Presented By:

Raghav Kumar (1902080005)

Ayush Mittal (1902080033)
1. Meaning Of Organizational Behavior
2. Objectives Of Organizational Behavior
3. Ethical Issues At Work
• Ethical Issues Of Employees
• Ethical Issues Of Employers
4. Case Study
• Overview
• Summary
• Questions
“Organizational Behavior is a subset of management
activities concerned with understanding, predicting
and influencing individual behavior in the
organizational setting.”

- Callahan, Fleenor, and Kudson

o Organizational Behavior is a field of study that investigates
the impact that individuals, group, and structure have on
behavior within the organization.

o It is the analysis of human dynamics in an organization. It

helps human resources professionals and business leaders
understand the relationships between themselves and
their employees.

o Organizational behavior is about people at work in all

kinds of organizations and how they may be motivated to
work together in more effective ways.
1. Job Satisfaction

2. Finding the Right People

3. Organizational Culture

4. Leadership and Conflict Resolution

5. Understanding the Employees Better

6. Understand how to Develop Good Leaders

7. Develop a Good Team

8. Higher Productivity
• Making long phone calls at the company’s cost.
• Taking home, the company’s assets.
• Taking excessive leaves.
• Improper usage of machineries.
• Taking advantage of the travel benefit.
• Breach of rules and regulations of the company.
• Offensive communications.
• Working for multiple organizations.
• Favoritism.
• Sexual harassment is not legal/ethical/moral
whether in the workplace or out of it.
• Terminating an employee without any notice.
• Unnecessary delay in paying employee’s provident
fund and gratuity after leaving the organization is
a breach of professional ethics.
Overview: Chocolate had always been considered an affordable little luxury, associated with romance and celebrations.
Therefore in 2000 and 2001, revelations that the production of cocoa in the Côte d’Ivoire involved child slave labor set
chocolate companies, consumers, and governments reeling.

In the United States, the House of Representatives passed legislation mandating that the FDA create standards to permit
companies who could prove that their chocolate was produced without forced labor to label their chocolate “slave-labor
free.” To forestall such labeling, the chocolate industry agreed to an international protocol that would give chocolate
producers, governments, and local farmers four years to curb abusive practices and put together a process of certification.

The stories of child slave labor on Côte d’Ivoire cocoa farms hit Cadbury especially hard. While the company sourced most
of its beans from Ghana, the association of chocolate with slavery represented a challenge for the company, since many
consumers in the UK associated all chocolate with Cadbury. Furthermore, Cadbury’s culture had been deeply rooted in the
religious traditions of the company’s founders, and the organization had paid close attention to the welfare of its workers
and its sourcing practices. In 1908, the company had ended a sourcing relationship that depended on slave labor. Now for
the first time in nearly 100 years, Cadbury had to take up the question of slavery again.

By the 2005 deadline, the chocolate industry was not ready to implement the protocols and asked for two years more to
prepare. Privately, many industry officials believed that the kind of certification sought by the protocols was unrealistic.
Because cocoa was produced on over a million small farms in western Africa, ensuring that all of these farms, most located
deep in the bush, complied with child labor laws seemed impossible. Furthermore, because beans from numerous small
farms were intermingled before shipment, it was difficult to track those produced by farms in compliance with labor
standards and those that were not.

In 2008, a confrontation between U.S. government officials and the industry seemed imminent. Observers argued that this
left Cadbury, a company that had done much to improve its supply chain, in a difficult position.
Summary:

The case describes revelations that the production of cocoa in the Côte d’Ivoire involved child slave labor. These stories hit
Cadbury especially hard. Cadbury's culture had been deeply rooted in the religious traditions of the company's founders,
and the organization had paid close attention to the welfare of its workers and its sourcing practices. The US Congress was
considering legislation that would allow chocolate grown on certified plantations to be labeled “slave labor free,” painting
the rest of the industry in a bad light. Chocolate producers had asked for time to rectify the situation, but the extension
they negotiated was running out.

Questions:

Q1. Students are asked whether Cadbury should join with the industry to lobby for more time?
Yes, the company should join the Industry for more time because it is its source of raw material and also company should
take major steps to for children who are working in that industry, they can provide them free education till 18.

Q2. What else could Cadbury do to ensure its supply chain was ethically managed?
Cadbury should hire some employees who would be working at cocoa farm to ensure that nobody would unfollow the
protocols. Also, Cadbury inspection team should also pay surprise visits to check the labours being used to work there.