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368 pages, Paperback
First published November 1, 2002
Ethics is a code of behavior that is defined by the group to which an individual belongs.According to this definition, a dress code or rules of etiquette would be ethics.
First, for many organizations, greater globalization has created a much more complex work environmentIf businesses rely on such relativistic and incomplete definition of ethics as the one introduced by Reynolds, the very idea of consistent application of ethics becomes moot and impossible to solve -does consistency mean applying the ethics of each region, country or group of employees/managers, that of the company, or that of the region where the company's headquarters are located? Or does it mean applying the same ethical principles to all its stakeholder groups? Is working 90 overtime hours per month ethical by Chinese ethical standards - or simply is it legal but unethical by those same standards? Or, since China is member of the International Labor Organization, is it both illegal and unethical? Further complications arise from the fact that the Pegatron factory referred to is in Shanghai (mainland China), Pegatron is a company whose main headquarters are in Taiwan and was an Apple subcontractor. According to Wikipedia:
that spans diverse cultures and societies, making it more difficult to apply principles and codes of ethics consistently. Numerous U.S. companies have moved operations to developing countries, where employees or contractors work in conditions that would not be acceptable in the most developed parts of the world. For example, it was reported in 2016 that employees of the Pegatron factory in China, where the Apple iPhone is produced, are often forced to work excessive amounts of overtime—up to 90 overtime hours per month—while their overall wages have been cut from $1.85 to $1.60 per hour.
In December 2014, a BBC investigation exposed poor working conditions and employee mistreatment at Pegatron factories making Apple products near Shanghai. It found staff being forced to work eighteen days in a row without any days off, workers falling asleep on the production line during shifts lasting between 12 and 16 hours, forced overtime, and a cramped dormitory room which twelve workers were forced to share.Reynolds continues:
In August 2016, China Labor Watch published a report which stated that working conditions had not improved since 2014. The average worker at Pegatron's Shanghai factory works 80 hours of overtime a month. Over 62% of workers worked more than 100 overtime hours in March 2016. Workers are required to perform up to 1 hour a day of unpaid overwork. 64% of its maintenance department interns are overworked. At the same time, over 96% of Pegatron workers are only making minimum wage, well below Shanghai's average income despite the extra overtime hours they put in.
In November 2020, Apple discovered that Pegatron was using student workers in factories in mainland China. Due to this, Apple suspended their business with Pegatron and stated that they would not grant the company any new business until this practice was ceased.
In December 2020, Pegatron's Shanghai subsidiary Pegaer Technology (Shanghai) Co., Ltd. broke out in labor disputes. Thousands of people gathered to ask for salaries. In response, the factory director led the beatings of the people who had gathered, and many police officers came to the scene to suppress it. Some people were beaten to the ground, and many of their fates remain unknown. More than ten people were arrested, triggering a rights defense incident.
Second, in today’s challenging and uncertain economic climate, many organizations are finding it more difficult to maintain revenue and profits. Some organizations are sorely tempted to resort to unethical behavior to maintain profits. Tesco, Britain’s largest supermarket chain, admitted its first half-year of profits for 2013 were overstated by $400 million. Fiat Chrysler Automobiles admitted its U.S. auto sales were overstated by hundreds of cars each month starting as far back as 2011.The books tends to somewhat gloss over or excuse unethical or illegal behavior in the face of profits -note that the Tesco and Fiat Chryslers actions appear to be both illegal and unethical. There is no mention for example of the triple bottom line practice introduced by several of the most ethical companies, which takes into account not only its financial results but also its social impacts and ethical behavior. The author seems far more intent on spelling out what is actually illegal and what the risks incurring in illegality entail than what is ethical and unethical to the point where the ethics appears to be limited to whether it is worth risking falling afoul of the law. In this sense, note how in the following paragraph, most, if not all, the examples are probably illegal and the main worry appears to focus on "financial loss" and possible incarceration:
Employees, shareholders, and regulatory agencies are increasingly sensitive to violations of accounting standards, failures to disclose substantial changes in business conditions, nonconformance with required health and safety practices, and production of unsafe or substandard products. Such heightened vigilance raises the risk of financial loss for businesses that do not foster ethical practices or that run afoul of required standards. There is also a risk of criminal and civil lawsuits resulting in fines and/or incarceration for individuals.To be fair, part of the chapter also covers corporate social responsibility and provides some ideas on how organizations can improve their ethics -it is a pity thse topics are not carried through or applied more in the rest of the textbook. Reynolds also claims to provide a simple ethical decision making model. The decision making process consists of five very abstract stereotypical steps:
(1) define the problem, (2) identify alternatives, (3) choose an alternative, (4) implement the decision, and (5) monitor the results. Ethical considerations are injected into the model [...by] identifying and involving the stakeholders; weighing various laws, guidelines, and principles—including the organization’s code of ethics—that may apply; and considering the impact of the decision on you, your organization, stakeholders, your customers and suppliers, and the environment.In many of his discussion questions, Reynolds recommends the reader to apply this model to very interesting cases, which is commendable but insufficient in terms of more sophisticated value-driven or value based design methodologies, which certainly deserve some coverage in the book.
1. The impact of IT on the standard of living and productivity in the US, particularly on workplace automation;In spite of some interesting statistics Reynolds quotes, the first two parts of this chapter are very shallow, techno-optimist narratives. However, chapter 10 includes an important section which delves more deeply into IT and the gig economy. The third part of chapter 8 is far more interesting and looks at topics such as the annual increase in healthcare costs, the promises, dangers and disappointments of electronic patient medical records, clinical decision support systems, computerized provider order entry (CPOE), telemedicine and, in a critical thinking exercise, automated (AI) clinicians. Ethical problems and discussions are rife in the three areas of this chapter but, disappontingly, Reynolds does not go into them, except in the critcal thinking exercise and the two cases, one on the failed attempt to use the IBM Watson system to help make cancer diagnosis and suggest treatments and the other on precision medicine (Sophia Genetics) -however the student is very much left on his own to apply the fuzzy “ethical decision making process” suggested in the first chapter. Again, in my strong opinion, a value-based or value-sensitive framework would be required to tackle the richness and complexity of information and decision support system in healthcare.
2. The impact of AI, robotics and natural language processing on workplace automation;
3. The impact of IT on healthcare.