Ethical ideals
Business establishments require adherence to ethical ideals that ensure continuation and prosperity of the firm as it sways consumer perception. H&M is an organization that faces a contemporary moral dilemma through its involvement in the textile industry in Bangladesh that creates questions rather than answers. The evaluation of the seven steps of an ethical decision-making model accompanied by an analysis of the application of each level to the dilemma in H&M business actions acts as a guide to create a relevant model. The depiction would capture how the ethical dilemma would be mitigated at the firm.
The steps to ethical decision making entail seven steps that are coupled with related factors for emphasis. The first step is defining the problem. The point in this sector is the determination of the arising issue of making a choice and the identification of desired outcomes; an in-depth assessment of the two leads to the capability to state the problem with clarity. The second step is seeking out relevant assistance, guidance, and support. It involves the use of appropriate resources to identify solutions coupled with a supportive base to back implementation and handle the repercussions that would arise in an enactment. Step three entails identifying available alternative solutions to the problem. The stage involves openness to possibilities reflecting the engagement of many solutions. Step four is the evaluation of the identified alternatives through capturing the probable positive or adverse consequences of each.
Step five invokes making the decision. The rational choice would be enacting the best alternative that is singled out from the previous stages. The choice should reflect the identification of the ideal consideration of the enlisted solutions. Step six is the implementation of the decision. The scene captures putting to play whatever idea is landed on as the rational conscious. The final step is the evaluation of the judgment, which represents closure. Relevant questions are factored at this point mainly on whether the problem was fixed or not. It involves assessing the following results to establish whether the situation is managed to a better standing, left at a standstill, or worsened. Another relevant question is the emerging problems from the solution. The stages are accompanied by factors such as policies, legal attributes, the universality of choice, and self-benefit.
The H&M operations in Bangladesh exhibits a worrying trend that captures the unsafe working conditions in developing countries. The situation brings to motion the campaigns against the improper garment factories that involve a shortcoming in structuring with hazardous fire exists and terrible sliding doors and collapsible gates coupled with the dangerous locking doors. The expectation is putting into consideration the workers who have witnessed extensive damages due to fires with the ideal outlook being a safe working environment. The mentioned aspects create the choice of defining the problem as “complaints on unsafe operating conditions for workers” for step one. For the second stage, the company should seek relevant information from the employees who are victims of previous fire outbreaks, the crop of laborers, and the management in charge of operations in Bangladesh. For step three, options include revoking contracts with agents involved in malpractice, transforming the business environment, or building new garment factories.
For step 4, firstly the revoking of contracts of agents involved in malpractice would likely lead to a new crop of associates who would enact ideal practices. The problem is finding unique, trustworthy individuals who comprehend the company’s vision and mission. Secondly, transforming the business environment looks suitable as it would capture a less costly affair. Lastly, building new garment factories that capture safety requirement would send a message in condemning unfavorable business operations that are hazardous for workers. The problem is it would entail a costly affair. For step five, transforming the factories to have ideal locks, safe doors that would ensure ease of access in case of fire, and proper exists are likely to handle the situation. Step 6 should invoke the funding for the change and putting a halt to operations to make the changes on the garment establishments. The final step requires outsourcing relevant authorities such as the health and safety department to assess the transformation and issue results.
The model could have mitigated the ethical dilemma as the emphasis on working conditions for the workers in defining the problem is the relevant plot. It is consistent with the organization’s policy of sustainability. The proper assistance in players such as the laborers and ground gives a real picture of the actual situation in the affected areas. The alternatives identified show a drive to solving the case with emphasis on the workers and extensively the customer base that probably would develop negative perceptions for the atrocities such as life loss. The solution captures the universal principle of enacting safe working environments and sticks to the legal requirement of holding up safety. Implementation is crucial as it reflects putting words into action to mitigate the adversities effectively. The evaluation of enactment seeks to identify building blocks to be built on and shortcomings to eradicate for a better system.
The ethical dilemma in H&M is putting precedence of workers before profits through using a costly plot to eradicate the issue of unsafe working condition. It captures the seven steps to ethical decision making in explicit and implicit terms. The model displayed would mitigate the adversity by transforming the environment to mirror safety.