Ethics In The Workplace Essay Example | Topics and Well Written Essays - 500 words

Ethics In The Workplace - Essay Example The worst thing about Bob’s act in cheating the old man is lowering the belief in the basic nature of a fellow human being. Part C: Yes, it is very important to keep a word of promise, irrespective of whether the promisee is known or not or whether we see that person again or not. Failure to keep a promise is an act of cheating that is violating the other person’s right not to be abused. For the person indulging in cheating, it also involves living with that guilt feeling forever and consequently suffering a loss of self-esteem. While deciding on the policy with its ethical implications, I would be guided by not sentimental or political considerations but by the consequential results of my action. The larger question would then be: Will doing business in China, albeit with censored version of services, lead to opening a window of opportunity, however small an opening it may be, for the people of China? Most certainly it does. According to Google’s policy, politically unacceptable information would be blocked out and the viewer informed of the same. This act by itself and the frequency with which such blockades take place are most likely to be a source of embarrassment to the authorities who can be expected to slacken the controls – in other words, open the window a little more. Thus, Google’s policy, while being Utilitarian morally, also has the desirable objective of contributing to the common good of the customers in the longer run. iii). ‘Ends do not always justify means’ is my new perception, after the lessons. In personal life or professional life, even when difficult decisions are to be taken, I would act in as transparent a manner as possible to make my objective clear and ethically

Problems of Managing Joint Ventures in China Essay

Problems of Managing Joint Ventures in China - Essay Example The enterprises are busy in making their products and services more and more attractive for the consumers all around the world. They make changes in their products and services in order to meet the requirements of their culture and society. The cultural changes, throughout the world, act as a strong challenge to the enterprises. Efficient cross culture management can guarantee flourishing worldwide operation of international enterprises in the multi-culture and region. The worldwide business dealings are also flourishing in Chinese enterprises. Chinese enterprises have made it an aim to progress and make their name all around the world. Chinese enterprises are making progress in their fields of expertise to promote their abilities and talents throughout the world market. Foreign companies have been working in China for many years, frequently by joint ventures with local firms and usually in the more developed coastal areas. Nowadays, however, Government is now developing the areas with poor infrastructure and encouraging investment in those areas. The poor infrastructure, illiterate public and employers with less knowledge about market economy concepts made it very difficult for the firms existing there and even for th e firms making joint ventures to progress. In the central Shaanxi province, fifty four interviews were planned with the managers in twenty four join ventures clearly shows the prospective hazard in the way of a thriving join venture. As Chinese market is becoming the centre of attention of more and more foreign investors the pitfalls of Chinese market, management and hurdles in its way to success are given proper thought and suggestions are made to solve these problems (Ahlstrom et al. 2003; Beamish, 1993; Child, 1994; Goodall and Warner, 1999; Peng, 2000). It is already known that in the previous twenty five years, almost 85 percent foreign firms, located in China, are sited along the Coastal belt of China (SSB, various years). Since late 1990s, the Chinese government is busy in the developmental process of the areas with weak infrastructure and poor growth rate in order to get rid of the local regional differences. "The Great Western Development Strategy (xibu da kaifa)" was commenced in 1999 with a motive to encourage local and international investment in the country. It was a categorical effort to increase investment in those regions of China, mainly in need but least likely to attract support on their own. U nder its persuasion, an increasing number of foreign firms and joint ventures entered in the underdeveloped hinterland. In 2002, 31,822 foreign ventures had been set up in China's 18 interior districts and one municipality (SSB, 2003, p.678). All the regions carry some importance. In the same way, China's interior is of great importance, without development of those regions China wouldn't be able to progress in the international market. All facilities and technologies must be equally provided in the underdeveloped regions. For this reason, under the 7th Five Year Plan (FYP) (1981-1985), China's economies were separated in to three regions, namely, the Eastern region, the middle region and the Western region (Linge and Forbes, 1990, p.68 and Chen, 2000, pp.9-10; Wei. 2000, p. 1). Traditionally, the Middle and the Western areas have been considered as one large part, the interior (Chen, 2000, p. 10 and Wei, 2000, p. 1). As stated in the 7th Five Year