Ground rules play an important role in the operations of almost any organization. These pertain to the regulations and standards that also govern the decisions and actions of those people that are involved in an association. In relation to this, even the field of business also gives due importance to the observation and implementation of ground rules because these are vital in the overall success of a company or corporation. Nevertheless, this kind of requirements is not always permanent or fixed as these can also be very dynamic.
These ground rules tend to change from time to time depending on the situation of the company as well as the state of the society. Because of this, there are observable cases wherein a certain organization would change its standard in order to conform to the changes of time. This is greatly exemplified by the Fujitsu Siemens Computers Company. The Fujitsu Siemens Computers is recognized as the “leading European IT Infrastructure Provider” (Fujitsu Siemens Computers, 2008). The company delivers infrastructure products, solution and services, Managed Infrastructure, and even a combination of all these.
The customers have the prerogative to choose the IT infrastructure that is suitable for their needs. Fujitsu Siemens Computers exist in all major markets in Europe, Africa as well as the Middle East. It caters to a variety of small and medium-sized companies, and even private consumers (Fujitsu Siemens Computers, 2008). In an article written by Kai Flore entitled “Acting Instead of Talking: Fujitsu Siemens Computers – a Green Pioneer”, she discussed how the company shifted from their traditional practices that are similar to other IT companies to a more environment friendly approach.
Before, the company used great amount of energy in rendering IT services to their customers. This kind of company activity spurred criticisms that are related to the corporation’s contribution to occurrences of environmental degradation (Hedon, 2007). However, Fujitsu Siemens Computers recognized the necessity to integrate environmental criteria in the planning and operations of their business. Due to this, the company created green projects including energy efficient settings for personal computers. In addition, they also implemented energy and environmental efficient practices at computing centers.
These green projects yielded advantageous results as the company reduced its energy consumption from almost 3 million kWh per year to only 2 million kWh per year. This lessened the carbon dioxide emission by almost a third of their usual emission. Changing their ground rules did not only contribute in saving the environment but it also diminished the costs of the company (Flore, 2008). The six stages of moral reasoning could be applied in the action of Fujitsu Siemens Computers. The previous mode of operation of the company is best described by the second stage of moral reasoning that is referred to as the “exchange of favors” (McPhail, n. . ).
This stage explains that individuals or organizations define the rightness or wrongness of an action in terms of its consequences to them. They recognized the needs of others and they tend to satisfy these only in the event that they will also gain benefits from it. In the same manner, the Fujitsu Siemens Computers also catered to the IT infrastructure needs of their customers because they gained profit from it. The interaction of the company with their clients indeed exemplifies the concept of exchange of favors because they both get something from each other.
On the other hand, the current practices of Fujitsu Siemens Computers exemplified the fifth stage of moral reasoning that is described as the “social contract” (McPhail, n. d. ). In this stage, individuals or organizations realized that rules embody an agreement among people with regards to proper conduct. They also realized that rules are flexible and that these could change especially if these no longer adhere to the society’s needs. In connection with these, the company modified their practices and behavior in a way that would benefit more people not only their customers but the larger society.
Shifting from the traditional mode of operation to environmental-friendly practices enabled them to contribute in providing the society’s need to save mother earth. The case of Fujitsu Siemens Computers clearly shows that organizations could change their ground rules in order to comply with the events or changes in the society. Their stage of moral reasoning was able to increase because changing their behavior allows them to become aware of the larger need of the society rather than a mere exchange of favors. This only proves that ground rules are indeed dynamic that could be modified to achieve better outcomes.