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INDIAN SCHOOL OF TECHNOLOGY AND
MANAGEMENT
AN ISO 9001:2015 CERTIFIED
INTERNATIONAL B-SCHOOL
Name :
Marks : 80
Course : Masters in Business
Administration
(MBA 4 Sem)
Subject : Business Ethics
Answer
the following question.
Q1. Give song of eighteen values. (10
marks)
Q2. What is code of conduct for
citizens. (10 marks)
Q3. What are some ethical problems in
business. (10 marks)
Q4. Write a note on national consumer
duputes redressal commission (10 marks)
Q5. Write note on electrification of
villages. (10 marks)
Q6. Discuss seven points of mahatma
Gandhi. (10 marks)
Dear students, get fully solved assignments by
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Do send your query at :
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Dear students, get fully solved assignments by
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Do send your query at :
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Case Studies
CASE STUDY (20 Marks)
Why don't corporate boards include
more women and minorities? At a recent meeting of the Business a Organizational
Ethics Partnership at Santa Clara University's Markkula Center for Applied
Ethics, panelists took on th question in a panel called "Board
Diversity." The moderator was Katharine Martin, a partner and board
director at Wils Sonsini Goodrich & Rosati. The panelists were Barry
Williams, board director for PG&E and president and form managing director
of Williams Pacific Ventures; and Abby Adlerman, founder and CEO of Boardspan.
Williams, who African American, discussed his service on the boards of a dozen
public companies during his career. He is no reaching "the age or time
limit" for corporate boards, he said, and he wants to make sure younger
minorities have t same opportunities he had. Williams conducted a
"one-person study" of Bay Area companies and found that only 2
percent had an African-American director. The number is lower among tech
companies. He added statistics for oth minorities and women and showed the
results to other directors and CEOs. He also compiled a list of black directo
currently serving on boards, plus a list of black CEOs and chief financial
officers, two common positions from whi board members are drawn. "Most
people I talked to were surprised at the extent of the underrepresentation,"
William said. "They couldn't understand why they weren't getting these
names from the search firms." Since he completed th study, he has worked
with others to broaden the effort to include other regions. "My overall
impression is that a lot people are doing a lot of work on this issue, but I'm
not seeing as much success as I'd like," Williams said. He sa leadership
by CEOs is needed — "CEOs listen to fellow CEOs more than to someone like
me" — as well as pressu from institutional investors. He also stressed the
importance of all groups working together on board diversity, so th there isn't
just one "diversity slot" on a board. "Somehow we're all
fighting against each other for that one spot," William said. Adlerman
said boards need to see the need for diversity: "One of the things I've
learned is that you can't have solution if you don't have a problem," she
said. "I don't think we've really put our finger on the pulse of the
problem." S cited common statistics used to build awareness: the huge influence
women have in the economy as employees a consumers compared to their small
presence on corporate boards. "We have lots of advocates and awareness,
but viable solutions," Adlerman said. "These are not really the
board's problems." The real problem, Adlerman said, bo down to risk.
"It is risky to bring another board member on unless you can get
exceedingly comfortable with their abil to contribute and work style. Sitting
directors want to minimize the chance of disharmony," Adlerman said.
"We know i not a supply problem: There are plenty of talented
people," Adlerman said. "I don't think it's a demand problem –
believe intellectually plenty of white men sitting on boards would like to have
more diverse boards." The proble Adlerman said, is how to help boards
manage the risk of bringing in someone they don't know. "I think that if
we ca really get to understand the risks that are perceived, we're going to
make some really good progress." During t discussion, the panelists
revisited the arguments for having a diverse board. "A significant amount
of work now says th diverse groups make better decisions," Williams said.
"Today's young people want to work in highly ethical, high principled
companies, and diversity is a big aspect of that." "We are bringing a
broader perspective to the boardroom that's the benefit of diversity,"
Adlerman said. Martin asked a follow-up question about the supply issue:
whether the really are enough women and minority candidates for boards with the
specific experience boards are seeking in differe industries. Tech companies,
for example, may seek board members with engineering backgrounds. Williams sa
company management was the more appropriate place to be looking for specific
technology expertise. "To me the wo boards are when you have 10 people who
think alike and have the same experiences," Williams said.
Answer the following question.
Q1. What is "Board
Diversity?" Discuss
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