Environmental Management for Sustainable Development - Literature review Example

Sustainable Management Scenario/ Task Introduction Deciding on whether to set up an industry that raises environmental concerns often presents a difficult task in terms of considering the economic or moral aspect of setting up such an industry or firm. As such, this is the case facing the management of BASF in their intention of building a factory at Beaufort Country Park. The area picked by BASF is ideal for its production and fast delivery. In addition, Beaufort is economically depressed and in need of employment opportunities. Majority of residents in the area identified by BASF are jobless and can do with any kind of work regardless of the environmental repercussion. Conversely, dumping the chemical by-products into the local Collection River would end up affecting the river’s quality. The management further face a difficult task because the area earmarked for construction is close to a resort for vacationers. As evident from the argument of resort developers, the plants used by BASF in Germany had polluted the Rhine, while in Belgium a meagre amount was channelled to control pollution. While citizens of South Carolina and Beaufort County Park welcomes BASF’s project, it is important to note that they will suffer pollution effects in the long run. On the same note, the BASF management find themselves caught up in a situation whereby, they should go for the profits or consider the environmental impact of the project. In essence, this assignment covers deontology and ethical discourse and how they may impact on the decision of the BASF managers. Deontology and Discourse ethics With regard to today’s moral philosophy, deontology denotes the theories that focuses on choices or decisions considered moral, unacceptable or permissible. On the other hand, discourse ethics relate to an argument whereby, ethical truth can be established by looking at the presuppositions related to discourse (Fisher, Lovell & Valero-Silva 2012). The advantages and disadvantages of deontology and discourse ethics Deontological morality tends to provide space in the sense that, it conforms to the generally acceptable notions related to moral duties. Further, deontological moralities enhance the process of supererogatory. This involves doing things considered to be morally praiseworthy in the sense that, no act is seen to be morally wrong or a demand. In real sense, theories related to deontology are associated with most of the shared moral intuitions with regard to duties ((Fisher, Lovell & Valero-Silva 2012). On another note, deontology can assist to explain the reason why there are individuals who possess the moral capability of protesting and holding others accountable in the event there is a breach of moral duties. For instance, there are duties related to the environment that are taken by specific individuals. Conversely, deontological morality is considered disadvantageous in the sense that people tend to be irrational with regard to duties. There is also the possibility of a lack of ability to resolve conflicts observed in certain duties and rights. Further, deontology may create avoidance where means tends to be manipulated through for instance, omission. It is also not possible for all duties considered as deontological to occur regardless of the consequences. On another note, it is possible that conforming to deontological norms can result into disastrous consequences (Fisher, Lovell & Valero-Silva 2012). On the other hand, the advantage of discourse ethics involves searching for solution that provides a way of solving ethical issues. In this sense, individuals who are involved in a moral dilemma, have discourse ethics as the best alternative in reaching a solution that satisfies everyone affected. However, discourse ethics also has its own disadvantages in the sense that, everything happens in the open. This may lead to a shady solution since the majority in support of a particular discussion influences solutions to moral dilemmas. In addition, discourse ethics is disadvantageous in the sense that every new ethical dilemma requires a new solution (Fisher, Lovell & Valero-Silva 2012). How the manager can use deontological or discourse ethics to resolve moral dilemmas In relating, the aforementioned approaches to the moral dilemma faced by BASF on whether to build the factory will depend on the manager considering his moral duty and discussion with the people of Beaufort County Park. Building the chemical plant is not any easy decision for the manager to arrive at due to the environmental implications involved (Blackburn 2007). However, it is also important to note that, the business prospect of the plant in Beaufort County Park can bring benefits for both BASF and the residents of Beaufort County Park. On another note, while considering such a construction, the manager has a moral duty to consider whether such a project is acceptable under the circumstances mentioned above .This involves a decision on how BASF is going to handle the disposal of chemical by-products (Blackburn 2007). BASF has in the past, experienced problems in terms of dealing with the chemical wastes. As such, the manager prior to making a decision on whether to construct the plant that is near the resort frequented by vacationers every year in addition to contaminating the local Collection River. On moral grounds, the argument by the resort developers make sense because, it is a norm for all in the society to protect the environment (Barrow 2006). This would aid in protecting the quality of the river, keeping the residents of Beaufort County Park and vacationers healthy. On the other hand, loosening of the environmental laws to allow BASF to build the factory also amounts to a moral issue that the manager is forced to reflect on prior to making the final decision. While this would allow BASF an opportunity to earn more profit because of spending less on protecting the environment through the improvement in terms of disposing pollutants, it still leaves residents at risk of being affected by the pollutants in the long run. As such, and on moral grounds, it is important for the manager to consider the concerns of the resort developers prior to making the decision to build the factory (Esty & Winston 2009). On the other hand, based on discourse ethics, the decision that a manager needs to make is dependent on the solutions that are on the table. For instance, the residents of Beaufort County Park are affected by a high unemployment rate and the factory provides Beaufort County Park with the best chance of improving the livelihoods of residents (Willard 2009). The moral dilemma in this sense involves how to agree on the way forward without undermining the concerns raised by the resort developers. It is clear that the residents are not concerned with the environmental impact that the factory would create in the long run. In addition, discourse ethics often require a discussion of the presented issues (Willard 2002). This means that the decision of manager will be influenced by other voices external to the management of the firm. As such, the manager needs to consult with the affected parties on the way forward with regard to building the factory. However, while consulting parties with vested interests, it is also important for the manager to consider the long term benefit for all parties involved in the project (Harvard Business Review 2003). In the case of this project, discourse ethics provides the best avenue to solve the presented problems such as dealing with pollution and the need to pave way for the project so that the residents of South Carolina and Beaufort County Park can get employed (Savitz & Weber 2006). In essence, the manager here is presented with an opportunity to engage everyone in a reasonable discussion meant to find best solution for the presented problems. It is also important to note that, the decision arrived at will be inclusive and not one made by the company alone (Seldon 2009). However, as evident from the residents, it is clear that they are not ready to accept any other solution other than having the factory built regardless of the long term consequences. This as a common occurrence is a major concern with regard to discourse ethics. Similarly, discourse ethics is susceptible to creating situations where those involved in the discussion can arrive on unethical decision (Willard 2005). This is possible as evident in this scenario where even the County Government is ready to loosen the environmental laws to allow the construction to continue. In addition, the majority as noticed on how residents penned their signatures for the project and ignored the consequences of not protecting the environment might influence solutions (Giddens 2009). Conclusion When making decisions, managers often face moral dilemmas that require them to consider various options of dealing with such dilemma. It is common for managers to consider the morality of decisions they make and decisions arrived at because of consensus. Dealing with moral dilemmas as a manager is not an easy task because the decision that a manager makes impacts both on the firm and those not directly associated with the firm. As such, managers need to rely on various ethical theories when making organizational decisions. Such approaches include the deontological and discourse ethics, which provides the managers with the way forward in terms of making wise choices for their companies. Further, these approaches play an important role in enabling managers to balance economic, environmental and moral based decisions. Where such a balance is realizable, then, conflicts that normally occur with regard to setting an industry and the environmental concerns will be resolved amicably. Scenario/Task 3 Introduction While affirmative action is important in bringing women on board in a male dominated workforce, the reliance on quotas does not provide the best alternative for women to reach the level of board of directors. However, giving women an equal opportunity to participate in a male dominated field would motivate women to aim higher by taking away the mentality of playing second fiddle in the job market. In addition, streamlining salaries to the extent where the gap between the highest paid and lowest paid is not significant, acts as assurance for both gender when aiming for the higher positions in the workplace. A bigger gap demoralizes the lower cadre at workplace in terms of aiming for the boardrooms. Culture and tradition is a major factor in women not maintaining their positions at workplace for longer period to enable them fight for positions in the boardrooms. Various measures have been taken to enhance to entice women to jostle for the available positions at workplace; however, there is need for an effective affirmative action plan that will bring more women into the boardroom (Hollander 2009). This paper proposes an action plan that organizations can follow for purposes of motivating women to jostle for the available positions at the workplace and boardrooms. An action plan for business to flow in order to encourage women to break through the glass ceiling Date of plan initiation: (15th May – 3rd June, 2014) Purpose of the Business Action Plan: To create a working environment that tolerates gender equality and motivates women to go for higher positions in the company. The main goals of the action plan: To create awareness on the need to for women to join boardrooms To highlight on the problem of having most organisation’s boardrooms dominated by men To come up with ways of ensuring women join boardroom To motivate women to join the employment To motivate women to go for higher level positions other than maintain lower positions at work To train women in a number of skills necessary to advance as a professional (i) Create awareness on the need for women to join boardrooms (15th -16th May, 2014) For many years, boardrooms and in particular for bigger organisations has always been dominated by male executives. This leaves women with no room to work as executives in most of the prominent companies available. However, it is not that women do not have the capacity to work as directors, but the disparity is as a result of men trying to maintain the status quo, mainly because women in the professional field are reserved and not assertive in terms of vying for higher positions where they work. As a result, there is a need to create awareness in this regard since gender equality should be reflected in all the departments within an organisation and this include the executives. By creating awareness as the first step, the main intention here, is to sensitize women of their right to vie for higher position within a company without fear of being reprimanded in a male dominated working force (Barrett 2012). This action makes the first step of the plan as a way of bringing attention in the organisation of the need to have more women joining boardrooms. (ii) Addressing the issue of male dominance in organisation’s boardrooms (17th -18th May, 2014) The idea of tolerating male dominance in boardroom in the present day and time is unacceptable. The era of embracing a patriarchal society is long gone and every professional in the corporate world should uphold gender equality in all the positions available at the working place. Boardrooms are where decisions are made that affect both genders; however, without a woman representative in the boardroom, then, there will be biasness in terms of addressing issues affecting workers of both gender. This leads to discriminating against women because the view is also important at workplace (Barrett 2012). As part of this action, addressing male dominance is important in terms of highlighting on the need to include a woman voice in the boardroom. (iii) Coming up with ways of ensuring that women join boardrooms (19th May- 22nd May, 2014) The main measure that can be taken in this sense, involves introducing quota to ensure women are also in the boardroom. This will ensure that every boardroom has a woman representative so as to bring a new perspective in the boardroom with regard to decision making process (Firlie & Marion 2012). In essence, this third action will entail looking for support to have a quota system in the organisation in favour of women. (iv) Motivating women to join the employment (23rd May, 2014) The dominance of men in most employment field is because women are reluctant to leave their home and seek professional employment. By companies offering better incentives for women, this will act as a motivator for women to join the employment field. Conversely, those already in employment are disinterested in their work (Burns & Schapper 2008). This fourth action is meant to convince women of their potentials as professionals. (v) To motivate women to go for higher positions in their place of work (24th May, 2014) It is impossible for women to go for higher jobs such as the company director, if they are only comfortable working at the lower levels. To rise to the top cadre require one to pursue various leadership position prior to clamouring for the top position. To become a director of a company, a person needs abundant experience working the different positions within the company (Eddy & Sears 2012). This action is meant to convince women to vie for available leadership posts in the organisation. (vi) To train women in a number of skills (25th May- 3 June, 2014) In order for women to become confident and compete with their male counterpart there is a need for them to sharpen their skills by going for further training. This will go a long way in proving their suitability for the available position in the boardroom. In addition, women vying for various positions a company also need to attend assertiveness training. This will help in developing self-confidence stumping their authority in a male dominated field (Joonmo & Taehee 2010). In essence, this action is meant to improve skills and experience of a female worker in a leadership position. Budget for the Action Plan $ A. Creating awareness Printing flyers 200 flyers 100 Fee for renting room for the workshop 2 days @ $ 1000 per day 2000 Refreshments 2days $ 100/day 400 Allowance 2 days @ $100 per day for 50 participants 10,000 B. Addressing issue of male dominance Fee for renting for renting room 2days @ $1000 per day 2000 Refreshment 2days @ $ 200/day 400 Allowance 10,000 C. Coming with ways of ensuring women join boardroom Fee for renting room 2days @ $ 1000/day 2000 Refreshment 2days @ $ 200/day 400 D. Motivating women to join employment Travel Allowance for visiting homes and talking to homemakers- 1 day @ @ 200/ person (50 participants) 10,000 E. Motivating women to go for higher positions Fee for renting room to discuss the matter 1 day @ $ 1000 1,000 F. Train women in a number of skills Fee for renting room for the seminar $ 15,000 for 10 days 15,000 Daily refreshment 10 days@ $ 200/day 2,000 Daily allowance 20 participants @ $ 100/person 2,000 Training fee 10 days @ $ 1000/person 10,000 TOTAL 54,900 Conclusion While the introduction of quotas has not received success in terms of elevating women into boardrooms, it is important to note that, there are other means where women can receive motivation to jostle for the same position as their male counterparts. Traditions and other belief systems often drive women to seek lower positions at the workplace so as to find time to combine work and taking care of their family (Schweikart & Doti 2010). However, taking affirmative action means that women should go for the same position that has now become a preserve of men. This is important because if women do not go for the higher-level positions in respective organizations, it is impossible to find positions in the boardroom due to lack of experience. Affirmative action brings to light the need for women to fight for equal rights with men at the workplace environment where male dominance is evident almost in every modest position offered by various firms (Combs, Nadkarni & Combs 2005). Women need to take the initiative to leave the comfort of their homes and take up professional jobs. This is only the way that they can improve their chance of competing with men at the same level. The boardroom job requires high qualifications, experience, and women can beat this conditions by taking up professional employment earlier in their adulthood life (Williams 2012). 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