Multinational Companies and Ethical Theories: Human rights issues in the global supply chain are one of the major challenges that multinational companies face in their operations. While these firms try to support human rights through various initiatives, the also violate these rights through other practices that characterize their operations (Arnold, 2010, p
The need to protect human rights is attributed to the possibility of violations of these rights that multinational companies in their daily operations. However, the obligations emanating from the human rights of individuals may not totally account for all the ethical obligations of a multinational company (Bishop, 2012, p
Since Marx had no ethics, he refuted the principles of ethics and developed a perspective of communism. In a communist society, every individual receives according to his ability and based on his needs (Brenkert, n
Multinational companies have been included in the human rights paradigm in the global supply chain is because they are holders of human rights. Regulations for human rights protection are particularly important to these firms because of their organizational structure, total influence, and mode of operation (Deva, 2004)
Third, multinational firms can adopt a democratic ground for protecting human rights through which intentions and activities are morally relevant in determining right and wrong. The fundamental principle in democratic theory is that public decisions should be made in consultation with people who are likely to enjoy or suffer from these decisions (Franceschet, 2009, p
Secondly, multinational companies can adopt a Kantian approach in their human rights paradigm in order to protect and observe these rights. This approach is based on the view that an action can be good as long as the principle behind it is its responsibility to the moral law (Lewis, n
For instance, the language barriers would be overcome through the provision of language training sessions in order to ensure that all team members are able to effectively communicate in a pre-selected language. Such a measure could even be perceived as an incentive by the team members, who enjoy the development of new skills (Aamodt, 2012)
During these conversations, the project issues can be clarified in an easier and more efficient manner and the incidence of misunderstandings is decreased. At this level of communications, it has to be recognized that geographically homogenous teams will also reveal an increased ability to communicate non-verbally, since they will share more common experiences (Beck, 2012)
For instance, the people in different regions might belong to different social groups, and the appurtenance of such groups leads to their categorization by other team members. This issue represents the most powerful downside of diversity and heterogeneity within the team and it can be attributed to team conflicts, tensions, low performances, or even the possibility for the team to break up (Forsyth, 2009)
At this level of communications, it has to be recognized that geographically homogenous teams will also reveal an increased ability to communicate non-verbally, since they will share more common experiences (Beck, 2012). Furthermore, the homogenous teams are more likely to quickly accept and integrate new members (Goll and Sambharya, 2001)
As it has been mentioned throughout the previous section, the major shortages of heterogeneous teams are represented by the decreased productivity, the poor communications, the cultural barriers and the disadvantages of diversity. In order to address the productivity issues within heterogeneous teams, it is useful to develop the sense of the team in an open manner, in which the employees feel empowered to make and participate in decisions, and where they are rewarded for their contributions (Landskroner, )
The theory of the comparative advantage was coined by economist David Ricardo in 1817 and it states that each global region is characterized by specific traits which give it advantages and disadvantages. Based on the advantages possessed, the countries should create respective products and then exchange them within the global market place for products which they would normally produce is less efficient conditions (Maneschi, 1998)
In terms of recognition, it is important for the manager to assess the efforts of the employees and to celebrate their accomplishments. The managers should not belittle or neglect the results of the team members, but should praise and reward them; additionally, the accomplishments of the employees should be recognized within the team setting, in front of the other team mates, in order to increase the confidence and motivation of the team (Mullins, 2005)
And with international projects, change is a constant necessity, but the homogenous teams reveal a larger response time and a decreased ability to react to emergent needs. This eventually materializes in the weakening of the firm's competitive position within the international market place (Ostroff and Judge, 2012)
For example, homogenous and cohesive teams tend to reveal high levels of productivity, which ultimately means that the company is better sustained to attain its pre-established objectives. In general then, the higher degrees of team cohesion are linked to higher performances of the team (Robles, 2009)
Furthermore, in the context of multinational management, the homogenous team is formed from individuals who also share the same location, since they live in the same region and work within the same office. The heterogeneous team is formed from individuals who reveal significant differences in their traits, behaviors, personality, skills, or even their ways of thinking (Rygh, 1994)
Additionally, the teams should be maintained at small sizes in order to reduce the complexity of communications. Then, the team members should rely on e-mail as an easily accessible and cost effective means of communication, but should also seek to get the team members to communicate face-to-face, or even through teleconferences, so that the bonds between them are solidified (Schwalbe, 2008)
Indeed, lack of quality control or safety has led to the downfall (or at least a bad day) for more than one firm. Apple's contracted factories in China is just one example (Cooper, 2012)
Of course, workers should be able to get a drink if they need one but non-water drinks such as juice or soda and any food are absolutely forbidden on the factory floor. Non-water drinks and food should only be consumed in the break/lunch room or outside of the facility (Duhigg, 2012)
People in California are literally three hours behind people in New York City when it comes to time. While this is not a real issue for a bulk of the day, people in New York signing off at 5 pm EDT is not going to work well unless there are people to cover those in California, where it is only 2 pm EDT (Henricks, 2006)