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BUSINESS ETHICS CASE 1 Answer 1.Was the suspension fair

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BUSINESS ETHICS CASE 1 Answer 1.Was the suspension fair
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  BUSINESS ETHICSCASE 1 Joan, an employee of Great American Market, wa warne! a"o#t $er e%cei&e a"enteeim e&eral time, "ot$ &er"ally an! in writin'( T$e written warnin' incl#!e! notice t$at )f#rt$er &iolation will re#lt in iciplinary action,) incl#!in' #penion or !ic$ar'e( A $ort time after t$e written warnin' wa i#e!, Joan calle! work to ay $e wa not 'oin' to "e in "eca#e $er "a"yitter $a! calle! in ick an! $e $a! to tay $ome an! care for $er yo#n' c$il!( Joan* #per&ior, Syl&ia, tol! $er t$at $e $a! alrea!y e%cee!e! t$e allowe! n#m"er of a"ence an! warne! t$at if $e !i! not report to work, $e co#l! "e #pen!e!( +$en Joan !i! not report for $er $ift, Syl&ia #pen!e! $er for fifteen !ay(In a #"e#ent $earin', Joan ar'#e! t$at it wa not $er fa#lt t$at t$e "a"yitter $a! cancele!, an! protete! t$at $e $a! no ot$er c$oice "#t to tay $ome( Syl&ia pointe! o#t t$at Joan $a! not ma!e a 'oo! fait$ effort to fin! an alternate "a"yitter, nor $a! $e trie! to wap $ift wit$ a co-worker( .#rt$ermore, Syl&ia ai! t$at t$e lack of a "a"yitter wa not a /#tifia"le e%c#e for "ein' a"ent( Questions: 1( +a t$e #penion fair0( 2i! Joan act reponi"ly03( S$o#l! $e "e fire!0 Answer 1.Was the suspension fair? 4e, I t$ink t$e #penion wa fair( 5&er a perio! of time, Joan wa warne! e&eral time a"o#t$er e%cei&e a"enteeim, "ot$ &er"ally an! in writin', "#t $e !i! almot not$in' a"o#t reol&in't$e pro"lem( Joan $an*t $own an inclination to look for alternate ol#tion an! $e /#t e%pectGreat  American Market to p#t #p wit$ $er e%cei&e a"enteeim, an! t$e lo in pro!#cti&ity t$atcome wit$ it( It appear to me t$at only a #penion wo#l! !ri&e t$e point $ar! in t$i cae( 2.Did Joan act responsibly?  No, I !on*t t$ink Joan acte! reponi"ly( In pite of recei&in' &er"al an! written warnin'n#mero# time,Joan /#t !i! not p#t in effort to make a "ack#p plan for $er "a"y* care( Joanacte! irreponi"ly "y not fin!in' an alternate "a"yitter or !aycare center( A!!e! to t$i, Joan !i!not e&en try to wap $ift wit$ a co-worker( 3.Should she be fired?  Not yet( I t$ink Joan $o#l! "e 'i&en anot$er opport#nity after $er 16-!ay #penion perio!( Joancan #e t$i time to make #p a 'oo! plan for $er "a"y* care, pro"a"ly "y makin' an arran'ementwit$ an alternate "a"yitter w$o can tep-in w$en t$e re'#lar "a"yitter i #na&aila"le, or "yconi!erin' a re'#lar,near"y !ay care center(  CASE  4o# own a cement company, an! !eal wit$ mot t$e local contractor for cement, an!, etc( 4o# $a&ea rep#tation of $i'$ #ality pro!#ct, an! for 'oo! c#tomer er&ice wit$ yo#r c#tomer( 4o#r foreman $a /#t r#n t$e tan!ar! #ality control tet yo# $a&e performe! re'#larly on yo#r pro!#ct(+$en t$e tet re#lt are rea!y, yo# !ico&er t$at t$e new "atc$ of pro!#ct i 78 le !#ra"le t$anyo#r ##al material( It i till well a"o&e all in!#try tan!ar! an! meet all "#il!in' co!e an!re#irement for t$e p#rpoe for w$ic$ it i inten!e!, "#t it i, ne&ert$ele, not #p to yo#r ##altan!ar!( T$rowin' it away wo#l! cot yo#r company many t$o#an! of !ollar(4o# !eci!e to ell t$e cement anyway( Questions: 19 S$o#l! yo# tell yo#r c#tomer09 S$o#l! yo# !ico#nt t$e price039 S$o#l! yo# tell yo#r employee, o t$ey will "e knowle!'ea"le wit$ t$e c#tomer0:9 +o#l! yo# #e t$i cement on fo#n!ation for yo#r own $o#e0 Answer 1 Should you tell your custo!ers? 4ES, 45U SH5U;2 IN.5<M THE BU4E<S IN AN IN.5<MA; +A4( 5< "here is no need to tell  the custo!ers # as the co!pany is !eetin$ all the standards. 2 Should you discount the price? N5T NECESSA<4, BUT GI=E THEM A =5;UME 2ISC5UNT(5< "here is no need to discount the price at this sta$e. 3 Should you tell your e!ployees# so they will be %nowled$eable with the custo!ers? 5N;4 THE SENI5< EM>;54EES ;I?E THE SU>E<=IS5<@ .5<EMAN@ SA;ES MANAGE< ETC5< infor! the super&isor about the specific proble!.callthe tea! !eetin$ and !a%e an action plan to i!pro&e the 'uality to its ori$inal standard. ( Would you use this ce!ent on foundations for your own house? I +5U;2 USE IT B4 MIING +ITH UA;IT4 CEMENTS( OR yes# ) would use it as it !eets the standard.  CASE 3 .re!, a 1-year employee wit$ Sam* Sa#na, wa fire! for poor /o" performance an! poor atten!ance,after accr#in' fi&e !iciplinary penaltie wit$in a 1-mont$ perio! #n!er t$e company* pro'rei&e!iciplinary policy( A week later, .re! tol! $i former #per&ior t$at $e $a! a #"tance a"#epro"lem( Alt$o#'$ t$ere wa no employee aitance pro'ram in place an! t$e company $a! not "een aware of .re!* con!ition, t$eir peronnel !irector aite! .re! in o"tainin' treatment "y allowin' $im tocontin#e recei&in' in#rance "enefit an! appro&e! $i #nemployment in#rance claim(.re! #"e#ently re#ete! reintatement, maintainin' t$at $e $a! "een re$a"ilitate! ince $i!ic$ar'e an! wa f#lly capa"le of "ein' a pro!#cti&e employee( He pointe! to a letter written "y $itreatment co#nelor, w$ic$ ai! t$at $i pro'noi for lea!in' a )clean, o"er lifetyle) wa a "i'incenti&e for $im( .re! plea!e! for anot$er c$ance, ar'#in' t$at $i pat pro"lem re#lte! from !r#'a!!iction an! t$at Sam* Sa#na $o#l! $a&e reco'niDe! an! pro&i!e! treatment for t$e pro"lem(Sam* Sa#na co#ntere! t$at .re! $o#l! $a&e notifie! $i #per&ior of $i !r#' pro"lem, an! t$ate&eryt$in' poi"le $a! "een !one to $elp $im recei&e treatment( Moreo&er, t$e company tree! t$att$e employee $a! "een fire! for poor performance an! a"enteeim( Ue of t$e pro'rei&e !iciplinepolicy $a! "een neceary "eca#e t$e employee $a! committe! a trin' of offene o&er t$e co#re of a year, incl#!in' carele workman$ip, !itractin' ot$er, watin' time, an! !ire'ar!in' afety r#le( #etion 19 S$o#l! .re! "e reintate!09 +a t$e company fair to .re! in $elpin' $im recei&e treatment039 2i! t$e peronnel !irector "e$a&e et$ically towar! .re!0:9 2i! $e act et$ically for $i company069 +o#l! it "e fair to ot$er employee to reintate .re!0  Anwer 19 S$o#l! .re! "e reintate!0 .<E2 SH5U;2 N5T BE <EINSTATE2,BECAUSE HE $a! "een fire! for poor performance an! a"enteeim  -----------------------------------------S$o#l! .re! "e reintate!04e, .re! $o#l! "e 'i&en anot$er c$ance( E&ery"o!y nee! to "e 'i&en a econ! c$ance, an! It$ink .re! $o#l! $o#l! "e 'i&en one, epecially ince $e $a! 'one t$ro#'$ a re$a"ilitationpro"lem an! $i treatment co#nelor* letter ai! t$at .re!* pro'noi in!icate! a clean an!o"er lifetyle( Ha&in' ai! t$at, if .re! repeat $i poor atten!ance an! /o" performancei#e, $e $o#l! "e permanently relie&e! of $i !#tie wit$o#t any cope for reintation in t$ef#t#re( 9 +a t$e company fair to .re! in $elpin' $im recei&e treatment0 THE C5M>AN4 +AS <IGHT IN HE;>ING .<E2 T5 <ECEI=E THE T<EATMENT(---------------------------------------+a t$e company fair to .re! in $elpin' $im recei&e treatment04e, I t$ink t$e company wa more t$an fair to .re! in $elpin' $im recei&e treatment( 39 2i! t$e peronnel !irector "e$a&e et$ically towar! .re!0 4ES, HE ACTE2 ETHICA;;4 T5+A<2 .<E2(---------------------------------- Did the personnel director behave ethically toward Fred?  In fact, I t$o#'$t t$e peronnel !irector went o#t of $i way an! $elpe! .re! recei&e treatment(T$e peronnel !irector "e$a&e! &ery et$ically towar! .re! "y appro&in' $i #nemploymentin#rance claim, w$ic$ allowe! $im to contin#e recei&in' in#rance "enefit e&en after 'ettin'formally !ic$ar'e! from $i !#tie( :9 2i! $e act et$ically for $i company0 4ES, $e acte! et$ically for $i company ----------------------------------------------  Did he act ethically for his company?  +$ile I t$ink t$at t$e peronnel !irector "e$a&e! &ery et$ically towar! .re!, I till t$ink $eacte! #net$ically towar! t$e company "y appro&in' .re!* #nemployment in#rance claim( T$eperonnel !irector* act wa #net$ical towar! t$e company, epecially w$en yo# coni!er t$efact t$at t$e company !i! not $a&e any employee aitance pro'ram in place an! t$at .re! !i!not inform t$e company a"o#t $i !r#' pro"lem earlier( 69 +o#l! it "e fair to ot$er employee to reintate .re!0 It wo#l! not "e fair to ot$er employee to reintate .<E2(I !on*t t$ink .re! $o#l! "e 'i&en any pecial coni!eration, or "e treate! "y Sam* Sa#na in a!ifferent way w$en compare! to t$e way it treat ot$er employee( Sam* Sa#na $o#l! treat.re! in t$e ame way a it wo#l! treat any ot$er employee w$o $a #ppoe!ly reco&ere! from CASE : In Jan#ary of lat year, t$e S(S( =#l'a, an oil tanker of t$e Bi' 2irty 5il Company ran aro#n! in t$earea /#t nort$ of =anco#&er, pillin' million of 'allon of cr#!e into t$e water an! onto t$e "eac$eof Briti$ Col#m"ia an! o#t$ern Alaka( T$e !ama'e to t$e "eac$e an! wil!life an! cone#ently tot$e to#rit in!#try, t$e ecolo'y an! t$e #ality of life of t$e local rei!ent i incalc#la"le, "#t in anycae will re#ire many million of !ollar for e&en t$e mot minimal clean-#p(T$e $ip tr#ck a mall atoll, well-marke! on t$e na&i'ational map, "#t it wa a !ark ni'$t an! t$e"oat wa well off co#re( 5n f#rt$er in&eti'ation, it wa !ico&ere! t$at t$e Captain of t$e =#l'a,Mr( Slo$, $a! "een !rinkin' $ea&ily( ;ea&in' t$e na&i'ation of t$e $ip to $i firt mate, Mr( M#!!,$e retire! to $i ca"in, to )leep it off() Mr( M#!! $a! ne&er taken c$ar'e of t$e $ip "efore, an! it inow clear t$at $e mirea! t$e map, mi/#!'e! t$e water, maintaine! a pee! t$at wa inappropriatean! t$e acci!ent occ#rre!( S#"e#ent in#irie $owe! t$at Captain Slo$ $a! "een arrete! on two!r#nk !ri&in' con&iction wit$in mont$ of t$e acci!ent( T$e =#l'a itelf, a !o#"le-$#lle! tanker,wa lon' !#e for reno&ation an!, it wa #''ete!, wo#l! not $a&e cracke! #p if t$e $#ll $a! "eentre"ly reinforce!, a ome c#rrent tanker were(>a'e  of 3<( U( <ic$, t$e C$ief E%ec#ti&e 5fficer of Bi' 2irty 5il !eclare! t$e acci!ent a )tra'e!y) an! offere!two million !ollar to ai! in t$e clean #p( T$e >remier of Briti$ Col#m"ia wa o#tra'e!(En&ironmental 'ro#p "e'an a con#mer campai'n a'aint Bi' 2irty 5il, #r'in' c#tomer to c#t #pan! en! in t$eir Bi' 2irty 5il cre!it car! in protet( In a meetin' to t$e $are$ol!er /#t lat mont$,
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