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Bangladesh Factory Collapse

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Finance officer
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Willy g.
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documents in English
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case study
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11 pages
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  1. Introduction
  2. Overview of Bangladesh Factory Collapse
  3. Report Aims/ Objectives
  4. Factory Management Officials
  5. Rana Plaza Owner: Mohamed Sohel Rana
  6. Construction Company
  7. Dhaka Local Authority and the National Government
  8. The Factory Customers
  9. Factory Employees
  10. Thorough Inspection of Bangladesh Factories
  11. Conclusion

In the recent past, organizations have increased their attention on corporate social responsibility (CSR). This follows numerous transformations in the contemporary society, such as globalization and technological differentiation. Therefore, as an ethical practice as well as a marketing strategy, companies are increasingly incorporating CSR in their business plans (Hopkins, 2007; Lee, 2008).

Research indicates that CSR relates to the manner in which firms work responsibly in an attempt to enhance attainment of their objectives, by meeting their stakeholders' demands (Banerjee, 2008; Dahlsrud, 2008). These stakeholders include employees and their families, customers, shareholders, government and the general public (Crane, Matten, and Spence, 2008). Nevertheless, the principal idea behind CSR is the utilization of the firm's profits through management of environmental, economic and social factors, in order to minimize their impact in the larger society (Dahlsrud, 2008). In this regard, this report seeks to discuss critically, who is to blame for the Bangladesh factory collapse on April 2013, at the Rana Plaza, which resulted to the death of more than 1129 individuals, with respect to CSR principles.

[...] According to Scott director at Worker Rights Consortium, western multinational companies pressure Bangladesh garments factories to supply products continuously, yet pay poorly (Durkin, 2013). As such, the garment factories in Bangladesh do not have enough funds to renovate or repair their factories in an attempt to enhance their employees' safety (Anam, 2013). Suppliers are among the principal external stakeholders of organizations, which mean that they are included in CSR (Balmer, Fukukawa, and Gray, 2007; Belal, and Cooper, 2011). Additionally, owing to the numerous complaints on working environments that employees are exposed in developing countries, most developed countries have set rules that multinationals accessing products from developing countries must have a suppliers' code of ethics (Spence, and Bourlakis, 2009). [...]


[...] Stringent Adherence to Suppliers Code of Conduct Customers of the collapsed factory were also blamed for placing enormous pressure on the factory to provide products (Durkin, 2013). As such, these customers' did not care to consider whether the factory was implementing its suppliers' code of conduct, which stipulate that suppliers must give their staffs a safe working conditions and environments. Therefore, multinationals must be in the frontline to ensure implementation of their suppliers standards by their suppliers' (Davies, and Aston, 2010). Conclusion This report analyzed the Bangladesh factory collapse incident, which took place on April 2013, and led to the death of 1129 individuals. [...]


[...] Westhead, R Bangladesh Factory Collapse: Sheuly Begum, a Survivor. [Online]. Available at [Accessed 12th February 2014]. [...]


[...] Was it ethical for the collapsed factory employees to report to work regardless of the danger that faced them? The response to this questions could settle the arguments whether the collapsed factory employees are to or not to blame (Belal and Cooper, 2011). Recommendations Thorough Inspection of Bangladesh Factories Analysis of the findings that followed the collapse of Rana Plaza illustrates that, negligence on the part of inspection parties, Dhaka local authorities and the national government, was the principal reason behind the collapse of the building (Durkin, 2013). [...]


[...] A., and Welford, R A comparative study of corporate social responsibility in Bangladesh and Pakistan. Corporate Social Responsibility and Environmental Management, 108-122. Reynolds, M., and Yuthas, K Moral discourse and corporate social responsibility reporting. Journal of Business Ethics, 47-64. Schwartz, M. S Corporate Social Responsibility: An Ethical Approach. Canada: Broadview Press. Solomon, J. and Solomon, A Corporate governance and accountability. New Jersey: John Wiley & Sons. [...]

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