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Business Ethics Across Cultures Article Review

Because the Chinese are doing so well and is such an economic powerhouse, any ethical rules that they set in place will have an impact on the entire world. Chinese frown upon double standards when it comes to criticism of their county by companies that flaunt their own ethical issues. So when doing business with the Chinese, they must set up the code of ethics. The article is listed below: Business Ethics in China by Miriam Schulman If you want to talk about business ethics in China, don’t set yourself up as the Western expert imposing foreign models on the Chinese.

That was the message of Stephan Rothlin, general secretary of the Center for International Business Ethics (CIBE) in Beijing in remarks to the Business and Organizational Ethics Partnership of he Markkula Center for Applied Ethics March 23. The Chinese, Rothlin said, are very open to considering ethical issues: “They want to be global players, and they realize that in order to become a real global power, they have to eliminate corrupt practices. Many students at the Beijing University of International Business and Economics, where CIBE is based, are pursuing an MBA because they are frustrated by the corruption they witness, he noted. But the Chinese do not want paternalism from the West. Instead, Rothlin said, they want acknowledgement that “they can offer omething, that they can actually become a driver in the field of ethics. ” Because the Chinese are emerging as an economic powerhouse, any ethical rules they integrate into their businesses practices will have an impact on the whole world.

Often, the Chinese see hypocrisy in criticism of their country by companies that tout their own ethical codes but then close their eyes to what their own Chinese subcontractors are counseled an approach that acknowledges unethical conduct in other cultures as well. Swiss by birth, Rothlin teaches about the failure of Swissair in 2001 “to avoid suggesting that only China has problems. He gives the same advice to those who want to work with Chinese companies or bring their businesses to China. “The strategy should be to limit the output of Western experts to a minimum,” he said.

Setting up a code of ethics, for example, should be primarily the Job of the Chinese. “It does not mean anything if you translate your existing code from English and distribute it,” he cautioned. “The Chinese will say, ‘Yes, thank you,’ and then throw the code away. ” Of course, that indifferent kind of implementation would not work anywhere in the world, even, as one member of the partnership pointed out, “in San Diego. ” Rather than imposing a code, Rothlin argued, “let the Chinese develop their own codes. Then the managers can identify themselves with these codes. Rothlin emphasizes China’s own philosophical traditions when he talks about business ethics with the Chinese. He gave this example of how he discusses the problem of corruption, which often includes favoring family and cronies. Some students of China have argued that the Chinese are encouraged in such favoritism by their traditions. They point to Confucius’ focus on responsibility to family, citing his admonition that a erson who sees his father steal a sheep should not turn his father over to the authorities.

But Rothlin points out counter-arguments within the Chinese tradition itself. Mozi, a philosopher of the 5th century BCE, tried to replace the Confucian focus on the clan with a more universal caring. He saw favoring the family as the root of corruption and instead advocated laws that protect everyone equally. Using his insights into Chinese philosophy, Rothlin has developed a textbook in Chinese, Becoming a Top-Notch-player: 18 Rules of International Business Ethics (Beijing: Renmin University Press, 2004).

The book draws on Chinese experiences for case studies and examples. His center has also supported the translation of various classic business ethics texts into Chinese and the development of rigorous research on business ethics issues at Beijing University of International Business and Economics. Rothlin addressed the Business and Organizational Ethics Partnership as part of reciprocal visits between CIBE and the Markkula Center for Applied Ethics. Markkula Executive Director Kirk O.

Hanson has consulted with CIBE, the first center of its kind in China, and serves as honorary chair. Other speakers at the March Partnership meeting included Dan Sweeney from the Center for Corporate Excellence on “Tone at the Top and Executive Compensation” ; Robert Finocchio, teaching scholar at SCU and private investor on “Incorporating Ethics into the Organization s Strategic Plan”; and Frank Daly, Markkula Center Fellow, Eric Pressler, Apple Computer, and Sam Piazza, Hewlett Packard, on “Rules-Driven and Values-Driven Ethical Approaches: Trade-offs. The Business and Organizational Ethics Partnership brings together executives and scholars in a forum designed to increase the members’ knowledge about effectively anaging ethics in their organizations. Founded in 2003, the partnership currently includes 14 business organizations and 10 faculty members who share the goals of honing ethics and compliance policies and practices, and advancing the state of 18 Rules of International Business Ethics Rule 1: If you strive to understand the values of different cultures, you will find common points.

Rule 2: if you analyze the facts, you will realize that honesty and reliability benefit you. Rule 3: if you analyze case studies from different perspectives, you will discover the benefits of fair play. Rule 4: Respecting your colleagues is the martest investment you can make. Rule 5: To increase productivity, provide safe and healthy working conditions. Rule 6: To inspire trust, make your performance transparent. Rule 7: Your loyal dissent can lead your institution in the right direction. Rule 8: Downsizing your labor force is only beneficial when you respect each stakeholder.

Rule 9: To establish your brand name, act as a fair competitor. Rule 10: Reduce the gap between the rich and poor by developing a new social security system. Rule 11: if you act against discrimination, you will increase your productivity and profitability. Rule 12: If you protect intellectual property, all stakeholders will receive their due share. Rule 13: Ongoing changes in information technology require new forms of loyalty. Rule 14: Your public relations strategy will only secure your reputation if it witnesses your drive for quality and excellence.

Rule 1 5: Your economic achievements will only stand on firm ground if you diminish corruption. Rule 16: Long-term success urgently calls you to constantly care for the environment. Rule 17: To become a refined player, sharpen your discernment and cultivate good manners. Rule 18: Care for your business by caring for society. Miriam Schulman is the communications director of the Markkula Center for Applied Ethics. March 2006 The primary ethical perspective in China is more like “do businesses our way and not at all”.

Even though the younger generation appears to be more open- mined when it comes to the difference business ethics around the world, there are still norms in China. For the most part, the Chinese are big on respect and tradition. Any one who chooses to do business with them must do it their way. Americans who chooses to do business with the Chinese must educate themselves and be ready to leave their usiness ethics in the United States. In American, the business ethics are simpler because Americans are not as traditional as the Chinese. For most companies in America, the business ethics are based on integrity.

My second article is titled “Implementation of Ethics Codes in Germany: The Wal-Mart Case”. In the article the author discussed the Wal-Mart’s code of ethics and how it applies to all its employees. Wal-Mart is an American company that has stores in several countries. Like all corporations, they have a code of conduct that all employees must adhere to. The ethical issue in this article was a code in Wal-Mart’s code of conduct which forbids employees to enter into love relationship with someone if this could influence the working conditions of the person.

The code also stated that any kind of communication that could be interpreted as sexual is banned, i. e. : lustful looks and sexual Jokes. This sounds perfectly acceptable to me as this is an American business because in Germany, this type of code of conduct violates their rights as it is a law in Germany that all people have the personal freedom to love whom ever they choose nd unlike Americans, Germans employers and companies who chooses to do business in Germany cannot interfere in the personal lives of their employers.

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