Analyzes an ethics and morality case at Motorola's Anzen facility in Nambu, which presents a conflict of cultural values in business.
Written in 2008; 3,105 words; 5 sources; APA; $ 90.95
Paper Summary:
This paper begins by describing a situation where the manufacturing manager, Victor, at Motorola's Anzen facility in Nambu, beat up Tom, another Nambunese, who consistently refused to follow safety rules at Motorola's facility in Nambu. The paper then explains that Motorola and its Nambunese counterpart both aim at developing and practicing the desirable traits of productivity, safety, harmony and civility among its ranks to accomplishing its goals. The paper also explains that most Nambunese working for Motorola already observe and exhibit devotion to these policies and share the values of productive work. The paper further describes how the company handled the problem between Victor and Tom as well as its decision to leave things as they were - without firing either employee. The paper concludes that the most important aspect of the decision to leave things as they were is the sense of justice Victor exhibits when he initiates a public apology and financial indemnity to Tom despite Tom's open violation of company rules and of Nambunese values of duty and obedience.
Table of Contents:
Introduction
Decision
Standards of Conduct
Character, Virtue and Relationships
Purposes and Consequences
From the Paper:
"All of the traits are present in all its teams, specifically the Morning Glory team, which has been the best-performing in the facility. Its high level of productivity proceeds from the high level of harmony among its individual members and Victor's efforts at establishing open communications with them. The team members are happy with the supervision style and personality of Victor whom they describe as peaceable. The only exception is Tom, whose mountaineering drive, could have inclined him to an excess of freedom in ignoring both the rules on safety and the Nambunese tradition of duty and obedience."
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