Ethics and Governance of Nike Essay Example | Topics and Well Written Essays - 1750 words

Ethics and Governance of Nike - Essay Example Nike is one of those companies of the world which are continuously accused of the ethical issues such as human rights and the working conditions in the Nike factories in the developing and under-developed countries. Despite of abandoning many unethical activities and involving itself in the global social and environmental activities, Nike is still accused for exploitation of labor rights in many countries around the world (Kahle, L. R. & Boush, D.M. & Phelps, M. 2000). The ethical issues and dilemmas faced by the Nike Incorporation are discusses below in detail. The manufacturing units of the Nike Incorporations have been established in the developing or under-developed countries because of the cheap labor in these countries. The wages provided by Nike are even lower than the standard wage level in those developed or under-developed countries. The employees at Nike are unable to meet their basic needs. Nike has made an effort to solve the issue by employing the workers at the wage rate as given by those countries. Nike is involved in the violation of the global child labor laws. The children of the age 12 to 14 are working at the manufacturing units of Nike. Nike failed to practice the child labor laws in the under-developed countries. The human rights committees are continuously criticizing Nike for paying huge amounts to the celebrities for the endorsement of their products. The famous sports celebrities are paid millions of dollars to market and advertise the Nike products It is suggested to spend a part of money to improve workers standards of living and in the community building. Sweatshops Another issue involved sweatshops operated by the company. Sweatshops are the illegal and unethical activities

Management and leadership style Essay Example | Topics and Well Written Essays - 2500 words

Management and leadership style - Essay Example Some of the key differentials that exist between management and leadership also translate to the means by which both of these forms of direction are accomplished. To begin with, one should consider the management style as something of an administrative expertise that focuses on maintenance, systems structures, a focus on the bottom line, imitation, and accomplishing tasks in the specified way. Conversely, good leadership styles tend to focus upon innovation, originality, development, a focus on the shareholders, inspiration and development of trust, and keeping an eye on the future. As a function of such a definition, the reader can and should understand the management style as more of a nuts and bolts approach that tends to be somewhat formulaic and rigid whereas leadership engenders the unique ability to mold and integrate with changes as a means of seeking the best path. It is further important to understand that such a level of approach does not specify one or the other must be e ngaged upon. As such, it is possible and desirable for an individual to accomplish both of these styles of oversight in order to be an effective vehicle for change within a given institution. Although not all individuals can fulfill the requirements of each of these categories, the individual that does is able to see from both perspectives and seek to direct the firm/group/ or entity in the most appropriate way (Paul & Berry, 2013). With regards to ethics, the leadership and management styles play an integral role in determining the priorities of the given individual. One could even argue that ethics violations only spring from management styles if and when the management style is engrained within the company’s culture. This is due to the fact that management styles are almost always formulaic and required attributes that the individual most ascribe to in order to meet the standards of the organization or group he/she is representing to the employees. Conversely, leadership s tyles fall prey much more easily to ethical violations due to the fact that these are almost always more innately tied to the ability of the individual to incorporate what they heave learned from past experience, as well as their own personality into the change mechanism they are attempting to integrate with. In order to create an ethical environment, it is incumbent upon the culture and oversight mechanisms of the firm to seek to instill a strong level of ethics into the management styles that they engender with the leadership (Dong et al., 2012). In such a way, ethical decision making and a culture of morality can be attempted to be grown from the very base levels of the way in which decisions are made within the organizations culture. As a means of integrating this with the leadership and the styles by which they ultimately manage, the organization will maximize the potential of this having a carry-over effect and impacting upon the means by which even personal attributes impact upon management and leadership within such a culture. Good management can be considered as the ability to meet deadlines, evoke utility, and ensure that one’s team meets or exceeds output standards. This process in and of itself is important; however, it has a distinctly impersonal side to it. Ultimately, the metrics of management are somewhat distinct from what the metrics of