Post-Test - Case: Union Carbide Corporation and Bhopal

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Read the Union Carbide Corporation and Bhopal case that begins on page 384 of your Business, Government, and Society textbook.( Below I upload some PPT about it if you need it) In lieu of answering the questions that follow the case, you will respond to the prompt below;

Consider the concerns as described in this case and prepare a memorandum that addresses the concerns described below. Your memo should be completed in narrative form (you may use headings if you choose to do so for organizational purposes, but do not list your responses in bullet form). Maximum page length: 10 pages (double-spaced).

Identify all of the potential ethical issues you see (if any). Describe and analyze the implications of each issue, including who or what were affected by the company’s response. In identifying issues and addressing their implications, your discussion should be as comprehensive as possible—you should consider any economic, social, or ecological implications, as well as the potential impact at least two cultural differences you can identify.

Additionally, your analysis should thoroughly identify and discuss at least two potential courses of action that the company could have taken with respect to each issue you have discussed. Clearly demonstrate your reasoning process—identify and explain any ethical principles or arguments you are relying on; do not simply state unsupported conclusions.

If you choose to apply any approaches to ethical reasoning that you learned about in this course, clearly state what they are and how you are applying them to this case. Of the possible solutions you identified, which would you recommend that the company should have adopted as a resolution? Again, fully explain and justify your recommendations. Finally, explain how you would implement each solution you have recommended.

Submission instructions

  • Please ensure that the Certification set out below appears on your submission.
  • Attach your Word document to this assignment and submit before the due date.

Certification

By submitting my responses to this Assignment, I hereby certify and affirm that I have not received any aid of any type from any of my classmates or students taking this course in other sections.

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Chapter 15 Consumerism McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Harvey W. Wiley o In the late 1800s, Harvey W. Wiley, a professor at Purdue University, began working with Indiana state officials to detect adulteration in food products o A large, highly competitive food industry applied new food chemistries using preservatives, colorings, flavorings, texturizers, and other additives 15-2 Harvey W. Wiley o With few laws to police dishonorable operators, dangerous, fraudulent, and cheapened products made their way to market. o At age 39, Wiley took charge of the Bureau of Chemistry in Washington, D.C. 15-3 Harvey W. Wiley o Wiley began to agitate for a national pure food law o Wiley set up an experiment whose participants were nicknamed the “poison squad” o In 1906, Congress finally passed the Pure Food and Drug Act o The Bureau of Chemistry evolved into the Food and Drug Administration, a powerful agency that protects public health 15-4 Consumerism o Consumerism: o A movement to promote the rights and powers of consumers in relation to sellers o A powerful ideology in which the pursuit of material goods beyond subsistence shapes social conduct o Consumer: A person who uses products and services in a commercial economy 15-5 Consumerism Rises in America o In the 1800s, a commercial economy began to appear o Consumerism in America began with a confluence of events at the turn of the 20th century o Railroads o Great merger wave of 1896-1904 o Mass production of consumer goods o Electricity and other new technologies o Movement of people 15-6 Consumerism in Perspective o Complaints about consumerism include: o It leads to commodification of all parts of life o It encourages unwise, irrational, and unproductive uses of money o Heavy consumption is profligate with natural resources and incompatible with sustainability o Consuming beyond necessity violates “the idea the God’s world is already full and complete” o It distorts our values o It is a pathology of corporate capitalism 15-7 In Defense of Consumerism o Successful products either create value for customers or they fail in competitive markets o Intense competition between corporations works to bring consumers more choices, higher quality, and lower prices 15-8 Consumerism as a Protective Movement o The idea of collective interest in protecting consumers dates back to the earliest transactions between merchants and customers o 1870s when Populist farmers attacked railroads o Food and Drug Act of 1906 15-9 Consumerism as a Protective Movement o The 1960s and 1970s prompted another wave of legislation to protect consumers and expand their rights o Consumer protection is today a major function of government 15-10 Figure 15.2 - Spending on Consumer Health and Safety by Federal Regulatory Agencies: 1960–2010 15-11 The Consumer’s Protective Shield o Besides federal laws and regulations, there are significant protections at the state and local level o Every state and local government has extensive consumer protection laws 15-12 The Consumer’s Protective Shield o More than 50 federal agencies and bureaus are active in consumer affairs o These agencies and bureaus are effective despite changing ideologies in administrations, powerful critics, budget restraints, and too little staff to meet all their statutory mandates 15-13 The Food and Drug Administration (FDA) o Evolved out of the authority established by Congress in the Food and Drug Act of 1906 o Nineteen specific areas of responsibility o It has authority to: o Regulate the quality, safety, and labeling of human food, pet foods, animal feeds, and food additives o Approve human and veterinary drugs and medical devices 15-14 The Food and Drug Administration (FDA) o Set safety and effectiveness standards for over-thecounter drugs o Regulate the safety and labeling of cosmetics o Regulate the marketing, labeling, and ingredients of tobacco products o Set safety standards for radiation-emitting products including microwave ovens, televisions, X-ray machines, lasers, and sunlamps 15-15 The Consumer Product Safety Commission (CPSC) o Created by Congress in 1972 o Has power to: o Set mandatory or encourage voluntary safety standards for more than 15,000 consumer products o Ban the sale of products that expose consumers to unreasonable risks o Require manufacturers to recall dangerous products o Investigate the extent and causes of deaths and injuries from consumer products 15-16 The National Highway Traffic Safety Administration (NHTSA) o Created by Congress in 1966 to: o Mandate minimum safety standards for automobiles, trucks, and their components o Set fuel economy standards for cars and light-duty trucks o Require manufacturers to recall cars and trucks with safety defects o Administer grants for states and cities to promote highway safety o No other agency has such extensive controls over a single product 15-17 Figure 15.3 - One Effect of Deregulation on Three Consumer Agencies 15-18 Other Consumer Protection Agencies o The Federal Trade Commission o The Environmental Protection Agency o The Equal Employment Opportunity Commission 15-19 Product Liability Law o Product liability: A doctrine in the law of torts that covers redress for injuries caused by defective products o Tort: A private wrong committed by one person against another person or her or his property 15-20 Negligence o A tort involves either an intentional or a negligent action that causes injury o Obstacles to consumers in early product liability law: o Caveat emptor o Narrow interpretation of the doctrine of privity, which held that consumers could sue only the party that sold them the product 15-21 Warranty o A warranty is a contract in which the seller guarantees the nature of the product o An express warranty is an explicit claim made by the manufacturer to the buyer o An implied warranty is an unwritten, commonsense warranty arising out of the buyer’s reasonable expectations 15-22 Strict Liability o The doctrine of strict liability established that anyone who engages in a dangerous activity is liable for damages to others, even if the activity is conducted with utmost care o The key to strict liability is that the injured person need not prove negligence to prevail in court 15-23 Strict Liability o Under strict liability an injured plaintiff must prove only that: o The manufacturer made a product in a defective condition that made it unreasonably dangerous to the user o The seller was in the business of selling such products o It was unchanged from its manufactured condition when purchased 15-24 Perspectives on Product Liability o The U.S. legal system makes it easier for plaintiffs to win large damage awards from product makers than do the systems of other countries. o Nowhere else in the world has the legal system created such a favorable environment for product lawsuits as in the United States. 15-25 Cost and Benefits of the Tort System o A recent estimate is that the tort system inflicts an annual economic cost of $835 billion on society, about 2.2 percent of GDP o Dangerous products have been either taken off the market, had their sales restricted, or been redesigned o Lawsuit threats and high liability insurance costs regularly cause companies to drop high-risk products 15-26 Concluding Observations o Consumerism is a word with two meanings: it refers both to a kind of society and to a protective movement o Consumerism as a way of life is spreading around the world because the conditions that support it are becoming more common 15-27 Concluding Observations o Consumers in the United States are now more protected from injury, fraud, and other abuses than in the past because of stronger government regulation and more consumer-friendly common law doctrines 15-28 Chapter 16 The Changing Workplace McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Ford Motor Company o Ford sold 15.5 million Model T’s from 1908 to 1926 o In 1927 failure to observe market trends forced the plant to close for 7 months while the Model A was designed o Henry Ford was a obstinate man, obsessed with power, iron-willed, dictatorial, and cynical about human nature 16-2 Ford Motor Company o Henry Ford’s treatment of his employees led to unionization in 1941 o In the early 1980s the firm suffered disastrous losses due to heightened international competition o Ford tried to change the company culture 16-3 Ford Motor Company o Taurus rejuvenates profits from 1985 to 1995 o 1994 – Chairman Alexander Trotman instituted a radical change program to prepare for an even more competitive global car market o 1999 – a new CEO, Jacques Nasser, attempts to remake Ford’s culture yet again 16-4 Ford Motor Company o 2000 – Ford Explorer tire failures cause disaster o 2001 – Henry Clay Ford, Jr. restructures o 2006 – New CEO Alan Mulally announced the need for one more reorganization 16-5 External Forces Changing the Workplace o o o o o o Demographic change Technological change Structural change Competitive pressures Reorganization of work Government intervention 16-6 Demographic Change o Population dynamics slowly but continuously alter labor forces o Overall labor force growth is slowing o The number of workers in some demographic categories is growing faster than in others, producing incremental but significant changes 16-7 Table 16.1 – Three Snapshots of the American Labor Force (in thousands) 16-8 Technological Change o Technical change has many impacts on work o It affects the number and type of jobs available o Automation has a turbulent impact on employment o Automation causes significant job loss in less-skilled manufacturing and service occupations 16-9 Technological Change o Will robots help the American worker? o https://www.ted.com/talks/martin_ford_how_we_ll _earn_money_in_a_future_without_jobs#t-40414 16-10 Structural Change o Structural change is caused by processes of job creation and job destruction that continuously alter the mix of productive work in every economy o Three long-term structural trends: o The agricultural sector has declined from predominance to near insignificance as an occupation 16-11 Structural Change o The percentage of workers employed in the goodsproducing sector is now in long-term decline o There is explosive growth in the service sector o Structural change is a critical factor in the decline of labor unions 16-12 Figure 16.1 - Historical Trends for Employment by Major Industry Sector: 1800–2018 16-13 Table 16.2 - Comparative Employment Structures in Nations at Varying Stages of Development 16-14 Competitive Pressures o Recent trends have intensified competition for American companies o Customer demand o Deregulation of large industries o Global competition o By global standards, American workers are extremely expensive o Companies in some industries now contract to have manufacturing done in a foreign country 16-15 Table 16.3 – International Wage Comparison 16-16 Reorganization of Work o Corporations alter business processes as they adjust to environmental changes, primarily competition o As transport costs have fallen, manufacturers more often separate production from consumption by sending their manufacturing to low-cost countries, then shipping products back to customers 16-17 Reorganization of Work o Because of communication technology, service work can now be sent to low-cost locations o Trade in services between nations is growing, creating fears about job loss from outsourcing 16-18 Reorganization of Work o Outsourcing: The transfer of work from within a company to an outside supplier o Offshoring: The transfer of work from a domestic to a foreign location or to a foreign supplier 16-19 Figure 16.2 - Quarterly Private Sector Job Gains and Job Losses: 1993–2010 16-20 Development of Labor Regulation in the United States o Historically, a strong laissez-faire current in American economic philosophy made governments at all levels reluctant to interfere with the employment contract o Today, government intervention is extensive and growing, but this is a twentieth-century trend 16-21 Liberty of Contract o Before the 1930s, government intervention on behalf of workers was very limited o In the late 1800s and early 1900s, strong majorities on the Supreme Court upheld the liberty of contract doctrine o The great flaw in the liberty of contract doctrine was that it assumed equal bargaining power for all parties, whereas employers unquestionably predominated 16-22 Waves of Regulation o First wave – Federal workplace regulation in the 1930s, which established union rights o Second wave – Between 1963 and 1974, moved federal law into new areas, protecting civil rights, worker health and safety, and pension rights 16-23 Waves of Regulation o Third wave – Between 1986 and 1996, again broadened the scope of federal law to address additional, and somewhat narrower, employment issues 16-24 Figure 16.3 - A Chronology of Major Workplace Regulations 16-25 Erosion of the Employment-at-Will Doctrine o Employment-at-will was traditionally defined as an employment contract that could be ended by either party without notice and for any reason – or for no reason o Federal and state laws take away the right to fire employees for many reasons, including union activity, pregnancy, physical disability, race, sex, national origin, and religious belief 16-26 Erosion of the Employment-at-Will Doctrine o State courts have introduced three common-law exceptions to firing at will: o Employees cannot be fired for complying with public policy o Employees cannot be fired where an implied contract exists o Courts in 11 states limit the employer’s ability to fire when an implied covenant of good faith is breached 16-27 Work and Worker Protection in Japan o Elsewhere in the developed world, workers benefit from similar and even greater welfare guarantees than in the U.S. o Japanese males, called salarymen, enjoy virtual lifetime employment in major firms o Japanese workers are very committed and sometimes work themselves to illness or death 16-28 Work and Worker Protection in Japan o In Japan, the centuries-old Confucian tradition of harmony in relationships prevents a labormanagement fissure, therefore unions never grew strong and unified 16-29 Work and Worker Protection in Europe o In the aftermath of World War II, many countries adopted a social welfare model of industrial relations to protect their populations against the ravages of depression and unemployment o Forces of global competition now strain this social welfare model 16-30 Work and Worker Protection in Europe o European workers are so expensive to employ that job-creating investments go elsewhere o In much of Europe, the results of lavish social safety nets and protections are persistent, high unemployment and slowed economic growth 16-31 Labor Regulation in Perspective o The bare minimum for labor market regulation is compliance with four core labor standards set forth in international labor conventions o Eliminate all forced or compulsory labor o Abolish child labor o Eliminate employment discrimination o Guarantee the right of collective bargaining 16-32 Figure 16.5 - The Tradeoff in Labor Regulation 16-33 Concluding Observations o The combined impact of the six forces changing the workplace creates both uncertainty and opportunity o Demographic and structural changes are uncontrollable but also slow and predictable 16-34 Concluding Observations o Technological change is a disruptive force but it has always created new jobs to replace the ones it destroys o Competition and work reorganization are reshaping labor markets everywhere o Experience suggests that workers fortunes will be mixed 16-35 Chapter 17 Civil Rights, Women, and Diversity McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. The Employment Non-Discrimination Act o Brooke Waits worked hard and her job was part of her o Away from work, Waits was open about being a lesbian, but at work she sensed that revealing herself would estrange her from the others o After being fired, Waits testified before Congress 17-2 The Employment Non-Discrimination Act o Since the 1970s, supporters in Congress have tried to pass a law extending workplace protections to victims of bias such as Waits o The Employment Non-discrimination Act of 2007 seeks to make it illegal to take any adverse job action based on sexual orientation 17-3 A Short History of Workplace Civil Rights The Colonial Era o Employment discrimination in America can be dated from 1619 o In the Declaration of Independence, “unalienable” rights are natural rights o Natural rights: Rights to which all human beings are entitled o The unalienable rights statement in the Declaration distills a body of doctrine know as the American Creed 17-4 Civil War and Reconstruction o In the United States, the issue of slavery rose to a crisis in the Civil War o In 1863, President Lincoln issued the Emancipation Proclamation o Following the war, Congress passed three constitutional amendments designed to protect the rights of former slaves 17-5 Civil War and Reconstruction o These amendments were supplemented by a series of civil rights acts passed by Congress o With little enforcement of these laws, southern states adopted segregationist statutes called Jim Crow laws 17-6 Other Groups Face Employment Discrimination o Native Americans were widely treated as inferior o When Mexico ceded Texas, 90,000 Hispanics became U.S. residents, but were victims of a range of discriminatory actions o In 1851, Chinese laborers began to enter the country to be met by economic and racial discrimination o The earliest Japanese immigrants found similar inhospitality 17-7 The Civil Rights Cases o The Civil Rights Act of 1875 was passed to prevent racial discrimination. o There was still widespread discrimination against freed slaves by business and soon a series of cases reached the Supreme Court 17-8 The Civil Rights Cases o These cases were consolidated into one opinion by the Court in 1883 and called the Civil Rights Cases o The Civil Rights Cases so narrowed the meaning of the Fourteenth Amendment that it became irrelevant to a broad range of economic and social bias 17-9 Plessy v. Ferguson o The Separate Car Act was passed by Louisiana in 1890 o On June 7, 1892, Homer Plessy, who was 7/8 Caucasian and 1/8 African, was asked to move to the “nonwhite” coach o Plessy refused and was taken to a New Orleans jail 17-10 Plessy v. Ferguson o Plessy brought suit, claiming he was entitled to “equal protection of the laws” as stated in the Fourteenth Amendment o The Supreme Court disagreed o The ruling completed the destruction of the Fourteenth Amendment as a mechanism to guarantee civil rights 17-11 Long Years of Discrimination o Southern legislators were emboldened by Plessy o Jim Crow laws spread o Black workers faced blatant discrimination o These customs spread to the north 17-12 The Civil Rights Act of 1964 o In the late 1950s and early 1960s, a new civil rights movement arose o The pressures of this movement led to many social reforms, among them passage of the Civil Rights Act of 1964 o Its Title VII prohibits discrimination in any aspect of employment o Title VII created the Equal Employment Opportunity Commission 17-13 Disparate Treatment and Disparate Impact o Title VII enforced a legal theory of disparate treatment o When Title VII went into effect, employees could no longer engage in outwardly visible displays of discrimination o The flaw in Title VII was that it contained no weapon to fight disparate impact 17-14 The Griggs Case o In Griggs v. Duke Power, the Supreme Court held that diploma requirements and tests that screened out blacks or other protected classes were illegal unless employers could show that they were related to job performance or justified by business necessity o The Griggs decision, and the legal theory of disparate impact it created, was necessary for Title VII to work 17-15 The Griggs Case o In 1978 the EEOC defined illegal disparate impact for employers with a guideline know as the 80 percent rule 17-16 Affirmative Action o Policies that seek out, encourage, and sometimes give preferential treatment to employees in groups protected by Title VIII o The origin of most affirmative action in corporations is Executive Order 11246 17-17 The Supreme Court Changes Title VII o The first high-profile challenge came from Allan Bakke, a white male denied admission to medical school, claiming reverse discrimination o The Supreme Court ruled in his favor 17-18 The Supreme Court Changes Title VII o A white laboratory analyst, Brian Weber, brought suit against Kaiser Aluminum claiming a promotion selection procedure violated Title VII o The Court ruled against him saying Kaiser’s affirmative action plan embodied “the spirit of the law 17-19 The Supreme Court Changes Title VII o These rulings established important criteria for judging the legality of subsequent affirmative action programs: o A plan must be designed to break down historic patterns of race or sex discrimination o The plan must not create an absolute bar to the advance of white employees o The plan must not require the discharge of white workers o The plan should be flexible and temporary 17-20 The Affirmative Action Debate o Utilitarian considerations o Ethical theories of justice raise questions about the ultimate fairness of affirmative action o Affirmative action may be debated in light of ethical theories on rights 17-21 Women at Work o Around the world more women work than ever before o In 2009 there were 1.3 billion women in the global labor force of 3.2 billion, making up 40 percent of the total o Participation rates are high in the least-developed countries, where poverty pushes women into paid labor 17-22 Women at Work o Lowest participation is found in Arab nations o Wherever women work, they are more likely than men to be in low-productivity jobs in agriculture and services and to be paid less, even in the same jobs as men 17-23 Gender Attitudes at Work o The new feminist perspective asserted that working women were entitled to the same jobs, rights, and ambitions as men o Men who believed in traditional sex-role stereotypes thought that women were too emotional to manage well; lacked ambition, logic, and toughness; and could not sustain career drive because of family obligations o In the U.S. belief in the traditional stereotype has eroded but proves durable 17-24 Subtle Discrimination o Many workplace cultures are based on masculine values o In blue-collar settings, sexism may be blatant; some men will openly express biases o In managerial settings, sex discrimination is usually subtle, even unintentional 17-25 Subtle Discrimination o Masculine cultures underlie many kinds of differential treatment o Men and women learn different ways of speaking in childhood o Later in life these conversation styles carry over into the workplace, where they can place women at a disadvantage 17-26 Sexual Harassment o Many women experience sexual harassment at some time in their careers o Men use sex-based harassment to define and enforce gender distinctions o The EEOC guidelines define two situations where harassment is illegal: o Quid pro quo o Hostile environment 17-27 Figure 17.2 - The EEOC Guidelines on Sexual Harassment 17-28 Occupational Segregation o Women are more likely to work in some jobs than others o Within corporations and in the economy as a whole, female jobs are lower in status and pay than typically male jobs o Women have less occupational diversity than do men 17-29 Table 17.1 - The Top and Bottom 10 Occupations in Percentages of Women 17-30 Compensation o Although the gender wage gap is closing, it is persistent for three reasons: o Occupational segregation places women in femaledominated occupations that tend to be lower paying than male-dominated ones o Women pay a heavy earnings penalty for child bearing and child rearing, activities that interrupt careers o The gap reflects elements of sex discrimination 17-31 Compensation o The pay gap between men and women is worldwide, although in most other nations it is lower than in the United States 17-32 Figure 17.3 - The Narrowing Gap in Weekly Earnings 17-33 Diversity o Diversity management: Programs to recruit from diverse groups, promote tolerance, and modify cultures to include nonmainstream employees 17-34 Key Components of a Diversity Management Program o Leadership from the top is critical o Change in the organization structure creates focal points for diversity efforts o Training programs are very popular o Mentors can be assigned to women and minorities to overcome isolation in firms where the hierarchy is predominantly white and male 17-35 Key Components of a Diversity Management Program o Data collection is needed to define issues and measure progress o Policy changes establish new rules o Reward systems encourage managers to achieve diversity goals 17-36 Concluding Observations o The first national effort to end workplace discrimination began during the Civil War o This visionary effort was defeated by social values contrary to the laws o In the 1960s, a second effort began with passage of the Civil Rights Act of 1964 o Today the accumulated corpus of antidiscrimination law is massive, complex, and controversial but overall, it works o Yet, more needs to be done 17-37 Figure 17.4 - Four Civil Rights Eras 17-38 Hiring and Work Assignments You're planning to hire a new sales manager and one of the leading candidates is really homely. You are concerned about how your customers – and even his colleagues -- would react to him. The specific job he's applying for requires extensive customer contact and his appearance is frankly disconcerting. On the other hand, his credentials are excellent and he's certainly qualified for the job. 17-39 Performance Management You were recently promoted to manager of a department with five professionals and two clerical staff. One of the professionals, Joe, is a nice guy, but he simply hasn't been able to match the performance of the others in the department. When he tells you he has been interviewing for another job in a different part of your company, you pull his personnel file and see that your predecessor had rated Joe's performance as "good to excellent." You frankly disagree. Joe has asked you for a recommendation. Based on the written appraisals, you could give him a good one - but your personal observation is at odds with the written evaluations. Joe's prospective manager -- your peer in another department -- asks for your opinion. What do you say? 17-40 Discipline Steven is a salesman who reports to you, the regional director of sales for an office supply company. He has a great track record and has consistently surpassed his sales targets, but he has one terrible flaw: he's not on time for anything. He's late for both for meetings with you and for lunches with clients, and the problem extends to his paperwork. His expense reports, sales reports -everything is handed in a week late. As his manager, you've counseled him about his tardiness and he has improved. Now instead of being 15 minutes late for a meeting, he's only five minutes late. And instead of submitting his expenses a week late, they're only two days late. His lateness seems minor in view of his achievements, but it's driving you and his co-workers crazy. 17-41 Terminations You're a manager in a large commercial bank. You discover that Patricia, a loan officer who reports to you, has forged an approval signature on a customer loan, which requires signatures from two loan officers. When you confront Pat with the forgery, she apologizes profusely and says that her husband has been very ill. The day she forged the signature, he was going into surgery and she just didn't have time to find another loan officer to sign the authorization for the loan. Pat has been with your bank for 15 years and has a spotless record. 17-42 Diversity One of your best customers is a very conservative organization -- a real "white-shirt" company. Reporting to you is David, a very talented African-American who could benefit greatly from working with this customer account -- and the customer account would benefit greatly from David's expertise and creativity. The issue is that David dresses in vibrant colors and wears a kufi, an African skull cap. Your company long ago recognized David's brilliance, and his dress within the company isn't an issue. But you know your customer would react to David's attire with raised eyebrows. 17-43 Harassment Your profession has been traditionally a male-dominated one and Marcia is the only woman in your department. Whenever Sam -- your senior engineer-holds staff meetings, he and the other males in the department compliment Marcia profusely. They say things like, "It's hard for us to concentrate with a gorgeous woman like you in the room," or "you've got to stop batting your eyelashes at us or the temperature in this room will trigger the air conditioning." They compliment her apparel, her figure, her legs, and her manner of speaking. Although flattering, their remarks make her feel uncomfortable. She has mentioned her discomfort to you on several occasions, and you've told Sam and the others to cut it out. They just laughed and told you that Marcia was too sensitive. You think that while Marcia was being sensitive, she did have justification for being upset about her coworkers' remarks. 17-44 Harassment One of your direct reports, Robert, belongs to an activist church. Although you have no problems with anyone's religious beliefs, Robert is so vocal about his religion that it's becoming a problem with other employees in your department. He not only preaches to his fellow employees, but he also has criticized the attire of some of his female co-workers, and continually quotes religious verse in staff meetings. You've received complaints about his behavior from several employees. A few weeks ago, you suggested to Robert that he tone down his preaching, and he reacted as if you were a heathen about to persecute him for his beliefs. His behavior has since escalated. 17-45 Family Issue One of your direct reports is Ellen, who just returned from maternity leave. She now has two children -- her infant is four-months-old and her older child is three-years-old. Ellen is not only a talented worker, but she's also a wonderful person. Before the birth of her second child, she had no problem handling the workload and the demands on her time - she had a live-in nanny who could care for her child regardless of when she returned home. Recently, however, her live-in left and Ellen is now sending her children to a day care facility with strict opening and closing times. Although Ellen is very productive when she's in the office, her schedule no longer has any flexibility -- she must leave the office no later than 5:00 p.m. This has caused a hardship for all of her peers who must complete team assignments whether or not she's present. Although you don't want to cause problems for her, the situation doesn’t seem fair to her co-workers. 17-46 Honesty is Rule One Michael is a lawyer who reports to Paula, the corporate counsel for a chemical company. During one particularly busy period, Paula asks Michael to prepare a summary of all pending lawsuits and other legal activity for the company's senior management. Since Michael has several court appearances and depositions cluttering his schedule, he assigns the report to one of his paralegals, who completes the report in several days. Since he's so busy, Michael simply submits the report to Paula, without reviewing it. When Paula asks him what he thinks of the report, he assures her that he's fine with it. The next day, Paula asks Michael into her office and says that she has found a major omission in the report. Michael has no choice but to admit that he didn't have time to review it. 17-47 Standards Go Both Ways It began when Bruce asked Andy to lie to his wife about his whereabouts. "If Marcia calls, tell her I'm in Phoenix on a business trip," he told Andy. Of course, he had also confided to Andy that in case of an office emergency, he could be reached at a local golf tournament or at a nearby hotel where he was staying with another woman. Since Bruce was senior to Andy and was a powerful contributor in the department, Andy went along with his request. When Marcia called, Andy told the lie about Bruce being in Phoenix. Bruce asked several more "favors" of Andy, and Andy complied. Then Bruce asked for a big favor: he instructed Andy to inflate monthly sales figures for a report going to senior management. When Andy objected, Bruce said, "Oh, come on Andy, we all know how high your standards are." 17-48 Employment Basics You've recently been promoted to a supervisory position and are now responsible for coordinating the work of four other employees. Two of these workers are more than 20 years older than you are, and both have been with the company much longer than you have. Although you've tried to be supportive of them and have gone out of your way to praise their work, whenever there is some kind of disagreement, they go to your boss with the problem. You've asked them repeatedly to come to you with whatever issues they have; they just ignore you and complain to other workers about reporting to someone your age. Design a strategy for dealing with these workers and your manager. 17-49 Managing a Diverse Workforce After two years of sales calls and persuasion, a large, multi-national petroleum company -- Big Oil Ltd. -- decides to sign with your employer, Secure Bank. Since Big Oil is headquartered in Saudi Arabia and most of the meetings with the client have been in the Middle East, Secure Bank's senior executive in charge of oil and oil products companies -- Julie -- has not attended. Although the Secure Bank employees who have met with the company have told the Big Oil executives that the lead on their account will be a woman, the news must not have registered, perhaps because of language difficulties. Today the Big Oil reps are in Chicago to sign on the dotted line and meet with Secure Bank's senior managers, and of course, they've met with Julie. A member of the original Secure Bank sales team calls you to say that Big Oil's senior team member has told him he does not want Julie to work on their account, period. Because of cultural issues, Big Oil execs are uncomfortable dealing with women from any country. As Julie's manager, what do you do? 17-50 Managing Up and Across As an operations professional, you need to be able to interact effectively with many internal customers – from corporate managers to field representatives. One of your peers is Jessica, who is a talented operations professional, but who is downright rude to her internal customers. Her attitude is so bad that people around your company ask specifically to deal with you instead of Jessica. You’ve heard many tales about her sarcasm and her unwillingness to deliver anything other than the absolute minimum to other employees. You’ve thought about talking to Bruce, the manager to whom both you and Jessica report – but you and everyone else knows that they’re dating. In the meantime, your workload is increasing because of Jessica’s reputation. How do you handle Jessica and Bruce? 17-51
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Explanation & Answer

Attached.

MEMORANDUM 1
MEMORANDUM
From: Mark Scott
To:
Date: April 24, 2018
Subject: ETHICAL ISSUES
Ethical issues have been prevalent in diverse areas such as in food production, in
professional conduct of companies as well as in social aspects in our today’s world with major
players in these respective sectors taking advantage of different situations to treat their concerned
parties or rather parties of interest such as consumers in manners that do not warrant
conformation to ethical principles. Ethics in both social, economic, and ecological perspectives
are defined by five standards which entail respect for the autonomy, restraining from harming or
rather doing no harm (non-maleficence), benefiting others or what is termed in other words as
beneficence, being just, as well as being faithful or fidelity in other words. Respect for autonomy
refers to respecting the dignity of individual human beings and their right to make decisions for
themselves. Respect for autonomy is an ethical principle that is based on the concepts of
confidentiality and informed consent. In the case of this principle, therefore, individual human
beings have the freedom to make decisions of how they lead their lives as far as their decisions
lead to no negative impact to the lives of their fellow human beings. The human freedom for
thought and choice is founded on this ethical principle. The principle of non-maleficence which
refers to doing no harm is based on the common understanding that there is no harm that should
result from our interaction with other people. In other words, the principle of doing no harm is
based on a human obligation to act rightfully or do good while removing or preventing any

MEMORANDUM 2
injury or harm. On the other hand, the principle of benefiting others which is also referred as the
principle of beneficence refers to the human responsibility to ensure that their actions purely and
actively promote the well-being and health of others. Moreover, the principle of justice refers to
fairness among human beings where a group or individual rights are balanced against another.
The principle of justice has assumption of three standards which entail equality, impartiality as
well as reciprocity which is founded on the golden rule in the bible which states that treat others
as you wish to be treated. The final ethical principle is the principle of fidelity or being faithful.
This principle means three moral virtues which encompass truthfulness, loyalty, respect as well
as promise keeping. The fidelity principle is correlated to the principle of autonomy where
practicing unfaithfulness in dealing with others is viewed as denying other people the full chance
to exercise the freedom of choice in any relationship thereby undermining their autonomy.
It is important to note that these ethical principles provide a general framework human
beings use to examine or rather assess the extent of moral standards in various aspects of their
lives. That being said, ...


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