14.introduebon to Management MGT 100 t.4 a-6A,Assignment 3 -- DUE Week 12 --- 11 octQber 29135L2,9%...

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14.introduebon to Management MGT 100 t.4 a-6A,Assignment 3 -- DUE Week 12 --- 11 octQber 29135L2,9% fitytmork 1500-2000 words plus =a bibliography1-* ...........".•1.,,..a"...efOra.-Cr.,.1" t ."t"..1.0.".•...., ..w. So. .............7.' 42. ... .0........... V......7.... ., 7.1: . .......... 1•1...'¦ .Bangladesh factories face inspections after safety dealBangladez,hi factories making clothes for 70 mostly Europt an tttttlt.if tiondls will he iii ipected mer ' the next nine months under a new safety accord that lets labour activists hold companik F.. accountable for not enforcing standards.The details of the legally-binding accord joined by its first signatories in May -- Were announced early on Monday in Europe. Big retailers and fashion brands have signed it along with labour unions and non-governmental organisations.The five-year arrangement was spurred by the death of 1,129 people when a Bangladeshi garment factory collapsed in April, whichlvas the industry's worst accident in history. Among the first to join it were Hennes & Mauritz and Tesco.Under the Europe-led deal, the first nine months of factory inspections will "identify grave hazards and the need for urgent repairs".The owners of unsafe factories will be told to cease operations, repair plans will be drawn up, and workers will be informed of their right to refuse to enter while still receiving pay for up to six months while the factory remains closed.If a company is alleged to be violating its commitments under the accord, then other signatories can file a complaint. It would first go to a steering committee, then an arbitration process that will be enforceable in a court of law in the company's home country.Search the many sources that relate to this topic.tAnswer the following four (4) questions related to the causes of the disaster and lessons that might hopefully be learned to avoid a similar situation occurring (equal marks for each question).• Describe the different types of controls that managers can implement on any project — feed forward control, concurrent control and feedback control.• Summarise some of the causes of the scandal and the global pressures that have brought about problems in the clothing industry. • What monitoring or controlling processes should have been in place to prevent or quickly identify any problems occurring in the global clothing industry?• Discuss whether there is an ethical responsibility on the consumer of high fashion garments towards those involved in the factories that manufacture them at a fraction of the sale price.Page 6 of 6

Robert · Accepted Answer

RUNNING HEAD: Safety standards in developing countries 1
Safety standards in developing countries 
 

Safety standards in developing countries  2
Safety standards in developing countries 
Introduction 
With the increase in globalization, most of the companies from developed countries have 
started outsourcing their operations like manufacturing to the developing countries like China, 
India, Bangladesh and likes. The main reason for the same is the cheap labor cost in these 
countries.  
But there are many concerns in these countries. The most important are not following 
safety standards and the working conditions for the workers. This has led to criticisms of the 
company outsourcing and hence there are many rules that are coming up for the proper 
implementation of the standards.
Describe the different types of controls that managers can implement on any project — 
feed forward control, concurrent control and feedback control.  
There are many types of controls that a management can implement. When the controls 
are implemented before the beginning of the activity it is known as feed forward control. 
Concurrent control means implementing controls when the activity is going on and finally after 
the completion of activity feedback control is implemented. 
Feed forward control is the most desired one since in this case management try to 
estimate and anticipate the problems in advance and take necessary steps to prevent the same. 
The most important part is to take necessary steps before the commencement of the activity. For 
example, the management should start following all the required standards and take necessary 
precautions so that there are no accidents in the manufacturing unit. Working conditions can be 
improved initially so that there are no health hazards. 
Safety standards in developing countries  3
Concurrent controls are the next step that tries to prevent any problems while the activity 
is going on. It is dynamic in nature and is decided depending on the current situation. This 
control is implemented by the management as a disaster management to prevent any problems 
before the problem becomes too costly for the management. The problem has started in the 
manufacturing unit but it is in the early states and hence it can be tackled before it becomes a 
disaster. At this moment it is important for the management to act fast so that there is no delay 
that can increase the problem for the company. 
Third way is feedback control. This happens once the activity is finished. The 
management tries to gather all the information regarding the events that happened before and 
during the activity and try to analyze all the problems at those times. But in this stage all the 
damages has already been done and cannot be avoided now. But this is useful so that they can 
prevent such problems in future.
Summarize some of the causes of the scandal and the global pressures that have brought 
about problems in the clothing industry.

14. introduebon to Management MGT 100 t.4 a-6A, Assignment 3 -- DUE Week XXXXXXXXXXoctQber 29135L2,9% fitytmork XXXXXXXXXXwords plus =a bibliography 1-* ...........".•1.,,..a"...efOra.-Cr.,.1" t...

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