Case Analysis of Land’s End
October 5, 2010
Land’s End a clothing manufacture failed to comply with a University’s Code of Conduct. A code policy which calls for fair and just business practices consistent with the university’s Jesuit tradition and mission of social responsibility. The primary facility in question was Land’s End factory in Primo, El Salvador. Over a number of years Land’s End work integrity and compliance of worker codes have been question. In 2004 Lands’ End was cited by Daniel Porterfield the vice president of public affairs and strategic development at Georgetown University Georgetown declared the company’s failure to uphold the code and to “recognize and respect the right of employees to freedom of association and collective bargaining.”(Aryanpur, 2004) Land’s End efforts are to ensure that worker discrimination does not occur at their El Salvador factory in question and to ensure that all other factories which supply Lands’ End clothing will respect all workers’ rights.
Fair Practice Case Analysis of Land’s End
The company has come a long way from 1963 were they sold racing sailboat equipment as well as duffle bags, rain gear, and other various pieces of clothing’s from a basement in Chicago, Illinois. When they founder their business it was just a couple of guys now the company has grown worldwide with over 4,900 employees and over 290 stores (Casper, 2010). With the growth of a company there is a growth and development process within management, employees and overall company ethics. As with any management practice, the most important outcome is behaviors preferred by this company. The best of ethical values and intentions are relatively meaningless unless they generate fair and just behaviors in the workplace. In a letter dated January 22, 2004 Lands’ End received notice from the vice president for public affairs and strategic development at Georgetown University stating the university would indefinitely suspend its contract with Lands’ End. (Aryanpur, A., 2004) When a potential employee was denied a job in El Salvador Land’s End supplier and complained he was black listed.
Step 1: Recap and analyze the relevant facts Land’s End is a wide geographical located company with multi-cultural classes regarding their employees. This in itself leads to several problems within a company in balancing worker personalities, environment and hiring practices. The root of managing and controlling favorable conditions begins with adequately trained mangers. Experienced managers can realize use of the deliverable standards of management practices with hiring, planning, organizing and motivating these are only a partial representations of a well developed company. This is why a company will need to generate lists of ethical values, or codes of ethics, must also generate hiring policies, procedures and training that translate those values to appropriate behaviors.
Step 2: Determining the Root Problem & Step 3: Identifying the Problem Components After reviewing aspects of this case there are two basic problems. The first is that there are certain procedures in place for employers to follow if they decided to hire individuals for potential employment. These are produces are based upon quality decisions by including diverse interests and perspectives, and increases the credibility of the decision process and outcome by reducing suspicion of unfair bias. The second is having managers trained in such practices as codes of ethics and codes of conduct. The training develops sensitized employees to ethical considerations and minimizes the chances of unethical behavior occurring in the first place.
Step 4: Generating Alternatives (THE WHAT/Setting Objectives)
There are several possibilities that come to mind that could have prevented this situation. First, it...