Culture and Management

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What is management?

Management is creative problem solving. This creative problem solving is accomplished through four functions of management planning, organizing, leading and controlling. The intended result is the use of an organizations resources in a way that accomplishes its mission and objectives. (Higgins, page 7)

In Management Excel, this standard definition is modified to align more closely with our teaching objectives and to communicate more clearly the content of the organizing function. Organizing is divided into organizing and staffing so that the importance of staffing in small businesses receives emphasis along side organizing. In the management literature, directing and leading are used interchangeably.

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While most research on organization-environment interactions concerns itself with the effect of environment on well-established organizations, Stinchcombe argues that the environment at time of founding has the greatest impact.

Stinchcombe states that organizations which are founded at a particular time must construct their social systems with the social resources available, suggesting an imprinting argument of organizational form. As a result of structural inertia, among other factors, there tends to be a strong correlation between the structural form exhibited by an organization at any time and the date of its founding.

lines of research imprinting, liability of newness, and revolutions

Imprinting

There is a specific time in organizational history where imprinting really matters. Cohorts of organizations are imprinted with the social, cultural, and technical features that are common in the environment when the cohort is founded, these are highly resistant to change.

Organizations need capital and people. Question is how organizations can get people to hand time and money over to them. Organizations need legitimacy endorsement. People who control key resources have mental models of what an organization should be. If people present an organization that defies mental model, theyll have a hard time getting valued resources.

Liability of Newness

New organizations and especially new forms of organizations are likely to fail.

New forms of organizations lack reliability and legitimacy (compare w/ Hannan & Freemans density dependence theory).

Social structure (groups, institutions, laws, social relations) and its effect on organization (stable social relations deliberately created for accomplishing specific goal); founding; liability of newness; trust, learn new roles, stable ties, embeddedness; importance of environment/surroundings (political, social, economic, and legal); money economy, revolution; political stability and military stabilization affect organization capacity; isomorphism (see Scott p. 15); ranking of organizations brings competition and dependence

Pfeffer (18184-85); Scott (115)

Hofstedes Dimensions of culture

Power Distance (PD) -The degree of inequality among people. In organizations, Power Distance is related to the degree of centralization of authority and autocratic leadership. The higher the PD score the more inequity between the superior and a subordinate.

Individualism vs. Collectivism (IDV) -The relation between an individual and his or her fellow individuals. In collectivist societies, group interests supercede those of individuals. The higher the IDV score the more a culture emphasizes the right and obligations of the individual over the group.

Uncertainty Avoidance (UAI) -Uncertainty avoidance involves the acceptance or tolerance of uncertainty. High uncertainty avoidance societies socialize their members not to accept uncertainty. The higher the UAI score the less the citizen of a culture are comfortable with ambiguity.

Masculinity vs. Femininity (MAS) - In masculine societies, masculine social values such as the importance of showing off; achieving something visible, or making money predominate, while feminine societies would be more oriented to quality of life and personal relationships. The higher the MAS score the more masculine a culture is.

Various skills are related to each of the four management functions.

Planning

Skills required for Examples of skills Application

Planning Strategic thinking Highly developed conceptual skillsCapacity to view organisation as a wholeProduct-related and technical knowledgeUnderstanding of what can be done now

Vision Clear focus on the big pictureAble to perceive opportunityClear foresightAble to integrate component parts into an interacting wholeKnowledge of support services

Decision making Awareness of alternatives through ability to assemble data Ability to assess alternatives and decide Creative and lateral thinking skills Clear understanding of the competing interests of stakeholders; ability to maintain a balance between competing goals Highly developed conceptual understanding of all interacting parts Ability to communicate decisions clearly

Organising

Skills required for Examples of skills Application

Organising Self managing Time management skills Capacity to stay focused Understanding of the role of support services in the organisational framework

Teamwork Providing networks for effective information flow Coach, teacher, mentor roles in creating and developing groups Delegation of team roles, tasks and responsibility

Leading

Skills required for Examples of skills Application

Leading People skills Understanding how people think and act Ability to motivate workers Creation of a harmonious workplace Effective written and oral communication skills Successful delegation

Complex problem solving Ability to gather and assess data to isolate a problem Sensitivity to the needs of others Procedures for dispute resolution Negotiation skills learned and practised

Ethical and high personal standards Generally agreed qualities of decisiveness, consistency, responsiveness, trustworthiness, friendliness and approachability

Controlling

Skills required for Examples of skills Application

Controlling Skills involving setting of performance standards & measurement of performance Technical measurement and diagnostic skills A wide variety of effective communication skills Preparedness to face up to identified weaknesses

Flexibility & adaptability to change Willingness to move in a new direction Constant evaluation of decisions taken in the light of subsequent performance Consistent monitoring of the changing external environment

PLANNING

Planning is concerned with the future impact of todays decisions. It is the fundamental function of management from which the other four stem. The need for planning is often apparent after the fact. However, planning is easy to postpone in the short-run. Postponement of planning especially plagues labor oriented, hands on managers.

The organizing, staffing, leading and controlling functions stem from the planning function (Higgins, Figure 6.1.) The manager is ready to organize and staff only after goals and plans to reach the goals are in place. Likewise, the leading function, influencing the behavior of people in the organization, depends on the goals to be achieved. Finally, in the controlling function, the determination of whether or not goals are being accomplished and standards met is based on the planning function. The planning function provides the goals and standards that drive the controlling function.

Planning is important at all levels of management. However, its characteristics vary by level of management. (Figure 6.) Note in this figure that the characteristics of the world being simple, certain, structured and short-term often become rationalizations for top managers not to plan. Top managers acting as if they are lower level managers plagues planning.

Planning Terminology

Basic planning terminology is illustrated in Figure 6.. The order from general to specific is vision-mission-objectives-goals (Figure 6.4.) (Note--In ManagementExcel practice established before the use of Higgins as the basic reference, we adopted the order vision-mission-objectives-goals. The Higgins text switches the order of objectives and goals. In reading the Higgins text, simply substitute the term objective for goal and the term goal for objective.) The key terms are defined as follows

Vision Nonspecific directional and motivational guidance for the entire organization. Top managers normally provide a vision for the business. It is the most emotional of the four levels in the hierarchy of purposes.

Mission An organizations reason for being. It is concerned with scope of the business and what distinguishes this business from similar businesses. Mission reflects the culture and values of top management.

Objectives Objectives refine the mission and address key issues within the organization such as market standing, innovation, productivity, physical and financial resources, profitability, management and worker performance and efficiency. They are expected to be general, observable, challenging, and untimed.

Goals Goals are specific statements of anticipated results that further define the organizations objectives. They are expected to be SMART Specific, Measurable, Attainable, Rewarding, and Timed.

Development of tactics is a fifth level of planning. Tactics, the most specific and narrow plans, describe who, what, when, where and how activities will take place to accomplish a goal.

Strategic Planning

Strategic planning is one specific type of planning. Strategies are the outcome of strategic planning. An organizations strategies define the business the firm is in, the criteria for entering the business, and the basic actions the organization will follow in conducting its business (Higgins, Page .) Strategies are major plans that commit large amounts of the organizations resources to proposed actions, designed to achieve its major objectives and goals. Strategic planning is the process by which the organizations strategies are determined (Figure 7..) In the process, three basic questions are answered

1. Where are we now?

. Where do we want to be?

. How do we get there?

The where are we now? question is answered through the first three steps of the strategy formulation process (1) perform internal and external environmental analyses, () review vision, mission and objectives, and () determine SWOT Strengths, Weaknesses, Opportunities and Threats. SWOT analysis requires managers to be honest, self-disciplined and thorough. Going on to strategy choices without a comprehensive SWOT analysis is risky.

Strengths and weaknesses come from the internal environment of the firm. Strengths can be exploited, built upon and made key to accomplishment of mission and objectives. Strengths reflect past accomplishments in production, financial, marketing and human resource management. Weaknesses are internal characteristics that have the potential to limit accomplishment of mission and objectives. Weaknesses may be so important that they need to be addressed before any further strategic planning steps are taken.

Opportunities and threats are uncontrollable by management because they are external to the firm. Opportunities provide the firm the possibility of a major improvement. Threats may stand in the way of a firm reaching its mission and objectives.

ORGANISING

Organizing is establishing the internal organizational structure of the business. The focus is on division, coordination, and control of tasks and the flow of information within the organization. Managers distribute responsibility and authority to jobholders in this function of management.

Organizational Structure

Each organization has an organizational structure. By action and/or inaction, managers structure businesses. Ideally, in developing an organizational structure and distributing authority, managers decisions reflect the mission, objectives, goals and tactics that grew out of the planning function. Specifically, they decide

1. Division of labor

. Delegation of authority

. Departmentation

4. Span of control

5. Coordination

Management must make these decisions in any organization that has more than two people. Small may not be simple. Note Dan and Nancys organizational alternatives in the third transparency for this section. Dan and Nancy have three organizational chart alternatives for their two person business. As shown on the page following Dan and Nancys organization charts, who reports to whom and why may not be apparent in a slightly more complex business with three employees and five family members involved.

Organizational structure is particularly important in family businesses where each family member has three hats (multiple roles) family, business and personal. Confusion among these hats complicates organizational structure decisions.

Division of Labor

Division of labor is captured in an organization chart, a pictorial representation of an organizations formal structure. An organization chart is concerned with relationships among tasks and the authority to do the tasks. Eight kinds of relationships can be captured in an organization chart

1. The division/specialization of labor

. Relative authority

. Departmentation

4. Span of control

5. The levels of management

6. Coordination centers

7. Formal communication channels

8. Decision responsibility

Organization charts have important weaknesses that should be of concern to managers developing and using them

1. They may imply a formality that doesnt exist.

. They may be inconsistent with reality.

. Their usual top down perspective often minimizes the role of customers, front-line managers and employees without management responsibilities.

4. They fail to capture the informal structure and informal communication.

5. They often imply that a pyramidal structure is the best or only way to organize.

6. They fail to address the potential power and authority of staff positions compared with line positions.

Delegation of Authority

Authority is legitimized power. Power is the ability to influence others. Delegation is distribution of authority. Delegation frees the manager from the tyranny of urgency. Delegation frees the manager to use his or her time on high priority activities. Note that delegation of authority does not free the manager from accountability for the actions and decisions of subordinates.

Delegation of authority is guided by several key principles and concepts

Exception principle - Someone must be in charge. A person higher in the organization handles exceptions to the usual. The most exceptional, rare, or unusual decisions end up at the top management level because no one lower in the organization has the authority to handle them.

Scalar chain of command - The exception principle functions in concert with the concept of scalar chain of command - formal distribution of organizational authority is in a hierarchial fashion. The higher one is in an organization, the more authority one has.

Decentralization - Decisions are to be pushed down to the lowest feasible level in the organization. The organizational structure goal is to have working managers rather than managed workers.

Parity principle - Delegated authority must equal responsibility. With responsibility for a job must go the authority to accomplish the job.

Span of control - The span of control is the number of people a manager supervises. The organizational structure decision to be made is the number of subordinates a manager can effectively lead. The typical guideline is a span of control of no more than 5-6 people. However, a larger span of control is possible depending on the complexity, variety and proximity of jobs.

Unity principle - Ideally, no one in an organization reports to more than one supervisor. Employees should not have to decide which of their supervisors to make unhappy because of the impossibility of following all the instructions given them.

Line and staff authority - Line authority is authority within an organization's or units chain of command. Staff authority is advisory to line authority. Assume a crew leader reports to the garden store manager who in turn reports to the president. Further assume that the crew leader and store manager can hire and fire, and give raises to the people they supervise. Both the crew leader and store manager have line authority. To contrast, assume that the president has an accountant who prepares monthly financial summaries with recommendations for corrective action. The accountant has staff authority but not line authority.

Departmentation

Departmentation is the grouping of jobs under the authority of a single manager, according to some rational basis, for the purposes of planning, coordination and control. The number of departments in an organization depends on the number of different jobs, i.e., the size and complexity of the business.

Farm businesses are most likely to have departments reflecting commodities and services. For example, a large dairy farm might be organized into dairy, crop, equipment and office departments. The dairy department might be further divided into milking, mature animal and young stock departments.

Informal Structure

The formal structure in each organization that has been put in place by management has an accompanying informal structure. Management does not and cannot control the informal structure.

The informal structure has no written rules, is fluid in form and scope, is not easy to identify, and has vague or unknown membership guidelines.

For management, the informal structure may be positive or negative. Positive qualities include the ability to quickly spread information and provide feedback to the information. The informal structure gives people a sense of being in the know. Management can feed information into the informal structure at very low cost. The informal structure can also help satisfy employees social needs.

The negative qualities of the informal structure mirror the positive qualities in several ways. The juicier a rumor, the more likely is the informal structure to repeat it, expand it and make it into the truth. Management may not know what information is flowing through the informal structure. Employees can waste a great deal of time nurturing and participating in the informal structure. Finally, the informal structure can fence out new employees, rate breakers, and change agents no matter the extent to which the formal structure makes them a part of the organization.

This discussion of organizing principles draws on the basic reference for Management Excel teaching James Higgins, The Management Challenge, Second Edition, Macmillan, 14. The text provides a more detailed discussion of the key points included in this outline.

LEADERSHIP……….

CONTROLLING

Controlling is a four-step process of establishing performance standards based on the firms objectives, measuring and reporting actual performance, comparing the two, and taking corrective or preventive action as necessary.

Performance standards come from the planning function. No matter how difficult, standards should be established for every important task. Although the temptation may be great, lowering standards to what has been attained is not a solution to performance problems. On the other hand, a manager does need to lower standards when they are found to be unattainable due to resource limitations and factors external to the business.

Corrective action is necessary when performance is below standards. If performance is anticipated to be below standards, preventive action must be taken to ensure that the problem does not recur. If performance is greater than or equal to standards, it is useful to reinforce behaviors that led to the acceptable performance.

Characteristics of the Control Process

The control process is cyclical which means it is never finished. Controlling leads to identification of new problems that in turn need to be addressed through establishment of performance standards, measuring performance etc.

Employees often view controlling negatively. By its very nature, controlling often leads to management expecting employee behavior to change. No matter how positive the changes may be for the organization, employees may still view them negatively.

Control is both anticipatory and retrospective. The process anticipates problems and takes preventive action. With corrective action, the process also follows up on problems.

Ideally, each person in the business views control as his or her responsibility. The organizational culture should prevent a person walking away from a small, easily solvable problem because that isnt my responsibility. In customer driven businesses, each employee cares about each customer. In quality driven dairy farms, for example, each employee cares about the welfare of each animal and the wear and tear on each piece of equipment.

Controlling is related to each of the other functions of management. Controlling builds on planning, organizing and leading. (Figure 18.)

Management Control Strategies

Managers can use one or a combination of three control strategies or styles market, bureaucracy and clan. (Figure 18.) Each serves a different purpose. External forces make up market control. Without external forces to bring about needed control, managers can turn to internal bureaucratic or clan control. The first relies primarily on budgets and rules. The second relies on employees wanting to satisfy their social needs through feeling a valued part of the business.

Self-control, sometimes called adhocracy control, is complementary to market, bureaucratic and clan control. By training and encouraging individuals to take initiative in addressing problems on their own, there can be a resulting sense of individual empowerment. This empowerment plays out as self-control. The self-control then benefits the organization and increases the sense of worth to the business in the individual.

Designing Effective Control Systems

Effective control systems have the following characteristics

1. Control at all levels in the business (Figure 1.1)

. Acceptability to those who will enforce decisions

. Flexibility

4. Accuracy

5. Timeliness

6. Cost effectiveness

7. Understandability

8. Balance between objectivity and subjectivity

. Coordinated with planning, organizing and leading

Dysfunctional Consequences of Control

Managers expect people in an organization to change their behavior in response to control. However, employee resistance can easily make control efforts dysfunctional. The following behaviors demonstrate means by which the managers control efforts can be frustrated

1. Game playing-- control is something to be beaten, a game between the boss and me and I want to win.

. Resisting control-- a blue flu reaction to too much control

. Providing inaccurate information -- a lack of understanding of why the information is needed and important leading to you want numbers, we will give you numbers.

4. Following rules to the letter-- people following dumb and unprofitable rules in reaction to do as I say.

5. Sabotaging -- stealing, discrediting other workers, chasing customers away, gossiping about the firm to people in the community

6. Playing one manager off against another -- exploiting lack of communication among managers, asking a second manager if dont like the answer from the first manager

Bartol, K.M., Martin, D.C., Tein, M. & Matthews, G. (00). Management A Pacific Rim focus. (rd edition) Sydney McGraw Hill.

Davidson, P. and Griffin, R.W. (00). Management AN Australasian Perspective. (nd edition) Brisbane Wiley.

Higgins J. (14). The Management Challenge. (nd edition) Macmillan.

Hofstede. G., Cultures and Organizations Software of the Mind. New York, NYM McGraw-Hill.

http//www.siemens.com/Daten/siecom/India/CC/Internet/Siemens_Corporate/WORKAREA/in_ed_cc/templatedata/English/file/binary/Siemens_Ltd_Q_00_Results_108448.pdf SIEMENS INDIA, Accessed 0pm August , 00 (INDIA)

http//www.siemens.com/Daten/siecom/HQ/CC/Internet/Corporate_Press/WORKAREA/ccp_cc/templatedata/English/file/binary/AXX00074_1084446.pdf SIEMENS AUSTRALIA, Accessed 16pm August , 00

http//www.ir.nestle.com/pdf/English/00_ZoneFocus.pdf NESTLE GLOBAL, Accessed 16pm August 1, 00

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TRADE UNION RECOGNITION

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Our staff of freelance writers includes over 120 experts proficient in TRADE UNION RECOGNITION, therefore you can rest assured that your assignment will be handled by only top rated specialists. Order your TRADE UNION RECOGNITION paper at affordable prices! 1.0 Introduction

This report addresses the introduction of trade union recognition agreements and its role in the 1st century workplace. The report commences with the definition of trade unions and what the aims, objectives and prime functions are. We then go on to look at the structure and trade unions and identify who is involved within this organisation. Once we have distinguished trade unions, we proceed further and take a look at the role of the Central Arbitration Committee (CAC), (the organisation responsible for dealing with certain aspects as the trade union recognition agreement), lightly touching on how the policies and procedures are formulated, and again, who is involved in the process. Here we look at the core aims/objectives and primary functions of the CAC, before moving on to the growth and decline of trade unions identifying why it was necessary to have a recognition agreement introduced. We then go on to analyse how organisations survive with trade unions and how they endure without trade unions. The report then proceeds on to look at the legislative requirements for a trade union recognition agreement and identifies which procedures must be carried out by different organisations, (where they apply), before a union is legible for recognition. Once this has been achieved, we progress on to summarising the article by identifying what type of issues the trade union expects to get involved with, within the organisation, and what other agreements the trade union introduces to work along with. Finally, the report concludes the trade union recognition agreement and how successful it is or is not.

.0 Trade Unions

Trade unions are the most collective form of organisation to any employer. They are a mechanism for change and can also be seen as a means for improving communication. It can be seen as an institution for implementing a source of ideas from employer to employee, in order to improve the organisation. Even though trade unions proceed on the basis of collective bargaining, not every individual's accounts are taken into consideration. This is because, mainly generalities are formed to try and keep the majority happy. Performance related pay may also contribute to this. Everyone has the opportunity to use trade unions to create a channel of communication between organisations. This is due to factors like enormous sizes of many firms, and the given time factor.

The most obvious threat is strikes. Substantially big industrial strikes at, especially, times of economic in capabilities can cause havoc and chaos. According to Webb, (10, p.1), a trade union is

‘A continuous association of wage earners for the purpose of maintaining or improving the conditions of their working lives'.

This is a classical definition that is perfectly relevant today also. However, it is not the only definition, as there are other opinions on how this should be viewed. A more contemporary view can be found through Rose, (001, p.1), provided by the Trade Union and Labour Relations (Consolidation) Act 1, which states that a trade union is

‘An organisation (whether permanent or temporary) consisting wholly or mainly of workers of one or more descriptions whose principal purpose includes regulation of relations between workers of that description and employers or employers' associations'.

The main characteristics that can define a trade union are occupied from Blackburn (167). If the organisation is able to fully incorporate the following characteristics, then it should be considered as a sincere and enthusiastic trade union

• The organisation is able to declare itself as a trade union.

• Identify and record itself as a trade union, with the Certification Officer which can then allow the organisation to a special legal status.

• Identify and record itself with the Certification Officer as an independent organisation, through the Certificate of Independence.

• Associating itself to the TUC, Labour Party or by joining a group of unions.

• Prioritising it to function on the primary aspiration that ensures the maintenance and improvement of conditions of its members.

• The possible use of authority to further its aims, which could for example be achieved by taking significant industrial action.

Trade unions organise mainly by occupation or industry. An example of an Occupational Union is Manufacturing, Science and Finance (MSF), which recruits from non-manual, mainly managerial occupations across industries. An example of an Industrial Union is the National Union of Mineworkers which recruits exclusively from the Coal Mining Industry.

.1 Objectives

The main aims and objectives of trade unions are best summarised by the Trade Union Congress (TUC). These are to

• Improve conditions of work in employment.

• Improve the substantial atmosphere at work.

• Get rid off total unemployment and national poverty.

• Achieve secure employment and income.

• Improve social security benefits.

• Achieve fair shares of income between men and women.

• Achieve industrial independence.

• Achieve a government voice.

• Improve public and social services.

• Achieve industrial control and planning through the public.

(Adapted from Rose, E. 001, p.1)

The above mentioned points are those identified by the TUC as the main aims and objectives of trade unions. However, some of these objectives remain yet to be achieved.

. Main Aim and Functions

The specific functions of trade unions can be found in individual Trade Union Rule Books. Here they are summarised under six headings

Collective Bargaining Concerned with determining wages, hours and conditions of work for union members, and is a central function of trade unions.

Safeguarding Jobs Prime function is to keep union members in their jobs and protect these jobs. They also deal with issues of redundancy, but certain legal requirements apply for a trade union to be consulted in this delicate matter.

Co-operation with Employers This function varies amongst unions and also between employers.

Political Activities The traditional role of trade unions here is to act as political pressure groups. This action may also vary between different unions as those affiliated with the Labour Party, provide a significant figure of the party funds.

Provision of Social Services Sometimes funds are provided for health, unemployment, and reasons of redundancy or death. Legitimate strikes can also be catered for, depending on the size of the union and providing sufficient funds are available.

Provision of Friendly Services Again, depending on the size of the union, facilities may be provided in clubrooms, for leisure purposes.

. Structure of Trade Unions

Trade unions are self-governing organisations which are answerable to their members for their policies and actions. Unions are on the whole replicated on the following structure

Members People who have registered, by payment of subscription are legible to belong to a union.

Shop Stewards Elected by union members as representatives in front of employers (management).

Branches There to support union members on a local basis, from different organisations.

District and/or Regional Offices Here, the personnel are usually full-time union executives. It is the paid job of these people to offer advice and support to local union members.

National Office The union headquarter, offering support to members and responsible for bargaining or operating for improvements to their working conditions. The people at the top of the organisation are elected by the union's members and normally consist of a General Secretary and a National Executive Committee.

Unions Structure Diagram

Union Members

Shop Stewards

(Union Representatives)

Branches

District and Regional Offices

National Office

(http//www.bized.ac.uk/compfact/tuc/tucuni.htm)

.0 Formulation of Policies and Procedures

Trade unions are controlled on the whole by the Central Arbitration Committee (CAC) who is responsible for drawing up related policies, and publishing procedures on a regular basis, for union members to follow, in the case of any work related disputes. Even though the CAC, (a specialist body with statutory powers, able to approach its legislative responsibilities in a variety of ways, including legally binding decisions where necessary), has the final word over trade union decisions, if prompted, it does not provide legal advice/assistance, which is the job of the unions themselves. Laws and regulations regarding recognition agreements are developed and passed through the government. This is the reason why trade unions hope to achieve a voice within a governing body, so that they are able to play a major part with concerning regulations.

.1 Functions of the Central Arbitration Committee

The main function of the CAC is to deliver judgment on submissions relating to the legal recognition and de-recognition of trade unions for collective bargaining purposes, where these cannot be decided willingly. It deals currently with three main areas of dispute, which are

1. Statutory applications for recognition and de-recognition of trade unions;

. Statutory applications for disclosure of information for collective bargaining;

. Disputes over the constitution of European Works Councils.

(Adapted from the CAC Annual Report 00/0, p.1)

. Objectives of the CAC

The CAC's functions are based on achieving four main objectives. According to the CAC Annual Report of 00/0, published on 17th June 00, the Committee was assessed and awarded accreditation for best performance measures and achieved targets in January 00, based on its objectives, which are

1. To achieve outcomes which are practicable, lawful, impartial, and where possible voluntary.

. To provide a courteous and helpful service to all those who approach the CAC, by aiming to publish clear, accessible and up to date guidance and other information on their procedures and requirements.

. To provide an efficient service and to supply assistance and decisions as is consistent with good standards of accuracy and thoroughness, taking into account the wishes of the parties and the statutory timetables.

4. To develop staff so that they are fully equipped to do their work and contribute to the CAC's aims.

(Taken from the CAC Annual Report 00/0, p.1)

4.0 Trade Union Membership Growth

While comprehensive membership grew throughout the period of 145-17, union membership saw a slight decline in most years until 167. However, in the 1 year period of 167-17, trade unions grew vastly due to a certain number of factors identified by Hawkins (181). Some of these growth factors include

• Rate of changes in prices and wages, or inflation.

• Unemployment and the threat of unemployment.

• Employer recognition of trade unions.

• Structural size of an establishment.

• Growth of employment within the public sector, particularly in areas such as health, education and local authority.

• Legal obligations to recognise trade unions.

• Disinclination of women to join trade unions began to vanish as more women started to realise the importance of their rights.

All of the factors mentioned, identified by Hawkins (181), exercise, in one way or another, some kind of positive influence on trade union membership. For example, the structural size of an establishment would mean that large numbers of employees are likely to be treated as members of a group, rather than individuals. Hence, enhancing the reason for more employees to join the union and let the union representatives do what they do best negotiate for the individual.

4.1 The Nature of Trade Union Membership Decline

Waddington and Whitson (15) have found, from their research, a widespread summary of the nature and dimensions of membership decline. Based on this research, below are listed some of the main elements of decline, adapted by Rose (001)

• Male and female unionisation.

• Manual and white collar unionisation.

• Unionisation by sector.

• Unionisation by industry.

Even though trade union membership has seen large quantities of fluctuation during the 180's and 10's, a lot of the membership gains accomplished during the 170's had been eliminated by 187. According to Rose (001), this is the longest period of decline ever to be continuously recorded since 17. The above factors contribute towards decline, as for example, take unionisation by sector, where unemployment grew immensely amongst manual workers (agriculture, forestry and fishing sectors), employment rose dramatically amid non-manual workers. Naturally, the fall in the manual sector meant a decline in union membership and the sudden rise of non-manual labour showed a slow response to union member subscriptions. This also may be due to de-recognition of trade unions as well the rejection to trade unions, of some applications submitted to the CAC for a recognition agreement.

5.0 Managing with Trade Unions

Realistically, managements and trade unions learn to live together, often on a give and take basis, with the belief that neither of them would advance from an atmosphere of resentment or by creating regular conflict. It should be assumed in this situation that communal benefits would come from behaving in accordance with the spirit and as well as the letter of agreed joint regulatory procedures. However, both parties should adopt a realistic pluralist position, recognising the certainty of different view points and opinions, even disputes, but considering it best to resolve issues on a personal basis rather than consult for industrial action.

Even though today, both organisations may be able to make an effort to get on with one another, management still considers giving industrial relations a lower priority. However, management may feel that it is easier to continue to operate within a union as they provide a useful, well-established channel for communication and for the handling of grievance, discipline and safety issues.

5.1 Managing without Trade Unions

The following points adapted by Armstrong (001, p.774), show characteristics of union-free organisations

• Strikes were almost unheard of.

• Labour turnover was high but absenteeism was no worse.

• Pay levels were generally set independently by management.

• In general, no alternative methods of employee representation existed as an option for trade union representatives.

• Employees in the non-union sector are twice as likely to be dismissed as those in unionised firms.

All the above factors indicate greater support to the management and the organisation. However, there are significant differences that can be identified between unionised and non-unionised workplaces. The downside of being employed in a non-unionised workplace is that for the employees are unable to negotiate with the same power as a union member. Thus, there will be little bargaining activity, and therefore, management will have total control over pay related issues as well as hours of work and holidays.

6.0 Legal Requirements (Practical Implications)

Trade unions have the statutory right to be recognised by a reluctant employer, based on the Employment Relations Act 1 (ERA'), introduced by the Labour government. The legislation is designed so that employers may willingly accept the integration of a union into their organisation, providing there is a joint agreement on the terms of collective bargaining, between management and trade unions. However, where an employer refuses recognition, the union must comply with given conditions of the law in order to gain access. The trade union is required to submit an appeal to the CAC with supporting evidence of a signed ballot, (a minimum of 10%), by employees from that organisation, stating membership with the union. Based on the legislative conditions, if the CAC agree to recognition, then the employer is legally bound to communicate with the TU, and negotiate at least, matters concerned with pay, hours of work and holidays. In other circumstances, the CAC is not indebted to pass recognition unless a secret ballot is signed by employees with a minimum of 40% of signatures. Nevertheless, the Employment Relations Act 1, does not apply to any organisation where there are under 1 employees and so, the employer maintains full control over the organisation.

6.1 Trade Union Recognition

Once the trade union has gained recognition, it will want to get involved within the organisation absolutely as much as it can. Unions will want, in some respects, control over all areas of the organisation and will want to change policies and procedures also. They will get concerned with areas such as

• Pay

• Discipline and grievance

• Recruitment selection

• Training and development

Trade unions will also go to the extent of getting other agreements to work with them and make sure they get involved too, for example, health and safety agreements.

7.0 Conclusion

Since the fluctuation period of trade unions, one can conclude that it is best for trade unions to not deliberately push for recognition within smaller organisations even though, those organisations might exceed the number of employees that legally bind the organisation to be recognised by the trade union recognition agreement. However, employers should also acknowledge the existence of trade unions and therefore, voluntarily accept recognition on a minimum of issues such as, matters of pay, hours of work and holidays. It is in the interest of every employee to remain satisfied, within reason, in their work environment. Employers also want the well-being of the company and ability to prosper on grounds of solidarity, whilst maintaining a good working relationship with its employees.

Trade unions should concentrate far more strictly on larger organisations and deal with as much as possible within those organisations, by means of voluntary recognition, or by means of legal recognition. It is the larger organisations that go over-looked by the management of that organisation and employees go treated unfairly. However, this does not mean that trade unions should not play a part within small organisations they should. Nevertheless, even though legislation for union recognition exists, within these small organisations, trade unions should not inflict deliberate trouble upon these companies, where there is no evidence of unfair behaviour between the workforce and management.

As we have seen from this report, trade unions and related organisations like the CAC and the TUC, all work around each other to provide help and support for people who, at work, are not knowledgeable enough to deal with issues that arise in the everyday work place. Everyone has their own way around issues and there are many similarities between these people and the organisations that integrate to get voices heard and personal rights or issues resolved. However, trade union recognition is a problem which must be resolved, for the simple interests of employees, employers and their organisations. The whole purpose of trade unions is to improve and achieve full lengths of communication between employers and their workforce. The matter is simple, if employees are happy then employers will also remain pleased and organisations will run far better, (so long as employees rights, within reason, are met) and the majority will not complain. Similarly, if employees are not satisfied with working conditions then issues will evolve, and where nothing is done, disputes will arise.

8.0 References

• Armstrong, M. (001) A Handbook of Human Resource Management Practice. 8th Ed. London, Kogan

• Blackburn, R. M. (167) Union Character and Social Class. London, Batsford

• Brown, W. et al. (001) the Limits of Statutory Trade Union Recognition. ESRC Centre for Business Research, University of Cambridge. Working Paper No.1

• Central Arbitration Committee Annual Report 00/0

• Corbridge, M. and Pilbeam, S. (00) People Resourcing HRM in Practice. nd Ed. London, Prentice

• Hall, L. and Torrington, D. (11) Employee Resourcing. London, Wimbledon

• Hawkins, K. (181) Trade Unions. London, Hutchinson

• Rose, E. (001) Employment Relations. London, Prentice Hall

• Waddington, J. and Whitson, C. (15) Trade Unions Growth Structure and Policy

• Webb, S. and Webb, B. (10) the History of Trade Unionism 1866-10. London, Longman

• http//agency.osha.eu.int/publications/magazine/1/en/index_15.htm

• http//www.bized.ac.uk/compfact/tuc/tucindex.htm

• http//www.bized.ac.uk/company/tuc/tucuni.htm

• http//www.bized.ac.uk/learn/learn.htm

• http//www.cac.gov.uk/tradeunionrecognition.html

• http//www.eto.org.uk/resource/index.htm

• http//www.geocities.com/CapitolHill/Parliament/5/index.html

• http//www.tuc.org.uk/law/index.cfm?mins=1

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Women in "The Lottery

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Women in "The Lottery"

In Mrs. Jackson's "The Lottery," we see how men use their aggressive behavior to select a woman as the scapegoat for an unnecessary cruel ritual, and mens unwillingness to address changes needed rid men of their evil tradition that victimize women.

The story demoralized women's inasmuch as referring to Mr. Summer's wife as being a "scold," (p 78). "The women wearing faded house dresses--exchanged bits of gossip--'' (78), while Mr. Summers is described as being clean with white shirt and blue jeans. The villages most powerful man, Mr. Summers, who owns the villages most prestigious business, a coal company, is also its major, since he has, Mrs. Jackson writes, more "time and energy to devote to civic activities" (78). Mr. Summers name suggests that he has money and time to do as he wishes. Then comes Mr. Graves, the village's second most powerful as the postmaster. Mr. Graves name could suggest death in the grave after winning the lottery. Finally, there is Mr. Martin, who owns the only grocery store in the village of "More than three hundred" (7). These powerful men who control the village, also controlled the lottery. Mr. Summers, the official, was sworn in yearly by the postmaster (Mr. Graves (7)). Only men assisted in the preparation and administering the lottery, and the lottery box is put away at one of the men place of business. "It had spent one year in Mr. Graves's barn and another year underfoot in the post office, and sometimes it was set on a shelf in the Martin grocery and left there" (7). Those that control the village controlled the lottery. The lottery takes place in the village square "between the post office and the bank"--which symbolize government (post office) and finance (bank) that are controlled by men. The men in the village believed that because they worked they would not draw the paper with the black dot, that they could not be selected to die. The rules of the lottery based on that worked outside the home excluded women thereby they could be scarified. All heads of households (men) drew in each round. Mrs. Dunbar only drew because her husband had a broken leg. Mr. Summers asked "Don't you have a grown boy to do it for you Janey?" (80) Mr. Summers knew that she did not. Jacksons choice of Mrs. Hutchinson as the lotterys scapegoat reveals the lottery to be a device that serves to eliminate the less important villagers (women). Moreover, performing this practice every year will eliminate all women's who resist men so men will stay in power. Mr. Summers, "Bill,"--"you draw for the Hutchinson family. You got any other households in the Hutchinson?" "There's Don and Eva," Mrs. Hutchinson yelled. "Make them take their chance!" (8) Mr. Summers reminded her that her daughter draw with her husbands' family. Clearly, the power in the village lies with the head of the household (men) and the women's are insignificant. When Mrs. Hutchinson is selected, and before she is stoned, Mr. Summers asks her husband "Show us her paper, Bill." (8) As though she could not hold up her own paper. The most disgusting part of the story is that "someone gave little Davy Hutchinson a few pebbles" (8) to stone his mother. The men of the village socialized little Davy, making sure he new what he (as a male) should do to women.

In Mrs. Jackson's, "The Lottery," is designed by men to eliminate the less important non-working villagers who happened to be women. The lottery only serves to reinforce actions of men and their unwillingness to change a hideous tradition, regardless of its unfairness, deliberately targeted at women.

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Frederick douglass

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"Is life so dear or peace so sweet as to be purchased at the price of chains and slavery? Forbid it, Almighty God! I know what course others may take, but as for me, give me liberty, or give me death!" Patrick Henry, although dead before Frederick Douglass was ever born, used his words and poetically described Douglass's life. Originally known as Frederick Bailey, he was born into slavery but lived to become Frederick Douglass and accomplish an impressive legacy. His childhood was filled with only awful memories of cruelty and inhumanity. When Frederick had learned of the significance of literacy, he educated himself and immediately planned an escape to success. He became one of the most prominent African American of the nineteenth century who represented the black minority as a successful orator, journalist, and anti-slavery leader. As a young man, he deviously escaped slavery and headed north toward freedom, or at least the closest thing to freedom for men of color at that time. He spoke to many people in this area, instilling the importance of eradicating human bondage. While living in the New England area, he became a great author, writing many articles for local newspapers and even composing three versions of his autobiography. During this time in his life, Mr. Douglass also campaigned for the elimination of slavery and civil rights for minorities. He became an inspiration to all and held governmental positions as he persistently worked for constitutional rights throughout his entire life. Frederick Douglass's arduous past led to his successful influence on the abolition of slavery and effort to end racial discrimination.

Frederick Douglass was born Frederick Augustus Bailey in Tuckahoe, Maryland (, 15). He was unaware of his exact age, for he never saw any authentic records containing it (6). Supposedly his birth was around February 1818, but since many of the slaves and other siblings he grew up with had no accurate knowledge of their own age, the fact was left a mystery for his entire life (6). Several slave masters prevented the distribution of slaves' birth dates and obstructed the ability to visit their parents as an effort to keep them ignorant and stripped from individuality (, 5). Even if he tried, Frederick would not have been able to visit his father because he had no idea who he was (, 6). It was known that his father was white and many rumors led Douglass to believe that he was his mother's master, but nothing was ever certain (, 6). However, Frederick was fully aware of who his mother was, but, unfortunately they were separated when he was an infant and were only able to see each other approximately five times during his childhood (, 5). Due to this occurrence, Frederick strongly felt that "slavery made his mother a myth and his father a mystery" (6). Douglass, therefore, lived with his grandmother, Betsey Bailey until he was old enough to work (6). During this time Douglass was raised to believe that he was a special individual and was completely naïve to the fact that he was born a slave. Ms. Bailey repeatedly tried to instill a feeling of self-worth into her grandson by verbally reinforcing his strengths.

Frederick Douglass finally reached the age when he could no longer be sheltered from the future that he was destined. At the age of six, Frederick's grandmother had told him that they were taking a long journey, when in actuality she was bringing him into the world of slavery (8, 1). After many days of traveling westward, they approached an enormous elegant home, the Lloyd Plantation, where several children were playing on the front grounds. Ms. Bailey pointed out three of the children whom were Frederick's brother and sisters and instructed Douglass to join his siblings (8, 1). Within five minutes of this command, his grandmother was gone along with his freedom; he now belonged to Aaron Anthony (6). At this time, Mr. Anthony was not considered a rich slaveholder, he owned only two or three farms, but still needed the help of an overseer, Mr. Plummer, to manage his plantations (, 151). Plummer was most notable for his inhumane treatment of Anthony's slaves (, 151). Douglass recalls being awaked in the middle of the night by the high pitched shrieks of his own aunt, whom Plummer used to tie up to a pole, and whip her naked back until she was literally drenched in her own blood (, 15). "No words, no tears, no prayers, from his gory victim, seemed to move his iron heart from its bloody purpose. The louder she screamed, the harder he whipped; and where the blood ran fastest, there he whipped the longest. He would whip her to make her scream, and whip her to make her hush; and not until overcome by fatigue, would he cease to swing the blood-clotted cow skin."(, 15) It was at this point Frederick reassessed his position in life and realized he could no longer work under this cruel individual and decided he would do whatever he could to get out of this terrible situation.

Douglass used his natural charm and tactfulness, which many people found engaging, to become noticed and stand out from the rest of the slaves. Aaron Anthony's daughter, Lucretia Auld, was immediately drawn to these unique characteristics and took a liking to Frederick, doing whatever was within her power to protect him (8, ). In 186, she informed him that he was being sent to live with her brother-in-law, Hugh Auld, to run errands and care for his infant son, Tommy (, 168). Frederick enjoyed this easy work and grew to love the young boy (8, ). Sophia Auld, Tommy's mother, would frequently read aloud from the Bible and Douglass would often listen, extremely intrigued. One day, when Frederick was about ten-years-old, he asked his mistress to teach him to read and she readily consented (6). Sophia became so excited about how well the young slave was doing, she told her husband what she had done (8, ). Hugh became enraged. It was prohibited by the state to teach a slave to read and felt a slave was considered "unfit" if he was competent and literate (8, ). Mr. Auld instructed Sophia to cease the lessons immediately, but this restriction failed to hinder Frederick by any means. It was from this outburst of disapproval from his master that Frederick discovered that learning how to read and write was his pathway to freedom.

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Douglass adopted a plan to make friends with poor white children he met on errands and use them as teachers (, 06). He would pay for these "lessons" with pieces of bread taken from the Auld household (8, ). This strategy was proved to be successful by its positive results; Mr. Douglass gradually obtained the knowledge to read (, 08). At the age of twelve, he used the little money he had earned from doing tedious errands and bought a copy of The Columbian Orator (6). This piece of literature contained a collection of speeches and essays dealing with liberty, democracy, and courage (6). Frederick was greatly affected by the speeches on freedom and began reading local newspapers to learn more about abolitionism (8, ). His dreams of emancipation were encouraged by the example of other blacks in Baltimore, most of who were free (8, ). However, Douglass's imaginings were delayed because of new laws passed by southern state legislatures that made it extremely difficult for owners to free their slaves (8, ). Frederick's dreams of his own freedom and civil rights for all seemed to be put on hold.

Nevertheless, Frederick would not let these new regulations impede his primary goal of attaining independence. He began to organize a Sunday religious service for slaves, which met near Saint Michael's church every week (8, ). It was at these congregations that blacks were schooled and plans were made for an escape to the North (6). The group planned to steal a boat, row to the northern tip of the Chesapeake Bay and flee on foot to the free state of Pennsylvania (8, ). Unfortunately, one of Frederick's associates had exposed the plot and a group of armed white men captured the slaves and put them in jail (8, ). Douglass was imprisoned for about a week, when surprisingly, Thomas Auld came and released him (6). Auld promised Frederick that if he worked hard, he would be freed when he turned twenty-five, but Douglass knew better than to trust any slaveholder (8, 4). While working for Thomas, Douglass met a group of free sophisticated blacks and became a member of an educational association called the East Baltimore Mental Improvement Society (8, 4). It was within this party that Frederick learned his debating skills and met his future wife, Anna Murray (8, 4). After spending so much time with this assembly of free individuals, Douglass's need for freedom was enhanced.

Frederick Douglass needed money to pay for traveling expenses, so he finally made a proposition to Mr. Auld, whom eventually accepted reluctantly. Mr. Douglass was given the privilege of being able to work for extra money during his free time in addition to his obligations to Mr. Auld. Frederick was to take care of his own room and board and pay his master a set amount each week, keeping any extra money for himself (, 1). Sadly, he forgot to pay Thomas Auld on time and, as a result, Auld was furious and revoked his hiring-out privilege (8, 4). Frederick, enraged, refused to work for a week and during this time he decided that on September , 188, he would be on a train heading to the North (8, 4). A friend gave him "sailor's protection", a document that certified that the person named on it was a free seaman (8, 4). Also, he borrowed money from Anna and bought a ticked to Philadelphia; he was on his way to freedom (8, 4). On September 4, Frederick arrived in New York City and officially left his life of slavery. However, Douglass was not considered completely emancipated by the many slave catchers residing in the North (6). Douglass's decision to become pro-active and leave Auld was extremely important and served as a colossal turning point in Douglass's life.

"A new world had opened upon me." (6) Within this new world, Frederick Bailey became Frederick Douglass (8, 6). He borrowed this name from a character in a book he was reading at the time as an effort to avoid being captured (5). One of the first actions Frederick took with his newfound identity was to subscribe to the Liberator, a newspaper edited by William Lloyd Garrison, a famous outspoken leader of the American Anti- Slavery Society (5). Inspired by Garrison's paper, Douglass became involved in the abolitionist movement and regularly attended lectures for the AASS (5). He also served as a preacher at the black Zion Methodist Church where Mr. Douglass became involved in a battle against white southerners who forced blacks to move to Africa (8, 6). In 18, he encountered one of his first experiences as a writer when a collection of his anti-colonization statements was published in the Liberator (8, 6). Although these beginning accomplishments may seem minor, they opened the doors to his future greatness.

In August 1841, he saw his hero, William Garrison for the first time (8, 7). A few days later, Garrison was attending a speech that Douglass was giving before a small crowd, immediately saw his potential as a speaker and hired him to be an agent for AASS (8, 7). His job entailed talking about his past and selling subscriptions to the Liberator and the Anti-Slavery Standard (8, 7). His first speeches were about his personal encounters with slavery and descriptions of the slave masters' brutality (5). Pro-slavery propaganda circulated from the South to the North, giving false impressions of what slavery was truly like; Frederick's experiences were exactly what the people wanted and needed to hear at the time (5). Prior to his recounts of his own life as a slave, many people in the North believed fictitious stories that slaves lived better lives than poor whites and that slaveholders were harassed by mobs led by abolitionists (8, 7). Frederick's lectures were circulated throughout Massachusetts and immediately became a success (6). The Herald of Freedom a local newspaper in Concord, Massachusetts declared, "As a speaker, he has few equals." (8, 7) After a few months of his local lectures, he became so popular that he was in demand to spread his words throughout the entire New England area.

Traveling throughout the northern region made Frederick Douglass evolve as a speaker as well as a writer. In 184 he was asked to continue his work and voyage throughout Massachusetts and New York with William Lloyd Garrison in addition to other prominent speakers (8, 8). A year later, Douglass decided to participate in the Hundred Conventions project, the AASS six-month lecture tour of speakers traveling to meeting halls throughout the west (8, 8). Although Frederick enjoyed this work thoroughly, he found it very demanding and time consuming. He was forced to live in poor segregated accommodations while traveling and was roughly handled when he refused to sit in the "Negro" sections of trains and steamships (8, 8). In addition, many of the meetings in the western states were often disrupted by pro-slavery mobs (6). While on tour, Frederick Douglass had reached opposition from many abolitionists who thought his ability as an orator was growing too fast and audiences were no longer sympathetic towards him (8, 8). They felt he should keep talking about his life as a slave rather than the goals of the anti-slavery movement (5). Douglass refused and much of his audience began to believe that his stories were false (5). The Liberator even printed "How a man, only six years out of bondage and who had never gone to school could speak with such eloquence- with such precision of language and power of thought- they were utterly at a loss to devise." Despite these hardships, Douglass continued his writing and was sure he found his purpose in life; he was to make everyone aware of the importance of equality and an individual's civil rights.

It was all the animosity towards Frederick Douglass that motivated him to ignore what people thought and persevere with what he felt was right. With this thought in mind, Douglass spent the winter of 1844 to 1845 writing and publishing his life story (6). Despite the risk, he took the chances of using actual names of people and places connected with his years in slavery (8, 8). Wendell Philips, friend and fellow abolitionist leader, suggested that Frederick dispose of the manuscript and warned him that people from the past would attempt to return him to a life of bondage (8, 8). However, Frederick was determined to have his stories printed, despite the possibility of slave catchers pursuing; the world needed to hear his story (8, 8). By May 1845, over 5,000 copies of the Narrative of the Life of Frederick Douglass, an American Slave were sold (6). The book immediately became a best seller due to its moral force; it was the story of a man's dignity, courage, independence, and path self-discovery. Despite his instantaneous fame, federal laws still gave Thomas Auld the right to seize his property- Frederick Bailey (8, 8). To protect his freedom, Douglass rightly felt the need to leave the United States for some time.

During the summer of 1845, Douglass decided to fulfill a dream he had long held, to travel throughout England (5). Even though he was forced to stay in the steerage, second-class, during his trip overseas he was extremely excited to finally go to Britain (8, ). While on board, he had made many friends and was even asked by the captain to give lectures on slavery (8, ). When he finally reached Europe, Frederick felt free from prejudice. He was treated as a man, as opposed to a second-class citizen, and was welcomed into homes, hotels, and restaurants (8, ). Fleeing America during this time not only saved him from slave catchers, the expedition also gave him the opportunity to speak to English audiences and gain their support for the American anti-slavery movement. Douglass wrote Garrison to inform him how he had encountered such little racial prejudices among the British and invited Lloyd to join him in the beautiful nation (8, ). Garrison accepted and the two men traveled around England as a powerful team of anti-slavery lecturers (5). Both became involved in campaigns against the discrimination of minorities and promoted constitutional rights (8, ). In August of 1846, Douglass gave the most controversial speech of his career at the World Temperance Convention held in London (1, 65). Within this oration, he attacked the American temperance movement because it failed to criticize slave owners who used alcohol to pacify their workers and because temperance activists were hostile to free blacks (1, 65). Douglass was tremendously satisfied with the outcome of his trip to England and was soon ready to go home. Even though he was ready return to America, recapture still remained a possibility for him if and when he came back. Fortunately, this problem was resolved when unknowingly; two English friends raised enough money to buy his freedom (6). $710.6 was sent to the Auld family and on December 5, 1846; Hugh Auld signed the papers that declared Frederick Bailey a free man (5). In the spring of 1847, Douglass returned to America, where his work remained to free his people in bondage.

Frederick Douglass had left the United States, a national success as a writer and lecturer, but returned as a sensation worldwide. Alas, upon his homecoming, many abolitionists felt that Hugh Auld's payment for Douglass's freedom supported Auld's right to own him (8, 10). Douglass argued that his freedom was the gift of friends and that he saw Hugh as his kidnapper, not his master. The ransom had been paid; he could now fight the battle against slavery with a free mind (8, 10). His chains were broken and the opportunity to help others was finally in sight. With additional funds raised by his supporters in Britain, Douglass decided to create a new abolitionist newspaper (1, 80). Garrison was opposed to this idea because he felt the people needed Douglass as a lecturer rather than the creator of another anti-slavery newspaper (8, 10). Due to Frederick's high regard and respect for Garrison, he took this suggestion in consideration and in August 1847, joined Lloyd on a lecture tour throughout the North (8, 10). Sadly, Garrison became seriously ill and Douglass was forced to continue the tour without him.

Upon completion of the tour, he continued with his aspirations of creating the abolitionist paper. Frederick decided to publish it in Rochester New York, further west than the home of the Liberator. On December , 1847 his weekly newspaper, the North Star was finally born (1, 80). At first, habitants of Rochester were upset to see another anti-slavery paper, but eventually the city took pride in being the home of the North Star. Unfortunately, the glowing reviews were not equal to the money needed for the production of the paper and Douglass had to depend on his own savings and contributions from friends to keep the paper going (5). He was driven back to the world of lecturing in an attempt to raise efficient funds for the North Star. The cash earned continued the publication of the newspaper as a weekly until 1860 and as a monthly for three more years (5). After 1851, the paper was referred to as Frederick Douglass's Paper and served as a symbol of the potential for blacks to achieve whatever goals they may set for themselves (1, 8). The newspaper changed its focus from promoting the elimination of slavery to highlighting the success by prominent black figures in American society (1, 8). Frederick Douglass's Paper had a much more significant personal effect on Frederick himself; the paper marked the end of his dependence on Garrison and other white abolitionists.

By the end of the 1840's, Frederick Douglass was well on his way to becoming the most famous and respected black leader in the country. He had proved himself to be an independent thinker and courageous spokesman for black liberty and equality. Douglass tried to establish a black vocational school by asking many famous people for financial aid, but was unsuccessful because he was unable to raise sufficient funds to start the school (1, 7). Rochester, his hometown, contained public schools that would not admit black students and Frederick was forced to send his eldest daughter to a private school, which promoted segregation (1, 7). The separation motivated Douglass to campaign against segregation in Rochester's school system, and in 1857 his efforts to integrate the schools succeeded (6). Frederick also became an active partisan in the Underground Railroad as the superintendent of the entire system in his area (8, 1). His home became an important station on the railroad and a shelter to hundreds of fugitives (7, 1). His participation in the school systems and the Underground Railroad led to the involvement in many other events that would not only affect the present, but the entire future of the country.

The next major proceedings that would serve as challenges to Douglass and his followers involved the civil war and the presidency of Abraham Lincoln. Douglass was a crucial supporter of Abraham Lincoln as he was running, and won, the presidency (, 110). Lincoln's inaugural speech however, was somewhat disappointing to Frederick. Contained in the address, the President promised to uphold the fugitive slave laws and not interfere with slavery in the states where it was already established (5). Soon after, the Civil War began. For Douglass and the abolitionists, the war had a different and more significant meaning; it was a battle to end slavery (, 11). They had the two following major goals in mind emancipation for all slaves in the Confederacy and the Union Border States, and the right for blacks to enlist in the armies of the North (, 11). As the war went on, more and more people in the North became influenced by Frederick's speeches and were able to empathize with his point of view. He used his words powerfully until, not only the northerners, but the President as well came to agreement with his goals. On December 1, 186, President Lincoln issued the Emancipation Proclamation, a speech that freed all slaves in areas not held by the Union troops (6). Simultaneously, there were many other changes taking place.

During this time in history, the black man was still not allowed to defend himself within the military. Douglass began to instill the importance of belonging to the United States army to blacks and promoted their inclusion among the whites. He had gained the support of enough of the population to make an impact. Finally, in 186, as a result of Frederick Douglass's actions, Congress had authorized black enlistment in the Union army (8, 15). Frederick was asked to help recruit black soldiers, including his two sons, into the Massachusetts 54th Regime, the first group ever to contain black militia (6). He immediately agreed and began promoting through speeches and newspaper advertisements (5). Frederick promised equality in the Union army, but this soon proved to be false. Blacks were paid half of what the white soldiers earned, received inferior weapons, inadequate training and were not allowed to become officers (8, 15). When he heard of this maltreatment, Douglass immediately ceased his recruitment efforts, but when Lincoln promised changes, he began again. The war continued, a difficult struggle for both those fighting to unite the United States and those battling to end slavery.

Finally, both wars had concluded. On April , 1865 the war to abolish slavery in all areas of the United States had been won (8, 16). Yet, Douglass still remained dissatisfied. He argued, "Slavery is not abolished until the black man has the ballot." (8, 17) A group of radical Republicans joined with the abolitionists in a campaign for voting rights for black men. Frederick did not have the support of president Johnson; instead, the two had opposing views. Johnson intended to support the interest of southern whites and block voting rights for blacks while Douglass felt need for changes in the southern state governments (8, 17). Both leaders took their cases to the American people and Douglass won (8, 17). The result of his long fought battle was the adoption of the fifteenth Amendment, which guaranteed all citizens the right to vote, regardless of their race (5). Instantaneously, the role of the black citizen became a pivoting force throughout the nation.

Taking advantage of the new opportunities offered to them, a large number of blacks were elected to the state legislatures and won seats in Congress between 1868 and 1870 (8, 18). Frederick Douglass was also given a high political position as US Marshall in the District of Columbia (5). Everyone appreciated his work, up until his death on February 0, 185 (6). His bereavement saddened the world; all black public schools closed for the day and parents took their children for a last look at the famed leader (8, 1). His life was spent battling the prejudice he, along with all other minorities, faced because of skin color, sex, or heritage.

Although one would like to think Frederick Douglass's many efforts ended discrimination, this is not the case. The Ku Klux Klan is a perfect example of how bigotry still exists today. The KKK is a secret terrorist organization that originated in the southern states during the period of Reconstruction following the American Civil War (7, 1). The group uses violence and intimidation to keep blacks segregated and to prevent them from voting and holding office (7, 1). The assembly believes in the innate inferiority of blacks and therefore mistrusted and resented the rise of former slaves to a status of civil equality and often to positions of political power (7, 1). Neo-nazism is another bias group that is present in today's society. The main purpose of this group is to promote the idea of racial superiority by distributing propaganda and seeking support for their cause (4, 1). As minorities start to come in to their own, the amount of paranoia grows regarding the idea that the position of the white person is threatened (4, 1). White Supremacist organizations are found in the United States as well as abroad. Although racism still existed after Frederick Douglass's death, he was extremely successful in giving blacks more freedom in America than they had ever possessed.

Frederick Douglass's beliefs have had a profound impact on the history, as well as the present, civil liberties for all. He promoted of the addition of the fourteenth and fifteenth Amendments to the Constitution. Within these ratifications, slavery was abolished and blacks were given the right to vote and the opportunity to enlist in the army. Frederick's speeches gave hope and faith to many blacks not only within the country, but worldwide. He served as a prime example of an individual who climbed the social ladder from the very bottom, to the peak. Through his words and actions, he was able to influence future leaders, such as Martin Luther King Jr., Jesse Jackson, and Booker T. Washington, to fight for equality. Most importantly, Frederick Douglass made the black population worth more than just three fifths of a person.

WORKS CITED

1. Douglass, Frederick. Life and Times of Frederick Douglass. New York Collier Books, 16.

. Douglass, Frederick. My Bondage and My Freedom New York, New York Literary Classics of the United States, Incorporated, 14.

. Douglass, Frederick. Narrative of the Life of Frederick Douglass An American Slave. Cambridge Belknap Press of Harvard University, 160.

4. Feil, Jordan. "Neo-Nazism." [Online]. http//library.thinkquest.org/166/summary/neo.html. September , 001

5. Frederick Douglass. Videocassette.

6. Frederick Douglass When the Lion Wrote History. Videocassette. PBS Home Video, 14. 1 hr. 1 min.

7. Massengill, Pat. "Littleton History Littleton Organizations." [Online]. http//www.littletongov.org/history/organizations.htm. September , 001.

8. Thomas, Sandra. "Frederick Douglass Abolitionist/Editor."[Online]. http//www.history.rochester.edu/class/douglass/part.html. September 10, 001.

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Ben and Jerry's: ethical or not

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Ben and Jerry's ethical or not?

Word count 756

Extended essay

Abstract

In my extended essay I am tackling the question whether Ben and Jerry's is an Ethical company. For that it was needed to outline what Ethics in Business in the first place means. I stated what a company can do to be possibly viewed as ethical. To compare the behaviour of Ben and Jerry's with ethical norms I listed down various actions of Ben and Jerry's which can be viewed as good (ethical) or bad (unethical) actions towards society. My conclusion then states that the company Ben and Jerry's can be viewed as ethical since they do act in many areas and ways very responsible but on the other side they can be viewed as an unethical company since they failed in certain parts and didn't stick to their mission statement which should not have happened and might happened accidentally. But in the end it is due to every individual how they want to view Ben and Jerry's which is made up by their believes how an ethical company should act like.

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Context page

Page 4. Ethics in Business

Page 5. Ben and Jerrys history and goals

Page 6. Corporate Social Responsibility

Page 8. Ben and Jerrys Ethical side

Page 11. Ben and Jerrys Unethical side

Page 1. Conclusion

Page 1. Bibliography

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Ethics in Business

Ethics in general are beliefs how to act which makes people behave in a positive way, where ethics in businesses is how a company applies these ethical believes in their actions and is used to see whether a decision might be right or wrong. To define ethics the different viewpoints of individuals or groups have to be taken into account, because that influences what they identify as ethical or unethical. In many countries the government tries to ensure that companies behave in an ethical manner by putting up laws. But these laws do not ensure fully that a company will behave ethically. Unethical behaviour might be described the following actions; when a company trades with a country where a inhuman regime has the power, or when a big difference between the wages of the head of a company and a normal employee, or the trade in arms. Today more and more companies have set up own codes of behaviour which they try to fulfil with the best intentions.

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1. Ben and Jerry's history and goals

The successful ice cream company Ben & Jerry's Homemade Inc. was founded by two childhood friends called Ben Cohen and Jerry Greenfield in 177 on December the 17. They opened their first shop in a gas station in Burlington, Vermont, after completing an ice cream correspondence course at the University of Pennsylvania for 5 dollars. After being extremely successful and very popular Ben and Jerry's became a leading company, with nearly an 40 percent share of the ice cream market and passing the 00 million dollar mark in 18, with sales in the US, Canada, Europe and Japan. They own around 00 franchises. Although the company made high profits it is acting now as a non-profit making firm, which was the first case in history. Ben and Jerry's was also a founding member of Business for Social Responsibility (BSR), with more or less 1400 other businesses whose aim it is to help member businesses to sell their products and/or services so that they can be commercially successful and show respect for ethical values, people, communities and the environment.

Today Ben and Jerry's is trying to be responsible for the welfare of society as a whole but it has not always been like this, fact is that when Ben and Jerry's began their business they didn't have the intentions to run a social responsible business, they just saw themselves as ice cream dealer as long as they wouldn't have any other opportunities. In 18 they were about to sell their company, but Ben Cohen knew that business exploits the community, its employees and the environment, so he thought about it and came to the result that by keeping the firm to do it differently and better. So Ben Cohen and Jerry Greenfield decided to gain enough money to break even and use their business to make a change in society. In 184 they started to sell shares of Ben & Jerry's but only to the people from Vermont because they felt responsible to give back the people who supported them at the beginning when they opened their first small shop in Vermont.

In 188 Ben & Jerry's created a Mission Statement, which aims to produce, sell and distribute top quality products, than make profits but also giving career opportunities and financial rewards for their employees and to play a major role in society as a business to improve life quality local, national and international. By achieving this mission they take care of people inside and outside the business and improve the communities of which they are part. Ben & Jerry's try's to use its Mission Statement in daily decision making so that the company stays profitable and so that the communities profit of them.

Ben & Jerry's often dose what they say, even if it reduces the profits, for example, in 188Ben & Jerry's stopped producing a very popular ice cream made with Oreo because the Oreo supplier is a business called RJR Nabisco, which is big tobacco producer. Another example is when the Japanese offered to introduce their products in Japan, where Haagen-Dazs, a main competition for Ben & Jerry's, was the leading ice cream supplier, Ben & jerry's refused to sell their products there because the Japanese corporation had never in its history done anything to improve anything in their community.

The company was awarded a couple of times, for example the Working Mother magazine named the business as one of the best in a hundred for working mothers and in 188 the Business Ethics magazine awarded the company with the third rank out of a hundred.

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. Corporate Social Responsibility (CSR)

In the past it was only important for a company to sell their goods and/or services at high enough prices, which maximise the profits, and the goal of surviving was the only social responsibility. But in the 1870 people started thinking about their behaviour towards people and a couple of years later the government made laws, which were about child labour and workplace safety and other things. In the 10 during the Great Depression made a change from an economy where businesses could do what they wanted to a more mixed economy with more active and organized labour and more influenced by the government. In 15 the Wagner Act made a change to favouring workers over the industry. Court justices, who were geared towards business, were changed into court justices, who are more geared towards labour and social aspects, that gave more power to government and unions. The government than made many socially orientated programs, which aims were to change the countries mind towards more socially thinking. This lead to a big change for the survival of companies because since this change it is now important to be social responsible because the consumers view towards a company is now based more towards the companies behaviour and therefore businesses had to improve their images.

After the world war two the role of a business in society became more important. People created watching unions, which were founded to make sure that the public interest was kept, just like the American Civil Liberties Union, the Sierra Club and the Federal Trade commission. They were made to look after business ethics and for the judgement of corporate and individual behaviour in businesses and society. The government made than more detailed laws, after some individuals made profits from unclear legislations, to the social responsible behaviour by companies just like the Civil Rights Act, National Environmental Policy Act and the Consumer Product Safety Act. From 16 until 17 the government also made the four key regulation agencies, which are the Equal Employment Opportunity Commission, the Occupational Safety and Health Administration, the Environmental Protection Agency and the Consumer Product safety. From than on the managing a company became a lot different because of all these demands by society to follow the regulations.

In the 180 business realised that it is important for them to be socially responsible rather than just make as much profit as possible for the shareholders. One factor for this was the public interest in that by the media like newspapers, magazines, television, etc. Another factor was the consumer rights movement which examination the actions taken by businesses and more and more business were taken to responsibility for their actions. During that time the media also published information's about Ben & Jerry's, because they did good in terms making their business and did good socially. The publishing of the "mistakes" of the businesses lead to an increasing demand by consumers that the company being social responsible otherwise over /4 of the consumers would change the brand.

In the last couple of years investors increasingly invested in socially responsible investments funds, in 1 it was more than one trillion dollars, just like Domini Social Equity Fund or the Ethical Growth Fund, which received the title of Fund of the Year in 18 for being the best fund over others.

All the laws make sure that businesses are responsible for the society as a whole and not only for its labour and shareholders. Being socially responsible is today essential for every

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business because it is important for its image and therefore a major issue for a company's success. The company has to act in an economically and environmentally perfectly to not damage their image and to disappoint their shareholders.

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. Ben & Jerry's Ethical side

Ben & Jerry's is giving every year 7.5 percent of its pre-tax profits to charity organisations. Compared to the normal American company who usually only give around one percent of their pre-tax profits. A part of the money is given to Community Action Teams (CATs). These groups are spread in many communities in Vermont and they are given money to donate it to groups that do community service, e.g. they gave more than hundred and fifty thousand dollars to organisations such as Wildlife and others. They also give their workers the opportunity to do community service work in their local area, for example in 18 staff from a factory in Springfield build a park with a playground and a picnic place.

Money is also given to the Ben & Jerry's Foundation which was created by Ben Cohen in 185 with a donation of stock. Its purpose is to improve the world by giving the employees of Ben & Jerry available resources to help organisations that work on solving environmental and social problems. They are fighting to make a change society and to solve problems, which lead to racism, sexism, economic unequally and environmental deterioration. The decision-making is done by the Foundation's Grant Making Committee which is voted by nine employees of Ben & Jerry's. The foundation has funded many social institutions for gay rights, youth empowerment and antinuclear campaigns to which big amounts of money were given by this foundation.

Another part of that money is given to the Corporate Giving, therefore Ben & Jerry's made up a Matching Gift program in 18, which purpose is to place workforce to communities disposal who are being paid by them. They also give money to non-profits just like the Vermont Businesses for Social Responsibility, the Vermont Youth Corporation, etc.

Beside that Ben & Jerry's also gives half of its revenues gained by its factory tours to the Entrepreneurial Fund, which gives money to organisations and business with a, in their opinion, right mission for the company. They also give the chance to their labour to do and create their own community service and still receiving their normal wages.

Ben & Jerry's also does a lot good to their employees, with their human resources policies, which they achieve successfully. They even got an Optima Award in the Quality of Life section given by the Personnel Journal for the good relation to their employees and for the great atmosphere in the company. Reason for that is first the communication in the company so that employees have even the chance to speak to Ben Cohen and Jerry Greenfield personally. They also have their own personal supervisor who they can make improvement suggestions and can tell them weather they are treated respectfully inside and outside the company. A good example that shows how much Ben & Jerry's cares for their workers was in 11 when they had to close down a facility, they gave over 1/ of 100 workers jobs at the factory and in the community. They did mainly paid community service like organising a concert for the children and much more.

Ben & Jerry's also tries to make the working place more attractive to their employees, for example, they founded the Joy Gang which gets an annual budget of 0000 dollars. The Joy Gang, who are employees who do that in their own time, meet several times a year to discuss what events they could organise. One of the first things they did was a massage and pizza party, which went so well that the company decided to have, massages every second month. The Joy Gang also gives up to 500 dollars to individual departments to make their working place nicer, or they organise dressing days where the one with most outstanding costume wins some prices.

Ben & Jerry's also offer benefits to their employees after they have been working for a certain for the company. Workers of Ben & Jerry's receive a 5 percent discount on the ice cream, a 40 percent discount on merchandise and they get food 0 percent cheaper which is sold but not produced by Ben & Jerry's. Other benefit is health insurance, including baby-care for mothers and x-ray check up for breasts. Than employees get a life insurance, which cost about twice the employers annual salary and they receive a dental insurance. They also get a disability plan, where workers get 60 percent of their normal salary after the disability acquired and for the duration of the disability. Pregnant women get paid their full salary for six weeks and after that they get sixty percent of their salary for the next six months. When a man becomes father he is allowed to leave for twelve weeks, of which he gets paid the first two weeks. Employees are also able to make financial management seminar, they can have a counselling before buying a house and can get a loan program to buy a house. Once a year they get to measure their blood pressure and do cholesterol screening. Employees get every year ten paid holidays. When a employee decides to adopt a child Ben & Jerry's pay the most 1500 dollars and the new parent of the adopted child gets four weeks of and gets paid his normal salary. Employees have their own smoking are and they all get a free health club membership. Each employee gets an assistance plan, which includes confidential and free counselling for family, marital and personal issues and substance abuse. In their retirement plan they get fifty percent of a workers payment is paid by Ben & Jerry's. Another very positive aspect about Ben & Jerry's is that it was the first company that gave benefits to gays and lesbians when they got married.

Ben & Jerry's also pays their workers a salary which is over the average salary of 8.5 dollars per hour. They calculated the total cost they will have in their live including things such as rent, food, taxes, health, savings, transportation and a few other things which made them conclude that a salary of .5 dollars per hour.

In 1 Ben & Jerry's was the first company to sign the Coalition for Environmentally Responsible Economies (CERES) principles. The CERES is made out of many different groups such as investors, social, justice and a few other groups and was founded to make companies to act environmental responsible. The ten principles include sustainable use of all natural resources, biosphere protection, energy conservation, reducing and disposal of waste, reducing risks and informing the public and the CERES. By signing that Ben & Jerry's showed that they take responsibility for the environment and showing the intention to improve and let the public now about it. For being responsible towards the environment also means to Ben & Jerry's to involve their own staff in making a change. Therefore they founded the Green Team where voluntary workers are involved. They created a newspaper called Eco-Notes in 18 and gave out to all the workers an Employee Waste Awareness, which included a video, and written pieces, which they handed out in some facilities. Than every employee receives a Employee Orientation Handbook where there is a section about Environmental responsibilities, where the CERES principles are shown and how each worker can help the company to achieve them, and than there is a Environmental Awareness Week every October for the whole company.

Each factory of Ben & Jerry has its own Environmental Coordinator, who is there to take care of the environmental practices, like recycling, waste, composting and water management. They also invented new technologies so that energy is won by solar energy and to treat the ice

Extended essay

cream waste. Ben & Jerry's also takes care about recycling, waste decrease and machines that

use energy efficiently. They are also taking steps to demonstrate against nuclear power in Vermont and they are also giving money to a research program for cars powered by electricity. A very important issue is that they only do business with company that just as environmental responsible. In 1 Ben & Jerry's started using paper that is chlorine free for its cartons. They did so because chlorine in paper is a major cause of toxic water pollution in the US. Therefore Ben & Jerry's is cooperating with Greenpeace so that people become aware of this problem and they are even make the information about the packaging available for everybody.

Other positive aspects of Ben & Jerry's actions is that they support a brownie supplier called Greyston Bakery for one of their ice cream flavours. Ben & Jerry's had to change their machinery so that they were able to use this specific brownie brand in their ice cream. Ben & Jerry's did so because Greyston Bakery is a non-profit making business whose workers are homeless people and other people with a low income. Greyston Bakery also runs a childcare facility, a healthcare centre such as a housing centre for people infected by HIV.

They also made up something called PartnerShops to non-profit organisations whose workers are people who usually do not get a job.

Ben & Jerry's also make great attempts to involve minority groups and woman into their company and business making. They increased the number of companies, which are owned by woman or coloured people, with who they do any sort of business. They also aim to increase the number of franchises owned by coloured people and woman. Two people in the senior management were coloured and two were woman in 18. One third of the Board of Direction was coloured and/or a woman.

Ben & Jerry's made and is still making big efforts to do socially good but they still can improve.

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4. Ben & Jerry's irresponsible actions

In the early 10s Ben & Jerry's decided to give sugar water, which was the result of cleaning up their ice cream machines, to farmers instead of having such a waste which is polluting. Those farmers were feting the sugar water to their pigs. In the view of Ben & Jerry's they have done something socially responsible because they found a new purpose for this waste product. Unfortunately the pigs died as soon as they reached the weight of 00 pounds and they never reached the weight of 600 pounds, which is the normal weight for a grown up pig. Probably the worst thing in this case was that Ben & Jerry's was not talking about it and deleted this case out of the annual report.

In 188 Ben & Jerry's set up a partnership with Jason Clay to produce a new ice-cream product with an exotic nut. Jason Clay was supporting the rainforest to help farmers in the Amazon to produce rainforest products such as flowers, fruits and nuts. Of Ben and Jerry's new nut ice-cream product 60 percent were going to charity, and the employees shared 10%. The purpose of it was to give local Amazon people an option to work as farmers rather than cutting down the rainforest or work in mining. Unfortunately problems came up since the producer of the nuts in the rainforest were not able to produce quantity or quality for Ben & Jerry's product. Another problem was that was not mend to be was that the workers who produced the nuts were not local people. They were mainly Portuguese. To replace the missing quantity of nut for their product they got it of some businesses of South-America who were not acting socially responsible at all. Those companies were not pro labour and some of them even criminal. Only 5 percent of the nuts, which were needed to satisfy demand, came from those native rainforest farmers who mend to produce it all. Those bigger suppliers became even bigger and took over the market so that the farmers out of the rainforest got pushed out of the market in South-America. The result was that the farmers had to sell of their land exactly what was mend to be achieved.

Another thing about Ben & Jerry's is that they are only using ingredients of high quality in their products but fact is that farmers in Vermont from where Ben & Jerry's receives their milk products are using toxic pesticides. Ben & Jerry's claims that the farmers would not be able to succeed in business if they would not do so.

In 14 the company Ben & Jerry's was searching for somebody to replace Ben Cohen's position while he became a chairperson. Specially for that Ben & Jerry's launched a competition where anybody was allowed to participate. They just had to write a short poem of a hundred words and up to 0000 people participated. But reality looked differently and Ben & Jerry's a firm to search for a appropriate leader for them. They came up with Robert Holland who worked before for McKinskey & Company. He did write a poem but only after accepting the new position at Ben & Jerry's.

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5.Conclusion

Ben & Jerry's is a company which should be respected for their great attempts to do socially good. It is a company that is making profits and on the other side they are doing good things to society but not all of their actions are as it is expected from a company with a mission statement like Ben & Jerry's has it. It shows how hard it is for a company to fulfil its social duty and making profits at the same time.

From my point of view is Ben and Jerry's a company which has done a lot of good things in its past and in their case I would say that Ben and Jerry's is ethical. Ben and Jerry's is a company which stands for many norms of ethical behaviour and I think even today many other companies should look at Ben and Jerry's as an good example for an ethical company.

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