Business Ethics Mg Rover Case Research Proposal

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Both the government and the company failed to ensure that employees suffer as least as possible for the company's difficulties. This means that ethical responsibilities towards employees were not put into practice. Although Carroll rates ethical responsibilities on the third line of the CSR pyramid, it is not appropriate to rate economic, legal, ethical, and philanthropic responsibilities with different importance. Each of them should be treated with the same importance, developing a strategy that manages to address each type of responsibility. Carroll's view on CSR, mainly referring to the pyramid he developed, is considered by some as a limited approach (Visser, 2005).

3. In the MG Rover case, it is obvious that the government was surpassed by the situation and by the private players involved in this business. The government was unable to help the company maintain its activity and most of its employees, and this was admitted by the government's officials. It seems that Asian manufacturers had more to say in the MG Rover matter than the UK government. This is a proof of the government's decreased power or competency, and of the growing power of multinational and transnational companies, their financial size and ability to influence sectors of a country's economy accounting for their international power.

4. It is difficult to point fingers at one direction only when it comes to the job losses at MG Rover. It was a combination of factors that led to a complicated situation that the parties involved failed to resolve. For example, the market for the company's products was in a period of decline for too long, making it more difficult to recover.

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This situation automatically leads to reducing costs, which is most of the times achieved by job cuts.

Furthermore, the company's top managers failed to implement a successful strategy that should have managed to reduce costs and to increase production efficiency. With all the company's efforts, production did not become more efficient and costs were not reduced. At the same time, competitors managed to achieve such objectives, which means the strategy in the case of MG Rover was not a suitable one for the company.

At the same time, the government also shares the blame for the job losses at MG Rover. The UK government's attitude towards MG Rover was not enough to save the company and its employees.

Reference list:

1. Carroll, a. (1991). The Pyramid of Corporate Social Responsibility: Toward the Moral Management of Organizational Stakeholders. Business Horizons. Retrieved February 10, 2010 from http://www-rohan.sdsu.edu/faculty/dunnweb/rprnts.pyramidofcsr.pdf.

2. Visser, W. (2005). Revisiting Carroll's CSR Pyramid. The University of Nottingham. Retrieved February 10, 2010 from http://www.waynevisser.com/chapter_wvisser_africa_csr_pyramid.pdf.

3. Pichet, E. (2008). Enlightened Shareholder Theory: whose interests should be served by the supporters of Corporate Governance? BEM -- Bordeaux Management School. Retrieved February 10, 2010 from http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1262879.

4. Smith, J. (2003). The Shareholders vs. Stakeholders Debate. MIT Sloan Management Review. Retrieved February 10, 2010 from http://sloanreview.mit.edu/the-magazine/articles/2003/summer/44411/the-shareholders-vs.-stakeholders-debate/......

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