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How can Massey’s current approach to its ethical and social responsibility be described?
A company’s social responsibility refers to its obligations towards the community and environment in which it operates. Massey Company’s current approach to its ethical and social responsibility is contrary to what is expected. It can be described as an obstructionist approach (Williams, 2013). Its manager behaves unethically and illegally. All rules governing the code of ethics in the firm have not been followed. First, the utilitarian rule in which decision made in an organisation should create the greatest good for the highest number of people has not been considered (Williams 2013). Massey does not provide the miners with updated maps and tracking equipment. This decision does not consider the impact the equipment will have on the miners. Then, the manager does not protect the rights of employees, making him break the moral right rule that states that any decision made should guarantee workers’ rights and privileges (Williams 2013).
Also, the management’s decision to insist that the company is committed to keeping safety is worrying because several people have lost their lives. According to Williams (2013), this decision is contrary to the justice rule of ethics in a business because it continues to do more harm than good to the people (Williams 2013). Finally, the mining boss does not play his social responsibility role. This is because he does not care about the big number of people who are losing their lives due to mines collapsing. Moreover, there is evidence of emission of poisonous gases, for example, methane. The establishment has violated safety, and regulatory rules and the manager is acting illegally and unethically.
Which approach to social responsibility can be recommended that Massey take in the future?
I would recommend Massey’s director to apply a proactive approach. This is because it encourages managers to use socially accepted ways of operating their businesses. Using this approach, the director would aim at learning (Cooper & Urbina 2010). He or she would also learn the importance of taking into consideration every stakeholders concern and utilise the firm’s resources to promote the interests of all stakeholders. This approach would help him or her in understanding and respecting its employees’ rights and privileges (Urbina & Becker 2010). If the company applies the method, it will lead other companies in following the legal procedures instead of violating them. It is imperative to indicate that administrators who use this approach use preventive measures in supervising their organisations (Urbina & Becker 2010). In doing so, Massey administration would prevent the collapse of mines and ensure that there is no emission of poisonous gases like methane and coal dust, which are a health hazard to both the people and the environment, which had been taking place.
The company will also be responsible if it applies the approach. It would ensure that tracking equipment and updated maps are provided in advance to its workforce to prevent accidents and for communicating in case of any emergency (Mufson, Markon & O’Keefe 2010). Since this strategy encourages learning, the Massey administration would learn the social norms of society and attempt to conform to them, promoting a good reputation in society. Management would be ready to face the law instead of struggling to evade fines imposed after it violated the regulations. Massey would also accept the mistake, learn from them, and rectify them instead of continuing to insist that it is committed to safety, yet, people are losing their lives
How might the temporary closure of dangerous mines and the investment of funds into new safety systems be an economic stimulus for Massey?
The temporary closure of dangerous mines and the investment of funds into a new safety system would be an economic stimulus to Massey Company (Cooper & Urbina 2010). Closing the organisation implies that there would be no income generation anymore. This could render it bankrupt, which could compel the government to stop it from re-establishing. Nonetheless, the business would face a financial crisis, and this would be a challenge in several economic areas. For instance, it would experience some hitches in buying new equipment for its new business. As a result, it would be sold because it would be difficult to be re-started. The company would be sued if it had not paid all workers. This implies that it would require some funds to hire lawyers, worsening its economic status. If Massey had a mortgage and other types of loans, it would be difficult for it to get a client because it would be required to disburse them before. The investors in the company would be impacted because not all their monies would be compensated if the organisation was declared bankrupt. It would be important for the management to work towards improving financial outcomes.
Moreover, the establishment would incur losses because it would not be sold at a price that would be equal to its value (Mufson et al. 2010). Consequently, it would be easier said than done to think of re-establishing the firm. The temporary closure of the organisation would make it lose it, customers, as well. Customers will search for other companies to purchase mines implements. This indicates that it would not be able to have as many customers as before considering how it was not acting ethically and responsibly.
References
Cooper, M, & Urbina, I, 2010, Mine Operator Escaped Extra Oversight After Warning, 2014. Web.
Mufson, S, Markon, J, & O’Keefe, E, 2010, West Virginia mine has been cited for myriad safety violations. Web.
Urbina, I, & Becker, B, 2010, As Rescue Efforts Continue for Miners, Officials Press for Answers. Web.
Williams, C, 2013, Principles of management, South-Western/Cengage Learning, Boston, MA.
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