Employee Death Sparks Outrage at Sourcing Factories Essay

On July 16, 2009, a 25-year-old Foxconn employee named Sun Danyong attached self-destruction by jumping from the twelfth floor of his apartment building. Mr. Sun, who acetifyed at an electronics factory in Shenzen, had been put in charge of a exemplification of a new Apple iPhone that went missing. Mr. Suns death has sparked outrage about labor conditions at Chinas factories and at the western companies that source from them.Foxconn manufactures electronics for some of the worlds largest companies, including Sony, Hewlett-Packard, and Apple. When the prototype iPhone went missing, Foxconn allegedly impeach Mr. Sun of theft and initiated an investigation. On the day before his death, Mr. Sun told friends he had been beaten and humiliated by factory security guards. Mr. Suns suicide has brought about an outpouring of further complaints against Foxconn, including unpaid overtime and a militant management regime.However, it is not only Foxconn that has taken the blame for the suicid e and the conditions that led to it. The Western giants that source from FoxconnApple, in particularhave receive criticism for their lasts of secrecy, which many believe encourage militant management at their factories. These companies intense efforts to protect their trade secrets at sourcing factories in China arrest to another difficulty with sourcing from China intellectual property rights violations. Popular brands kindred Apple are counterfeited heavily in China, and prototype theft is a real and widespread caper.Foreign companies that source from China must because walk a very fine line between defend their intellectual property and ensuring reasonable working conditions that comply with international and local anesthetic standards. Management that is too lenient subjects a company to theft and counterfeit, only when an overly militant managerial regime may lead to bestial working conditions and potentially even to tragedies like the suicide of Mr. Sun.Questions1. Was Mr. Suns reaction to the accusation of theft something that only might be anticipate in China? (10%) 2. Is theft of intellectual property a problem everywhere? Why or why not? Does every culture view the importance of intellectual property in the same centering? (20%) 3. Why is theft of intellectual property such(prenominal) a precaution in foreign sub-contractors? What can be done to control it? (20%)II. whole kit and caboodle Councils and Inform and Consult In the EU HP Acquires Compaq (EU/US, 2002)The merger of Hewlett-Packard and Compaq in May 2002 triggered extensive consultation with workers in Europe. Under EU requirements, such corporate mergers require companies with 1,000 or more employees in the EU, with at to the lowest degree 150 of those in each of two or more member states, to consult with their employee representatives (through their works councils) on any business decisions contemplated as a result of the merger, such as redundancies, restructuring, and chan ged work arrangements (all of which were triggered by this merger).Because of that experience, HP took the maiden under the new EU Inform and Consult Directive (and the unfinishedat that timeUK enabling legislation) to become the first US unfluctuating to announce an Inform and Consult framework which was approved by its workforce. At quarterly meetings, HPs management consulted with and informed their employee representatives on matters such as HP UK business strategies, financial and operational performance, investment plans, organisational changes, and critical employment decisions, such as layoffs, outsourcing, workforce agreements, and health and safety. unwrap UK HP managers plus HP employee representatives elected to the HP consultative meeting place from each of the four UK business units met on aquarterly basis. Wally Russell, who was HPs European employee relations director at that time, said, My own perceptiveness is that we be the master of our own destiny. So lets work together now to develop a model that suits HPs culture.Questions1. What do the EU directives on works councils and Inform and Consult require in a situation like this? To whom do these directives apply? (25%) 2. What is it about European culture that has led to the development and implementation of these sorts of practices and policies? Why havent they developed in countries like the US? (25%)