Reference no: EM131076759

ANSWER EACH OF THE FOLLOWING QUESTIONS MUST BE 200 WORDS (PLEASE), WRITE IN 3RD PERSON. ONLY ONE REFERENCE CAN BE USED FOR EACH ANSWER.

DQ 1

Reflect on "The Parable of the Sadhu." Is the development of a moral compass culturally determined? As another example, in some countries, bribery of government officials is not only an accepted practice, but it is also a required practice. Does this make it ethical? Why or why not?

DQ 2

Focus on Research:

Visit and become familiar with some of the features located on the DC Network (https://dc.gcu.edu). Using the Search feature, locate the EdD/Ph.D. Program Dissertation LifeCycle Process Flow and post it as an attachment to your response. Then discuss how can/will you use the resources available to you on the DC Network during your doctoral journey? What, if any, ethical considerations do you believe are involved in using the DC Network resources? Explain.

Global Ethics

Introduction

A company's decision to enter the global marketplace successfully involves some courage and a lot of international savvy. That is, the new international businessperson must understand not only his/her own country's values, but must also be aware and respectful of the values, laws, and cultures of others. Corporate codes of ethics are not the norm in most other countries. Knowing the hurdles a company can face when entering the international marketplace can be beneficial to having a smooth transition.

Different Cultures, Different Ethics

Anyone who has traveled abroad understands the vaguely uncomfortable feeling that warms your face when you are part of, or embarrassed by, a practice in a foreign country that is odd, illegal, or even unsafe in your eyes. Welcome to the world of international business.
Can this dichotomy be resolved quickly by adopting the school of thought that suggests one should behave as those in the host culture? This may be a viable alternative if the company's moral compass can compensate, but it is not usually quite that easy, particularly in organizations where a cultural misstep can spell not only personal embarrassment, but also the collapse of a multimillion-dollar contract.

Global Values

Ferrell, Fraedrich, and Ferrell (2007) suggest a pattern of global shared values. This set of values is based upon the premise that, no matter where you are in the world, human beings have a basic understanding of right and wrong. Yet, the interpretation of these is filtered through the niceties and requirements of each person's culture, which results in cultural differences and, sometimes, ethical dilemmas. Multinational organizations spend a lot of money and time trying to avoid missteps. Some international organizations have drafted guidelines to assist businesses in other countries and cultures.

However, there remains an international skepticism about large, multinational companies whose annual gross revenues exceed the gross national product of many countries. This skepticism has a healthy side. Because of their sheer size and power, these large corporations must demonstrate to their host countries that the intention is not to slash and burn the countryside by exploiting resources and extracting every profit penny available. Instead, the companies must assist the people they employ by adapting to the local values and living alongside their neighbors with dignity and respect for local values. Better yet, the locals should share in the multinational's good fortune because the locals are in part responsible for it. This is becoming the bare minimum for successful integration of a foreign organization merging into a local community.

Global Ethical Issues

Although the following issues have been American ethical standbys for decades, they remain the thorniest problems around the world and touchy subjects for multinational companies to handle. Understanding these potential sources of conflict and how to avoid them will be of great value to companies seeking to integrate into international cultures.

Sexual and racial discrimination occurs worldwide. While Ferrell, Fraedrich, and Ferrell (2007) rightly suggest that by fighting discrimination, benefits can flow to the company; its antidiscrimination activities may turn locals against the company. It is a thin line to walk.

Human rights are a serious international issue. There are many schools of thought about this amorphous topic, depending on what region of the world is debating it. Things improve slowly, and pushing a foreign company to pursue human rights initiatives can create trouble. In this area, open and frequent communications among the company, its workers, and the community are crucial.

Price discrimination is the pricing of products differently to different groups. It is an abuse easy to detect. It can be a lightning rod for foreign countries championing for their citizens, and the prudent multinational company knows that the increased revenues produced by unfair pricing are hardly worth the hassle and possibility of banishment from the country.

Bribery is often seen abroad as simply a facilitating payment, a small social kindness that allows the process to move forward. It is considered harmless and may actually be expected in many cultures. The failure to make such a payment can destroy the business deal.

Conclusion

Developing an understanding of international ethical values has proven frustrating. Many civic-minded international groups have proposed codes of global ethics, but they are unable to pass muster when subjected to the varying viewpoints of dozens of countries. Companies are then left with the task of assimilating the culture and ethical values of each of the countries in which they operate. This is cumbersome, but crucial. Yet, when the cultural values of the host country are applied to a situation, personal ethical problems may arise. As always, information is power. Gathering as much information about the native cultural interpretation of the facts and then applying the company's ethical code will at least present the positive and negative aspects that must be balanced while striving for a decision.

References

Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2007). Business ethics: Ethical decision making andcases (7th ed.). Boston: Houghton-Mifflin.