The Ethical Difficulties of Transparency on Foreign Mobility for Solvay Group Chase Jeffrey Engel

Georgetown University

The Ethical Issues of Openness on Worldwide Mobility for Solvay Group

Solvay can be an international organization leader inside the plastic, chemical, and pharmaceutical

industries. With income exceeding $14 billion and also 28, 500 employees throughout the world, the

company has stamped its mark around the international market (Groysberg, Nohria & Herman, 2011,

p. 6). With much of its product sales accumulating inside the European, American, and Southern

American markets, Solvay has recently carried out a company-wide initiative dedicated to global

expansion. Marcel Lorent, a person Resources Manager (HRM) for Solvay, was selected by the

company to lead its newly developed HR Worldwide Mobility (IM) Group. With expansion

continuing to proliferate, Lorent's objective should be to " streamline the intercontinental mobility procedure

and make the whole transition an improved more fruitful experience intended for the expat” (Groysberg ain

ing., 2011, s. 2). Challenging Lorent's targets, however , will be ethical issues that may

manifest because of company methods and problems. In this case evaluation, I will talk about these

problems, discovering the risk they have of manifesting ethical issues within the

company's Intercontinental Mobility process and provide solutions and recommendations in which

Solvay's HOURS directorates can easily implement that may enhance its future efforts inside the International

Mobility process and help Lorent's total objectives.

Problems

Expatriates as well as the International Flexibility Group

Solvay has positioned a growing organizational emphasis on global expansion current

years. At any once, the company provides over three hundred expatriates deployed world-wide, and sees the

processing of almost 80 new expatriate movements each year (Groysberg et al., 2011, s. 1). To

increase the company's attempts, Solvay equiped HRM, Marcel Lorent, to acquire the company's

newly created IM Group. Lorent's total objective for IM in Solvay continues to be to manage the

expat process and also to provide as much help to the expatriate to be able to ease his / her experience.

Although he has made advances in bettering IM's efforts, there stay concerns at a macro level

that can slow down much of the Group's ability to effectively perform the operations. Particularly,

Solvay has an organizational issue in which there is a lack of transparency company-wide,

specially when it comes to the IM process.

Lack of Openness

Solvay has developed a culture centered on the concept of organizational consensus.

Decisions concerning company policies, procedures, and actions count largely upon agreement

throughout the business chain of command. Because of this, poor communication between

departments has created along with a slower, ad hoc decision-making process (Groysberg et

al., 2011). Together, problems have generated an organizational-wide lack of transparency.

Inspite of the reorganization of its HOURS structure in 2006, which focused on centralizing

pertinent HOURS functions and processes, transparency has remained an initial issue for Solvay. This

problem has become specifically apparent to get Lorent and the IM Group. At IM, one of Lorent's

key objectives is to streamline the expatriate procedure and make it more transparent to the

applicants. Groysberg ou al. (2011) explained " Lorent and his team had proved helpful hard to make certain

increased transparency through the organization to address a lack of obvious information, issues

about parity, deficiencies in clarity around calculations of packages, and delays about paperwork and

expatriate decisions” (p. 8). Regrettably, the inability to straighten information between departments,

the lack of understanding towards the expatriate process, as well as the slow decision-making time

greatly slows...

References: Arnold, D. G., Beauchamp, Capital t. L., & Bowie, D. E. (Eds. ). (2013). Ethical theory and organization

(9th ed. ). Upper Saddle River, NJ-NEW JERSEY: Pearson Education, Inc.

Groysberg, B., Nohria, N., & Herman, E. (2011). Solvay Group: International mobility and

controlling expatriates. Boston, MA: Harvard Business Institution Publishing.

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