Answer to Question 1
Answer: Apple faced an ethical dilemma with one overseas partner. Like many other electronics and computer companies, Apple contracted with manufacturing facilities in countries, including China, where laborers are paid less than in the United States. This wage difference is not unethical. However, reports emerged that the people were forced to work seven days a week and often more than 10 hours a day. In addition, working conditions in these factories were unsafe, which led to explosions in two iPad factories in China, killing 4 people and injuring 77.
Was Apple responsible for the abusive working conditions and safety violations at these overseas facilities? Were the company's local contractors responsible? The ethical issues in this situation are complex. Apple has a supplier code of conduct that all suppliers agree to follow. And following the explosions in the two Chinese factories, Apple made a commitment to monitor the plants more closely. However, the abuses continued and critics accused Apple of ignoring reports of unsafe working conditions and of taking advantage of different ethical practices to increase profits. As Nicholas Ashford, a former chair of the National Advisory Committee on Occupational Health and Safety, said, What's morally repugnant in one country is accepted business practices in another, and companies take advantage of that. Apple, however, contends that it does not want to take advantage of workers. CEO Tim Cook said that We believe that workers everywhere have the right to a safe and fair work environment. To ensure this safe work environment, Apple engaged an intermediarythe independent Fair Labor Associationto conduct voluntary audits of all suppliers' facilities in China by inspecting the plants and interviewing workers. Apple's suppliers have agreed to abide by the results of the audits and to make changes in wages and working conditions.
Answer to Question 2
Answer: Your colleague is focusing on something else, which will likely prevent him from listening carefully. If you begin by describing your project in great detail, he will probably tune you out. Instead, briefly describe what you want in such a manner that he understands why you are communicating. To prevent him from objecting that he is too busy, you may also add I don't think it will take much time, but if it does, I'll be glad to help you on your project, too. Offering to return the favor by helping him on his current project or at some future point will help overcome his resistance. At this point, your colleague will be ready to listen.
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