Case Study: Rubble of Rana PlazaI chose the rubble of the collapsed Rana Plaza building because it is considered the deadliest garment factory accident in history, as well as the most deadly structural failure accident in modern human history. More than 1100 human lives lost due to company mismanagement brought my attention to making this case study. Contemporary management issue in relation to this article Issue: Diminishing corporate social responsibility in global supply chains and sweatshops. Company Background and BackgroundThe eight-story building, Rana Plaza, is located near Dhaka, the capital of Bangladesh. This building was owned by Sohel Rana, allegedly a prominent member of the local Jubo League, the youth wing of the ruling political party Awami League. It was home to a number of separate garment factories employing around 5,000 people, several shops and a bank. The factories produced clothing for brands including Benetton, Bonmarché, Children's Place, El Corte Inglés, Joe Fresh, Mango, Matalan, Primark and Walmart. Key problems for the company Due to poor construction of buildings and operation of heavy machinery, despite not being used for industrial use, it contributed to the collapse of this eight-storey building, two of which were added illegally. In addition to this, employees of garment factories were also forced to work by the owners after discovering cracks on the external walls of the building. The employees were clearly in poor working conditions. Relevant management theories and key issues related to them: Corporate Social Responsibility (CSR): "Socially responsible practices relating to employees, customers, support...... middle of paper ... ...land with building materials of good quality. In addition to this, employees must receive training on how to exit in adverse situations and normal working hours should be guaranteed. Any extra working hours (overtime) must be carried out with the employee's consent to CSR theory (Kumar, et al. 2004).The main challenges the company faces are the shortage of employees and the hesitation or withdrawal of foreign apparel companies to operate in their factories. The issue can be resolved with increased wages for garment factory employees with adequate working conditions and adequate supervision of building stability and employee safety. I recommend that these practices be guaranteed in factories and that the government impose harsh punishments on factory owners and homebuilders if they do not meet construction criteria.