013. This accident happened in Savar, Bangladesh due to a building collapsing on top of the garment workers working in the factories of Rana Plaza. There are a number of factors which are associated to such an accident in the workplace which could be considered to effectively avoid similar situations in the future. This section of the report describes a number of courses of actions and recommendations for the organisations operating in the garments industries and dealing with the garments industry in order to avoid similar situations (Hoffman, 2014).
Business ethics can be defined as a concept which allows the individuals and groups of individuals working in various business functions across the organisation to follow the organisational guidelines and stay away from any kind of unnecessary and unfair activities in the workplace. Business ethics can also be defined as the framework which allows the individuals and groups of individuals in the workplace of the organisation to behave in an equal and fair manner with the others operating in the same workplace and same industry. This can also be defined as the study of a number of ethical issues and problems which are possible in the workplace of an organisation operating in any industry (Ferrell, 2014). The concept of business ethics plays a very essential and important role in maintaining the ethical practices in the workplace of the organisation. The maintenance of business ethics in the workplace of the organisation helps the individuals to take ethical and effective decision in case of any ethical dilemma in the workplace of the organisation. The report focuses on the maintenance of business ethics in the workplace of Rana Plaza and other similar organisations operating in the garments industry.
Ethical consumerism can be defined as the role of the consumers in maintaining business ethics in the workplace of the organisation. This can be defined as the process in which the consumers in the market make the buying decisions ethically and by considering the ethical situations in the workplace of the organisation. This allows the consumers to support and prefer the products of the organisations operating in ethical manner. As mentioned in the previous section, ethical consumerism could be defined in a number of categories and forms which in turn suggests the preferences and buying behaviour of the existing and potential customers in the market of the organisation (Ferdous, 2014).
This section of the report provides a number of recommendations to the organisations similar to the Rana Plaza and the organisations transacting with other organisations like Rana Plaza. These recommendations allow the organisations to avoid situations similar to the accident which occurred in the workplace of Rana Plaza.
Organisations similar to the Rana Plaza should focus on following some of these recommendations to improve their practices.
The organisations making transactions with the organisations similar to Rana Plaza could follow some of the recommendations mentioned in this section to avoid situations similar to the one transpired in the workplace of Rana Plaza.
This section of the report focuses on the analysis of the operating model of Nike in terms of their compliance to ethical practices, ethical consumerism, environmental friendliness and values. This section also allows us to identify and analyse these factors in the workplace of Nike, which focuses on business ethics and ethical consumerism.
The operational model of Nike focuses on the establishment and maintenance of business ethics and ethical practices in the workplace of the organisation, which in turn affects the buying behaviour of the consumers. The ethical consumerism in the market of operation of Nike allows the consumers to buy products and services from the organisations having ethics implemented and utilised in the workplace of the organisation (Randall, 2013).
This section describes some of the essential and major values associated with the business model of the organisation in terms of its workplace and various business operations in the workplace.
Nike ensures that the skills and talent of the employees are enhanced regularly which allows them to maximise their throughput and performance in various business functions of the organisation. This is done by the management by channelizing the human resources in the organisation through a number of activities of engagement, training and development. All of these activities in the workplace of Nike allows the employees to regularly enhance their skills and learn new skills (De George, 2011).
The management of Nike focuses on treating each of the employees in the workplace as equals which in turn allows the employees to be confident and more involved in the business model of the organisation. This in turn allows them to have more throughput and efficiency, which enhances the overall performance of the organisation.
The management of Nike ensures the creation and maintenance of a positive working environment in the workplaces of the organisation by having good relations with the employees and focusing on various rights of the employees in the workplace of the organisation (Davies, 2012).
The management of Nike also invests a number of resources in the process of maintaining the friendliness of the business processes with the environment of the organisation. The environment friendliness of the business model of Nike is based on a concept of 3Rs. The 3Rs concept for environmental friendliness allows the management of the organisation to reduce the activities which damage the environment, reuse the components of the business model which can minimise the damages to the environment and recycle the by-products of the business model of the organisation (Qiu, 2013). The management of Nike also tries to maintain the environmental friendliness by focusing on a number of projects and programs allowing the sustainable development. The concept of eco-friendly business followed by Nike allows the management of the organisation to be focused on the processes of making the entire business model to causes minimal damages to the environment of the organisation. The management of Nike is investing a lot of resources in a number of programs to achieve and maintain an eco-friendly business (Bucic, 2012).
Conclusion
The report is based on a number of essential factors in the workplace of any of the organisations in any of the industries around the world. The initial parts of the report were focused on the accident that occurred in the workplace of Rana Plaza due to poor maintenance and compliance. These sections of the report focused on a number of solutions and recommendations which could allow the organisations like Rana Plaza to improve their business practices and corporate social responsibilities which in turn allows them to have better efficiency and throughput in the corresponding industry of operation (De George, 2011). This section allowed us to analyse some of the factors which led to the accident in the workplace of Rana Plaza and the factors which should be taken into consideration to avoid similar issues in the future. Some of the sections of the report focused on the operational and business model of Nike in terms of business ethics and ethical consumerism. These sections of the report allowed us to identify and analyse various factors of the business model of Nike which allows the establishment and maintenance of business ethics in the workplace of the organisation. The report also describes the way in which the business ethics in the workplace of the organisation leads to ethical consumerism by the consumers in the corresponding market (Chell, 2014).
This section of the report provides a number of recommendations to the garment businesses which source materials to the clothing manufacturers across the globe. These recommendations allow these garment businesses across the world to improve their business activities and avoid similar accidents in the future (White, 2012).
References
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Bucic, T., Harris, J., & Arli, D. 2012. Ethical consumers among the millennials: A cross-national study. Journal of Business Ethics, 110(1), 113-131.
Chell, E., Spence, L. J., Perrini, F., & Harris, J. D. 2014. Social Entrepreneurship and Business Ethics: Does Social Equal Ethical?. Journal of Business Ethics, 1-7.
Davies, I. A., Lee, Z., & Ahonkhai, I. 2012. Do consumers care about ethical-luxury?. Journal of Business Ethics, 106(1), 37-51.
De George, R. T. 2011. Business ethics. Pearson Education India.
DesJardins, J. R., & McCall, J. J. 2014. Contemporary issues in business ethics. Cengage Learning.
Ferdous, J., & Aziz, M. N. 2014. Consumer Perception, Behavioral Gap, and Response to Ethical Business: The UK Perspective. Journal of International Business Ethics Vol, 7(2).
Ferrell, O. C., & Fraedrich, J. 2014. Business ethics: Ethical decision making & cases. Cengage learning.
Hoffman, W. M., Frederick, R. E., & Schwartz, M. S. (Eds.). 2014. Business ethics: Readings and cases in corporate morality. John Wiley & Sons.
Jennings, M. 2014. Business ethics: Case studies and selected readings. Cengage Learning.
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Shaw, W. 2013. Business ethics: A textbook with cases. Cengage Learning.
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