assessment two

8/9/2019 Assessment Two

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Assessment Two Report/Justification

(and Weekly Exercises 6-12)

Prepared by Name : Robert MillsStudent Number : Q38226263Date : Monday, 30 August 2010

I certify that this assignment is my own work, based on my personal study and / or research,

and that I have acknowledged all material and sources used in the preparation of this

assignment whether they be books, articles, reports, lecture notes, and any other kind of

document, electronic or personal communication. I also certify that the assignment has not

previously been submitted for assessment in any other course or at any other time in thiscourse, unless by negotiation, and that I have not copied in part or whole or otherwise

plagiarised the work of other students and / or persons. I have read the CQU policy on

plagiarism and understand its implication. I can produce a hard copy of this assignment

within 24 hours if requested.


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Assignment - Table of Contents

Report - Our Employees Health and Well Being ................................ ..................... IEssay - Justification of Health and Well Being Implementation Programmefor Global Corp ................................ ................................ ................................ ........ VReferences ................................ ................................ ................................ .............. XExercise Six ................................ ................................ ................................ ............ XIOral Presentation The Model Train Hobby ................................ ................................ .... XI

Exercise Seven ................................ ................................ ................................ ..... XIIIScenario 3 Impromptu Discussion with Colleague ................................ ....................... XIIIScenario 4 Impromptu Discussion with Colleague ................................ ....................... XIIIScenario 5 Meeting in a Doorway ................................ ................................ ............... XIV

Exercise Eight ................................ ................................ ................................ ....... XVGroup Dynamics................................ ................................ ................................ ............. XV

Exercise Nine ................................ ................................ ................................ ...... XVIIInformation Gathering Five Articles ................................ ................................ ............ XVIIExercise Ten ................................ ................................ ................................ ....... XVIIIInformation Management Plan ................................ ................................ ..................... XVIII

Exercise Eleven ................................ ................................ ................................ .... XIXSigning Off? ................................ ................................ ................................ .................. XIX

Exercise Twelve ................................ ................................ ................................ .... XXIn the work environment, personal beliefs or opinions are more important thanprofessional ethics ................................ ................................ ................................ .......... XX


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Assessment Three COMM11003

Our Employees Health and Well Being

A Sound Investment

Prepared by Name : Rob MillsPosition : Manager Human Resources

: Global Corp Pty LtdDate : Friday 29

thMay, 2009


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Table of Contents

Abstract ................................ ................................ ................................ ............................ IIIIntroduction ................................ ................................ ................................ ...................... IIIRationale ................................ ................................ ................................ ........................... IIIResearch................................ ................................ ................................ ............................ IIIResults ................................ ................................ ................................ ............................... IVRecommendations................................ ................................ ................................ ............. IVReferences ................................ ................................ ................................ ......................... IV


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AbstractGlobal Corp is a major competitor in the widget market. Over the economic boom

period Global Corp has grown the business extremely well. However the challenge

now exists during the decline in the world economy. Global Corp must take theopportunity to gain efficiency to stabilise the market position and gain a place forgrowth as the world economy returns to growth. The key to the recent growth and

potential for securing position in the market is the employees of Global Corp.The productivity of the employees needs to be nurtured through improving theirhealth and well being.

This report provides an insight into the potential of implementing a health and wellbeing programme. Acceptance of the key recommendations will set Global Corp onthe path to sustainability and growth when the global economy returns to normal.

IntroductionGlobal Corp has always valued their employees. Over the previous five years GlobalCorps net worth has grown by an average of 15% per annum. During this period our

productivity has doubled. To enable this growth the company has invested in two $10million laser widget machines. With such significant investment and the tightening ofthe global economy, the need now exists to improve productivity and efficiency withthe current resource base. Market conditions are expected to drive demand of widgetsto 20% below peak levels. To mitigate the movement in demand, widgets will have to

be sold with a lower margin. This strategy is intended to stimulate demand to provideoptimum commercial returns considering the current economic climate.

RationaleTo achieve this outcome, the widgets must be produced at a lower cost. To enable thislower production cost, employee availability and employment costs need to be

optimised. Employee retention and motivation are key elements to optimalproductivity. In early 2008 discussions were held with regards to the implementationof an employee health and well being programme. Whilst the global economic crisishas impacted sales heavily, now is the time to make some small investment in thehuman capital of Global Corp. The adoption of a health and well being programmeneed not only consider cost initiating concepts, but may also include cost reducing outcomes. Such options as part-time and flexible work hours arrangements will have not

drive additional cost, but actually provide a reduction in direct wages and provide forless absenteeism due to family commitments. As demand for widgets has lowered, it

is expected some lower levels of staff availability will not impact production.

ResearchThe option of employee health assessment programmes can boost productivity by upto seven percent. This was identified in a report commissioned by Leighton PropertiesPty Ltd and Grosvenor Australia Investments Pty Ltd in 2006, into health and well

being in the workplace. The report, The Future @ Work Health Report (Wesley,2006) was written by Wesley Corporate Health and had key recommendations to notonly improve company productivity, but also company corporate social responsibility.These recommendations included a health and well being audit, health programmes,

physical activities strategies, education, healthy eating, and work/life balancestrategies.


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ResultsFrom the study into this potential programme, we have determined Global Corp will

be in the position to realise the full seven percent boost in productivity. Constant

outputs and further minimisation of operational delays will lead to improved contractperformance and reduced penalty payments. Our customer satisfaction index can beexpected to improve by three times the productivity improvement. Customer

satisfaction improvements will allow Global Corp to sustain current customers andpossibly gain new clients. Global Corp will be in a very good position for growth asthe economic cycle returns to growth.

Global Corp will also gain enormous potential from this programme through ourcorporate social responsibility perception. Taking a keen interest in our employeeshealth and well being, and delivering a healthier workforce, will create a corporateimage that will appeal to potential customers and employees. Global Corp needs the

best employees to gain the edge in the competitive widget market. Becoming anemployer of choice is one of the corporate goals. Implementation of a health and well

being programme will give Global Corp every chance of meeting this goal.

RecommendationsGlobal Corp needs to test the acceptance levels within the employees through a staffsurvey to garnish the levels of support. In discussions whilst developing this reportwith some staff, the response was extremely positive. Whilst this survey is beingcompleted, an implementation plan should be developed with full costing and timings.

A corporate health partner will need to be sourced. There are a number of corporatehealth companies available. A reputable selection will need to be made. Investing

funds at this time needs to ensure the result is achieved. The wrong partner could seefailure and no return on the investment

The programme should focus of the key risk areas of health, including healthy eating,cardiovascular fitness and mental fitness. From the review of data during the researchfor this report, these are the major areas for improvement in Global Corp. This

recommendation is endorsed by the Wesley health report referenced.

Finally, the programme needs to be targeted at all levels. All employees contribute tothe companys performance. Segregation of such a programme between managementand shopfloor staff will provide negative relationship issues. This again may negatethe intended returns from the programme.

References

Wesley, 2006 The Future @ Work Health Report Employees and Their WorkPlace Wesley Corporate Health 2006.


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Essay Justification of Health and Well Being

Implementation Programme for Global Corp

The economic downturn has impacted businesses significantly. One major outcome

has been the loss of income and margins for companies. As such spending has been

halted or cut back from pre-existing levels. This report was developed internally to

demonstrate the potential in implementing an employee health and well being

programme. This initiative was previously identified, however due to the economic

climate, further substantiation is required. This analysis of the report utilises the

PAIBOC principles (Locker & Kaczmarek 2007). These principles provide a

comprehensive review of the message delivered by the report. Each principle is

reviewed individually thus providing an overall picture of the reports effectiveness.

The report is in short format and references another key report by Wesley Corporate

Health to assist in further substantiation of the case put forward.

The purpose of this report is to inform management in the potential of a health and

well being programme for Global Corp. The potential was recognised through

improved productivity and corporate image. Global Corps performance over the

economic boom and the link between the employees and this performance was

established. This is reinforced in the introduction, where reference is made to

stimulate the demand of widgets during the economic slowdown. This stimulation is

to be provided via improved productivity. The average worker has higher health risks

and the outcome of these risks is approximately seven percent loss in productivity

(Wesley, 2006). The corporate image is also considered via demonstrating corporate

social responsibility (CSR). The World Business Council for Sustainable

Development defines CSR as: Corporate social responsibility is the continuing


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commitment by business to contribute to economic development while improving the

quality of life of the workforce and their families as well as of the community and

society at large (WBCSD, 1998). It is this contribution to economic development and

quality of life of the workforce that is in focus of this report.

This report is aimed at influencing management of the company. The key focal points

are aimed at improving the financial result and corporate image of the company.

These are key elements of business sustainability. Delivering on these focal points

will achieve company goals, even whilst the economy is in a downturn. Components

of the Rationale and Research section refer to an external report commissioned by

Leighton Properties Pty Ltd and Grosvenor Australia Investments Pty Ltd (Wesley,

2006). The reference of this report is to add credibility to the argument through

independent findings. However as the audience intended is the company management,

the outcomes are generally quantified through improved productivity and sustained or

increased market share. After all, the company exists to maximise shareholders value

in most definitions.

The parameters required of this report required a short length of 700-800 words. As

such, including an adequate level of information to encourage management for a

positive response was challenging. Further again, is the challenge of justifying the

investment and measuring the outcomes of the investment under rigorous

management scrutiny during tough economic times. Management faces a large

amount of anxiety whilst trying to please shareholders (Pyle, 1979). The information

provided allowed the reader to understand the current position of the company, how

the company got to this position, the importance of employees in this positions, how

these employees can improve the forecast performance of the company and finally,


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how the company can leverage off the programme and gain greater corporate image.

Recommendations are provided to wrap the benefits into some elementary steps for an

implementation plan. Also noted in the Recommendations is a staff survey. This is

intended to provide the management some due diligence will take place prior to the

commencement of any investment.

The report is clearly developed to provide benefit to the company and the employees.

Firstly the employees will benefit through improved levels of health. This can reduce

employee health risks by up to 56% at an annual rate of 10% (Wesley, 2006). Average

employees in Australia will incur 2.9 risks of adverse health under current levels of

fitness and wellbeing (Wesley, 2006). The introduction of a health and wellbeing

programme will not only provide benefits for the employer, but also the employee.

Improvements will be found for the employee at home through reduced stress levels

and increased levels of activity. The employer will improve productivity, reduce

sickness costs and garnish an improved corporate image. Corporate image is now

regarded as a key motivator for customers. Good reputation can be used as a

competitive advantage and a source of financial performance (Inglis, Morley,

Sammut, 2006). With the downturn and globalisation, Global Corp needs to take

every benefit available.

The obvious objections to the findings and recommendations of this report will be the

costs incurred when company profits are in decline. Corporate health and well being

programmes are extremely hard to measure and benefits are only noticeable in the

medium to longer term (Pyle, 1979). Risks of these programmes are with the level of

employee commitment. Extensive components of participation are outside of

company time and control. Again management will need to take trust that employees


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will heed the messages delivered during health audits. The argument supplied in the

report highlights the company benefits through potential seven percent improvements

in productivity and improved corporate image. The argument for increased cost

during these periods of downturn is hard to achieve. Providing a staff survey prior to

expenditure of funding will also give management confidence due diligence will be

carried out. Funds need not necessarily be spent if the staff attitude and willingness is

not there. Whilst acknowledging cost, the focus on the positive outcomes will deliver

stronger message.

Consideration has been given to the context of the current economic climate, position

of the company in the market place and corporate goals and objectives. To facilitate

the current economic slowdown, the report focuses on improving productivity with

the current workforce and providing a launching pad for increased market share as the

market returns. During economic cycles, companies increase productivity through

labour rationalisation, labour cost reductions or increased output. The increased

outputs will only work with market demand. This demand is stimulated by reduced

sales prices and thus reduced operating margins for the company. Additionally, the

company

As part of this review, we have considered all of PAIBOC principles (Locker &

Kaczmarek 2007) and how the message through the report is delivered. From an

overall perspective, all principles have been addressed. The report considers the

current economic climate, but also how the company cannot afford to remain under

current levels of productivity and staff attitude. Employees are identified as the key

element to improving the forecast outlook and preparing for future growth

opportunities. The report targets the audience by communicating in their language.


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The types of programmes must relate to corporate goals and intent (Pyle, 1979).

Global Corp has a key goal of corporate image. Management of companies are

focused on improved productivity and corporate image. These two objectives will

ensure Global Corp maintains its position in the competitive widget market. The

report demonstrates how the company can move forward during a difficult period

through some investment in its people, whilst at the same time being careful in how

this can be done.


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References

Inglis, Robert; Morley, Clive; Sammut, Paul. 2006. Corporate Reputation andOrganisational Performance: an Australian Study - Managerial AuditingJournal 21, no. 9 : p934-947, November, 2006. http://www.proquest.com/ (accessed

May 29, 2009).

Locker, Kitty O. and Kaczmarek, Stephen Kyo. 2007. Business Communication:Building Critical Skills- 3

rdEdition. McGraw-Hill/Irwin. New York

Pyle, Richard L, 1979. Performance Measures for a Corporate Fitness Program -Human Resource Management (pre-1986) 18, no. 3 (October 1): 26.http://www.proquest.com/ (accessed May 28, 2009)

WBCSD, 1998 CSR Meeting Changing Expectations - WBCSD StakeholderDialogue on CSR, The Netherlands, Sept 6-8, 1998. Retrieved May 28, 2009http://www.wbcsd.org/DocRoot/hbdf19Txhmk3kDxBQDWW/CSRmeeting.pdf

Wesley, 2006 The Future @ Work Health Report Employees and Their WorkPlace Wesley Corporate Health 2006http://www.weshealth.com.au/default.asp?PageID=69&n=Future40Work+Executive+Health


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Exercise Six

Oral Presentation The Model Train Hobby

Answer

Chooo-Whooo! All aboard! Yes these are the common catch phrases we have grownup with, when we consider trains. But this is only the first step. Yes, trains have beena large part of the history of most recent western societies. Railroads have been usedto connect the country and provided a life-blood to many cities and townships.

It has been this romance that has provided the development of one of the worldsgreatest hobbies....the model train and railroads. Take yourself back to your youngerdays and think of your first train set. A lot of young children can remember Santaleaving their first train set under the Christmas tree. Where are those children now?

As a matter of fact, there are a large amount of them sitting in front of me right now.Whether you are young enough for the Thomas the Tank Engine or need to remember

back to the Hornby Circus train you can still feel that warmth and fascination.

Let us bring those memories forward into todays terms. Model railroading is one ofthe largest hobbies in the world. The diversity is enormous. When we first speak ofdiversity we speak of rail gauge. The gauge is the distance between the rails. Ofcourse models build these trains to scale. Therefore our rail gauges are built indifferent scales. You can start with N scale which is nine millimetres between rails.The nine millimetres is to represent what is known as standard gauge, or four feet andeight inches in real terms. Other gauges can go up to any size. A larger one isavailable for viewing at Train Park, on the first Sunday morning of each month. Thisis the G Gauge and 125 millimetres between the rails.

I myself am modelling a Qld Rail layout using HOn3. This gauge is HO scale but isrepresenting the Queensland gauge of three foot and six inches. It allows a more trueto scale representation of our rail within Queensland. The techo speak of gauges is

probably for us fanatics, but the hobby itself provides many avenues of satisfaction.You can simply put the track together and watch your train run, enjoy the actual

building of the models or actually design, build and operate your entire layout withfull automation.

Ching-Ching! Well most hobbies are done for the enjoyment. With model trains you

can spend however little or much as you like. It all depends on you. A simple set withsome track and locos and wagons can cost as little as $100 or you can spend upwardsof $40,000 on a building a full brass replica of an operating coal fired steam engine.The saviour of eBay has lightened the load on the pocket. This has provided a simpleway of attaining good quality and quantity of model train capability at some better

prices.

This has only scratched the surface of the desire that has been burning in us all since

we were kids. Im sure youll soon be donning the rail engineers hat or catching upwith the fat controller for a chat on how to get.....All aboard!


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Notes

ChoooWhooo....AllAboard!

y Introo History of Railo As a child

Santa

Thomas the Tank Engine Hornby Circus train

y Modern Day

o Scales - many N Scale G Scale Train Park days

o My hobby Scale Qld Rail

o Operateo Buildo Design

Ching-Ching!

o Cost

Low $100 Full Brass replica $40,000

Choice eBay saves

y Scratched desireo Engineers hat oro Fat controller

......AllAboard!


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Exercise Seven

Scenario 3 Impromptu Discussion with Colleague

Answer

In reviewing this scenario, the computer operator is noted to show numerous negativesigns of non-verbal communication.

y Computer operator continues working not facing other colleague. This givesthe other colleague a feeling of lack of importance.

y Answering phone provides distraction from discussion and the overheardmessage indicates the computer operator has no time for this discussion.

y The computer operator asks the other colleague to continue talking whilst shecarries out another task. This gives a feeling of lack of listening on behalf of

the computer operator.y When the colleague is finished asking for advice, the computer operator does

not seek any clarification and simply tells the colleague to make their owndecision. The colleague feels as though they have wasted their effort inattempting to discuss this issue.

Scenario 4 Impromptu Discussion with Colleague

Answer

In reviewing this scenario, the computer operator has shown positive signs of non-verbal communication.

y Computer operator warmly welcomes the colleague into the room. Thisprovides the colleague with a feeling of comfort for the upcoming discussion

and feels no significant burden of impost.

y The computer operator provides adequate seating arrangement for comfort anddiscussion face to face. The colleague feels a full open discussion can be heldthrough the face to face contact.

y The computer operator blocks incoming calls that may distract from the

discussion. The colleague feels the discussion will be issue will be listened toas there are no distractions.


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Scenario 5 Meeting in a Doorway

Answer

In reviewing this scenario, the colleague entering the room is noted to show numerous

negative signs of non-verbal communication.y Initial entry into the conversion is imposed by the colleague entering the room.

The others are having a discussion and feel some disrespect as discussioncould have been personal.

y Entrant to the room moves close to the other parties and personally touchesthem. This leaves the other parties feeling uncomfortable with invasion oftheir personal space and some violation through inappropriate touching.

y The entrant to the room moves around constantly during the discussion. Thisleaves the other parties wondering if the entrant is listening attentively or hasother things on his mind.

y The entrant to the room is dismissive of arguments before seekingclarification. This leaves the other parties with a feeling of inadequacy and

frustration as they have not fully conveyed their message before decisons arereached.


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Exercise Eight

Group Dynamics

Answer

Recently, at my place of employment, I was involved in a meeting with some internalsuppliers on how we can improve our current process for internal trading. My focusrevolved around the mechanics of aligning payment with the physical delivery ofservices. The group involved in reviewing this process and working of solutionsinvolved operations, finance and commercial managers from the internal supplier andthe planners, programme manager and myself, from a finance perspective. The current

relationship involves a level of political tensions, as is reasonably common in largersegmented corporations.

The group leader was a contested position within the early part of the meeting. Mostrepresentatives of each section were keen to ensure significant diligence was given totheir needs. As convenor of the discussion, I assumed the role of group leader after theinitial expression of needs from each area. The aim of the meeting was to engage oursupplier in the process whilst ensuring there was awareness of the customer-supplierrelationship. In assuming this role, the commercial manger from the supplier sidealmost assumed an adversarial role in protection of the suppliers interests as a whole.

The members of the group interact well during discussion and this has lead to some

improved outcomes. During the discussion some points of conflict arose. These weredealt with allowing all parties to provide their input. Some members required to belead into the discussion to ensure no conflict arises outside of the forum.

As previously noted, tension was noted mainly through non-verbal forms. Clearindicators were the folding of arms, leaning directly towards opponents whoseopinions was in direct conflict and some over talking. The operational managerstended to be at the front of the tension. This is derived from the nature of their role to

produce outputs. Administrative and process alterations often impose losses ofproduction availability. These are key measures of operational performance.

Conflicts arise through the lack of commonality in business performance indicatorsand goals. These conflicts are addressed through from all parties providing inputopenly and consideration to impacts to each area. The outcomes are reached throughgroup consensus with the goal of the forum as a focal point.

In this forum, the strong personalities present minimised the level of groupthink.

Some level was prevalent towards the end of the allocated time for discussion. Withtime being limited for the operations managers in particular, some groupthink

diminished the importance of some implementation steps of the key deliverables ofthe forum.


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Group decisions were reached by allowing all parties to contribute, work through theoptions, apply a reality check through process and resource requirements, and finallyreview agreed outcomes ensuring all understood the impacts and their requiredcontribution. This was recorded in minute form and forwarded to all participants forfurther feedback.

The diversity and influence capability within the group brought forward a vast arrayof experience and consideration. The minimal groupthink outcomes were key to thesuccess of the groups objectives. Many conflict resolution techniques were displayedfrom some members of the group. This minimised the burden on the leader tofacilitate all conflict resolution.

Experience from previous forums involving designated roles for a facilitator, haveproven very successful. One improvement to the forum used in this example wouldhave been the use of a designated facilitator. This may have assisted in reaching theoutcomes in a timely manner. Prior planning on some technical argument would havealso reduced the time required to educate all parties in the technical detail of proposed

options. Again this would have had a positive time impact. These positive timeimpacts would further reduce the groupthink pressured by time at the end of theforum.

Overall the group was successful in reaching agreed outcomes. The true test will bethe delivery or the outcomes into practice. This will further test the level ofgroupthink that resulted from the forum.


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Exercise Nine

Information Gathering Five Articles

Answer

I have searched the PROQUEST database for articles relating to automotive

electronics These are the key words used for the search that has found the five

articles below.

A study by The Freedonia Group has found the demand for automotive electroniccomponents such as safety, entertainment and communications system, will increase

by 7.5% annually through 2011 (BNP Media, 2007)

The book Understanding Automotive Electronics is easy to read and a goodeducational tool for those interested in automotive electronics (Willis, 2004).

As under the hood temperatures can vary between -65 degrees and 150 degrees C,General Motors is working with Sandia National Laboratories to introduce weaponsgrade telemetry for automotive electronic systems (OConnor, 1995)

The AEG-Q100 standard was created by the Automotive Electronics Council toprovide a quality system guideline for automotive manufacturers to define the stepsinvolved in delivering a qualified product (Prengler and John, 2006)

Whilst Robert Bosch GmbH has downsized it staff by over 2000, it has positioneditself to ride out the global economic downturn by maintaining or even growing the

business as part of the constant growth of automotive electronics (Murphy, 2009)

BNP Media, 2007 Automotive Electronics Demand Growing - Assembly 50, p 10BNP Media, 2007. http://www.proquest.com/ (accessed May 24, 2009)

Willis, B, 2004. Understanding Automotive Electronics - CircuitWorld 30, no. 2 p57. MCB UP Limited, 2004http://www.proquest.com/ (accessed May 24, 2009).

O Connor, Leo. 1995. Researching lean-burn engines - MechanicalEngineering 117, no. 8 p28. American Society of Mechanical Engineers, 1995.

http://www.proquest.com/ (accessed May 24, 2009).

Prengler, A, and John, N. 2006. Designing for Quality in Automotive Electronics -Portable Design, March 2006, p18-19. Penwell Publishing Company, 2006http://www.proquest.com/ (accessed May 24, 2009).

Murphy, T. 2009. Bosch Exec Sees 'Glimmers of Hope' - Ward's Auto World, April, p20. Penton Media Inc., 2009 http://www.proquest.com/ (accessed May 24, 2009).


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Exercise Ten

Information Management Plan

Answer

A knowledge management system is paramount to developing a solution for thesetypes of situations. One such example for a company involving sales of products andmanaging customers is commonly referred to as a CRM (Customer RelationshipManagement) information system. Typically these systems are a single point forcustomer information. This can include customer information, sales, feedback and

product lines. These systems become a hub for the customer and in particular the salesstaff of all information from that supports the customer relationship. Charles Schwabrecently released a report, Getting the Most out of your CRM (CustomerRelationship Management). It describes the CRM system as an integratedinformation system that is used to plan, schedule and control the presales and postsales activities in an organization (Business Wire, 2009).

The implementation of such a system and supporting processes would have a majorcomponent that allows for customer feedback being incorporated into a task. This taskcould then be tracked from initial recording of the feedback item, through the fullsystem development cycle for IT projects, to publishing and finally back to sales whocan complete the feedback loop to the customer. A sample process flow incorporatingthe CRM system facilitation is demonstrated below.

All staff members have a part in the process. Definition of roles and centraladministration of the process can provide opportunity to mitigate some possibilities of

process failure. The key is the knowledge management point of the CRM. Whilst thesystem can effectively provide the tool, many failures of these processes come back tothe level adherence by staff members.

Business Wire, 2009 New Charles Schwab Report Shows How CRM Can HelpIndependent Advisors Increase Productivity and Enhance Client Service Business Wire, May 11, 2009http://www.businesswire.com/news/schwab/20090511005226/en

Record

Issue

ScopeTask

Task

Developers

Review &Test

Publish

Documentation

Invoice ifRequired

Communicate to

Customer

RecordTaskInfo

RecordTaskInfo

RecordTaskInfo

RecordTaskInfo

RecordTaskInfo

RecordTaskInfo

RecordTaskInfo


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Exercise Eleven

Signing Off?

Answer

In reviewing this scenario, the Association for Computing Machinerys SoftwareEngineering Code of Ethics and Professional Practice (Version 5.2) (ACM, 1999)has been used as base for development of opinion.

1. Principle one relates to the Public. Section 1.03 states the member should approve software only if they have a well-founded belief that it is safe, meetsspecifications, passes appropriate tests, and does not diminish quality of life,diminish privacy or harm the environment (ACM, 1999). The product willnot meet the above principle as the specification will not be met in the publicgood.

2. Principle two relates to Client and Employer. Section 2.06 states the membershould identify, document, collect evidence and report to the client or theemployer promptly if, in their opinion, a project is likely to fail, to prove tooexpensive, to violate intellectual property law, or otherwise to be problematic(ACM, 1999). Jason knows the product will be problematic as the overallfunctionality has been reduced

3. Principle three relates to Product. Section 3.08 states the member shouldensure that specifications for software on which they work have been welldocumented, satisfy the users requirements and have the appropriateapprovals (ACM, 1999). Clearly this product will not meet the clients

specifications and as such will be in breach of this principle.

4. Principle four relates to Judgement. Section 4.03 states the member shouldMaintain professional objectivity with respect to any software or relateddocuments they are asked to evaluate (ACM, 1999). The document in front ofdoes not meet the client specification when reviewed objectively.

5. Principle five relates to Management. Section 5.12 states the member shouldnot punish anyone for expressing ethical concerns about a project (ACM,1999). The supervisor should consider this when Jason disagrees with thereport

As can be seen, the code of ethics for this association is developed to serve theinterests of all parties involved and in particular uphold the integrity of the members.Jason should have confidence in the professional ethics that enshrine his membershipto the association. He should discuss this with his supervisor directly and refer to thecode of ethics of which Jason is bound.

ACM, 1999 Software Engineering Code of Ethics and Professional Practice(Version 5.2) Association for Computing Machinery, Inc. and the Institute forElectrical and Electronics Engineers, Inc, 1999.http://www.acm.org/about/se-code


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Exercise Twelve

In the work environment, personal beliefs or

opinions are more important than professional ethics

Answer

Ethics are the rules of team to function as a team. These ethics originate from beliefsthat benefit the majority. Engineers should put design ahead of cost, accountantsshould put standards ahead of profit, doctors should put healing ahead ofeuthanasia....etc. These are examples of how ethics are applied ahead of personal

belief and opinions. Is the individual above the workplace? If personal belief can beplaced ahead of professional ethics, then can the accountant put profit ahead ofprofessional standards? This may create a great bonus for the accountant to care fortheir sick child, but the poor accounting may lead to the closure of the company and

put the health of many families and those who rely upon their product at a greater risk.

There can be examples of ethical dilemmas where the choices are not as clear cut, butthe workplace ethics will generally follow societys expectations. Societiesexpectations will vary due to major events, integration or varying composition. Theworkplace needs to function as a team. The team can discuss differing game plans, butwhen they take the field, they need to stick to the agreed plan. In this case, the

professional ethics are the game plans.

assessment two

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