Student Name: Student ID: Course Title: Date: 1|Page Analyze any 4 of the following 5 cases given below. Each case analysis carries 25 marks. (Word Limit- 3000-3500 words) Note: Be informed that there is no right or wrong answer; you need to analyze the cases and come to an ethical conclusion based on which marks will be awarded. Sample case analysis is given above, analyze the following cases based on the below questions ❖ ❖ ❖ ❖ ❖ ❖ ❖ What Are the Relevant Facts? What Are the Ethical Issues? Who Are the Primary Stakeholders? What Are the Possible Alternatives? What Are the Ethics of the Alternatives? What Are the Practical Constraints? What Actions Should Be Taken? 2|Page Table of Contents: Excutaive Summary:………………………………………………………………………4 Introduction:……………………………………………………………………………….5 Case 1: ………………………………………………………………………………………5 Case 2:……………………………………………………………………………………... 8 Case 3: ……………………………………………………………………………………..10 Case 4:……………………………………………………………………………………... 13 Conclusion:…………………………………………………………………………………16 References:…………………………………………………………………………………17 3|Page Excutaive Summary: The cornerstone of the success line in the workplace is moral behaviour. People who manage institutions and organisations are captivated by the extraordinary qualities of ethical workplaces. Ethical behaviour is a key indicator of how an organisation identifies itself. The corporate environment is full of difficulties and problems, but ethical behaviour overcomes these barriers by imposing rules and guidelines for employees. All related areas of the company must be generalised with regard to ethics, and consumers, agents, and workers must adhere to it. Ethics involves the ideals that a community adopts and how those values affect how an organization's structure functions. It is vital to continue adopting it when these ideals create a happy environment and boost employee productivity. In this regard, we will shed light on the ethics of an electronic organisation and demonstrate how ethics are reflected in quality control assessments, obstacles they face, moral principles behind their potential as they currently stand, and moral alternatives. Sample Assignment: Part of the content removed 4|Page Introduction: All businesses and institutions must adhere to a set of moral principles. These criteria specify what is permitted and what is not, and they contain particular determinants. Sample Assignment: Part of the content removed As a result, abiding by these moral principles protects employees' rights and creates an atmosphere where everyone's rights are upheld without interference. (Suriyankietkaew, 2019) Case 1: Rachel works as a Quality Assurance Engineer at a large electronics company. She is responsible for the final testing of her company’s servers and is part of a team which decides when new products will be shipped to distributors for sale. Sample Assignment: Part of the content removed Because there is such a short amount of time between the release of each next new product, the Quality and Assurance department cannot perform every possible test on the servers to ensure they are defect free. Rachel will not ship a product if there is any possibility that the server could malfunction and cause physical harm to the customer. However, she will ship a product that has a higher likelihood of failure resulting in data loss for the customer, because she knows that if she doesn't, her company's competitor will. Is this an ethical way to conduct business? How should she determine when to ship a product with known defects? 5|Page Case 1 Analysis What Are the Relevant Facts? • Rachel is employed at an electronics firm. • Rachel is in charge of testing the organization's servers. • Rachel makes the servers, and the business has a deal with a different business that makes the server chips. • The short intervals between server versions are a concern since they make testing difficult. What Are the Ethical Issues? Due to Rachel's incapacity to test the operational servers and the frequency of server updates, it is possible that certain customers may receive subpar servers, which may erode their faith in the organisation. Who Are the Primary Stakeholders? • Rachel, the Quality and Warranty Engineer • Electronics company • Chip’s manufacturing company • Customers What Are the Possible Alternatives? • • In order to prevent the client from receiving a subpar server, Rachel can put into place an overtime programme where the quality assurance team tests the servers that are manufactured. By recruiting a group of recent graduates with the intention of developing a training programme for them that is advantageous to both parties, the corporation can find a solution to the issue. What Are the Ethics of the Alternatives? a) Utilitarian theory: The implementation of an extra working hour's programme to test the servers is the best solution to ensure the safety of the devices. 6|Page Sample Assignment: Part of the content removed b) Rights and responsibilities: Considering that the execution of the programme for more hours needs the company's commitment to upholding workers' rights to this additional work, hiring a group of recent graduates may be deemed a smart selection and the most rights-preserving choice. The business vows to harm its reputation while upholding consumers' rights. c) Equity: Adding more employees is the most equitable course of action. Employee consent for an extended hour programme should be taken into consideration in such circumstances, albeit many may reject it. Consequently, hiring a group of workers is the wisest and most equitable course of action. What Are the Practical Constraints? If these choices are made, the business will be faced with a number of new responsibilities that will result in additional expenses for hiring new workers. Another difficulty will be finding time to educate these new teams so that the servers can be completely inspected. Sample Assignment: Part of the content removed What Actions Should Be Taken? Rachel requires more resources, such as extending her working hours or employing more staff members. By taking these steps, she hopes to avoid any moral dilemmas. In order to protect the rights of consumers and ensure that they receive competent servers, the firm must have a clear and correct strategy for training new employees throughout the shortest possible timeframe. During this period and with training, these staffs may be gradually included. 7|Page Case 2: Anne is an established electrical engineer at Onerous, a computer hardware company. Not a stranger to incidences of favoritism the company, Anne recently encountered a particularly unfavorable scenario involving a few of her close co-workers. Two employees, who had been newly hired, were given visible roles in a prominent project. Upon the project’s successful completion, the new-hires were given generous promotions by management. On the other hand, Anne’s co-workers were asked to play supporting roles in the project, and were not given any special recognition (i.e., promotions) for their work. Anne’s non-confrontational co-workers were angry and came to Anne for advice since they knew she had broad professional experience. They told her that they were going to leave the company if management did not stop playing favorites. Sample Assignment: Part of the content removed Case 2 Analysis: What Are the Relevant Facts? • Anne works for Onerous, a computer business. • Anne works as an electrical engineer for the corporation. • Recently, Anne and her coworkers had to deal with an unjust situation where lucrative projects were given to new hires before they were promoted. • The administration's initiative to hold the event amounts to partiality. What Are the Ethical Issues? The company's decision to provide experienced and knowledgeable older personnel active positions in a new initiative amounts to an ethical violation. On the other side, the corporation offered a project to new hires, who were subsequently given significant promotions within the organisation. This is a type of 8|Page prejudice and unfairness toward the company's employees. (Bowie, 2020) Who Are the Primary Stakeholders? • Anne as well as her coworkers. • New hires who have received promotions. • Management of the firm. Sample Assignment: Part of the content removed What Are the Possible Alternatives? • The employees ask the management for clarification; if the management declines to communicate, the employees engage in a stoppage campaign to put pressure on the management of the company to uphold justice. • File a complaint with Human Resources and follow the established, documented steps to clarify the situation. • Workers chose to ignore the incident and devoted themselves to demonstrating their value and potential for advancement. What Are the Ethics of the Alternatives? a) Utilitarianism: The best course of action is for employees to disregard the incident, file a complaint for clarification, and demonstrate their efficacy through ongoing diligence. This includes preserving the company's stability and upholding a positive working relationship with management. Sample Assignment: Part of the content removed b) Rights and duties: If the employees want a solution, they should stop working and criticise the company so that its unfair decisions are reviewed. They should continue in this way for a period of time that could result in the company giving up its position, granting promotions to those who deserve them, and putting in place a work policy and promotion system that is transparent to all. c) Fairness: Include the idea of filing a formal complaint to record the incident, with a boycott of work for a number of days that could force the company to implement a different plan to uphold employees' rights, including the employees' demand for a transparent policy on promotions and taking on duties. 9|Page What Are the Practical Constraints? The difficulties actually lie in the dependencies that will follow the implementation of a work boycott, as the administration may impose unjust punishments and procedures on the workers, and it may develop into a serious problem that harms the business and its employees, as some employees have obligations in their personal lives and won't be able to bear the idea of the boycott, which could result in a suspension of salaries. What Actions Should Be Taken? I think, the employees should consciously follow the procedures, so that a complaint is submitted and a request for clarification from the company is made, then a clear policy on promotions is requested, and if the company refuses, the employees demonstrate their eligibility through diligent work. Sample Assignment: Part of the content removed Case 3: Victoria, a recent college graduate, recently started a new job as an analyst at a boutique investment bank. The office is a small, all- male environment, known as "The Bullpen.” After her first two months at work, the company is set to hold its annual summer outing. As the outing is some distance from her house, Victoria is pleased when one of the executives, Luke, offers to drive her home. During the drive, Luke invites Victoria for "a casual dinner." She feels pressured to accept. Since they are currently working together on a deal, she hopes that the dinner will be a great opportunity to collaborate on business. Instead, she is ill at ease when Luke continuously brings up personal matters. Back in the car, Luke is even more insistent that Victoria comes to his house. She is extremely uncomfortable, but sees no way out of the situation, feeling as if she cannot decline. At his house, Luke makes a direct advance toward Victoria. Sample Assignment: Part of the content removed 10 | P a g e Victoria is unsure what action to take. Her first two months on the job were going so well and she wonders what impact this incident will have on her work environment. She does not feel comfortable approaching her firm's HR department, a one-man operation who seems to exhibit and condone the firm's “bullpen” attitude. Victoria fears that if she does not speak up the advances will continue, but considering that she has to work with Luke on their current deal, she wonders if forgetting the incident will make it go away faster. What should Victoria do? Case 3 Analysis: What Are the Relevant Facts? • As soon as Victoria had her college diploma, she started working in a local bank. • The workplace was named The Bullpen, and it was a male-only atmosphere. • The business is eager to organise yearly excursions throughout the summer. • Luke proposed a private supper to Victoria. • Victoria was hesitant to keep Luke at bay because she thought the agreement may go through. • Depart Victoria and hail a cab. What Are the Ethical Issues? • Luke's attempt to sever ties with Victoria's enterprise. • He made Victoria uncomfortable by not ensuring that Victoria would be treated fairly if she complained about Luke. • Make the writing more manly. • Insufficient authority over customers. Who Are the Primary Stakeholders? • The company • Victoria • Luke • Human resources What Are the Possible Alternatives? • Making an effort to win Mr. Luke over in order to keep the business going and complete the agreement. • Victoria may have brought her issue up at the Human Resources division. • Ignore Luke's commercial arrangement with him and look for an other client. • Luke talks and informs him that she has no personal interests and just worries about business. What Are the Ethics of the Alternatives? 11 | P a g e a) Utilitarian: Finding a solution that benefits both parties and does not entirely harm either is one of the most important tactics in making decisions relating to business issues. Sample Assignment: Part of the content removed b) Rights and duties: The Human Resources Department offers a process and methodology to help staff in resolving work - related problems or listening to concerns in order to build a better business, from whom Victoria can resort and present its problem. It is the responsibility of employers to provide employees with the necessary opportunities and conditions to carry out their work to the fullest. c) Justice or fairness: Victoria has the right to feel equal to male employees in terms of work and treatment, and since Luke's treatment of her may have been influenced by the company's patriarchal culture, it makes sense to hold him responsible for his actions regardless of how important he may be to the business. What Are the Practical Constraints? For female employees, not all businesses or workplaces offer them a comfortable atmosphere, and it is nevertheless difficult to attempt to cohabit with male colleagues while performing the necessary task. Victoria is surrounded with perplexing options and has been worried by her manager. Sample Assignment: Part of the content removed What Actions Should Be Taken? From my perspective, it is risky for Luke to be present without a reaction or warning because he is one of the most crucial employees of the organisation. It is wrong to ignore the immoral issues at work; Victoria should file a complaint against him with the human resources division to stop him from repeating his actions with Victoria or others. 12 | P a g e Case 4: Five years after graduating from Santa Clara University, Ilene Kennedy got a job in contract sales, selling high-end office furniture to large companies throughout Northern California. Ilene was a manufacturer's rep who represented ten lines of furniture to dealers who then sold the furniture to the end user-law firms and financial companies in remodel or expansion processes. Ilene had learned about the strict chain-of-custody within the contract furniture industry from a close friend in the business. This chain was a custom in the business which permitted only certain individuals to sell to and represent those immediately above or below them in the "ladder." In the system, designers and architects who were remodeling law firms and company offices specified furniture to buy from the dealers who would, in turn, buy the furniture from the manufacturer. As a manufacturer's representative, Ilene would only be selling to dealers, architects and designers. She would not be selling to end users. Sample Assignment: Part of the content removed bidding against dealers, architects and designers she often worked closely with-dealers she was supposed to be using at the time. The entire process made Ilene feel very uncomfortable-she felt like she was cheating the system. It was apparent that her company was using a less accepted strategy. After a couple months, she brought the concern to her boss, the owner of the company, who was completely unsupportive. Her boss told her that she was, "too idealistic and not a true salesperson." They were in the business to make money, not to make friends. He said she could leave if she didn't feel comfortable with the arrangement. "I just realized I was hired for a position that was completely unethical," said Ilene. Frustrated, Ilene did her best to balance both her role as a manufacturer's representative and her forced role in the bidding wars. On several occasions she bowed out of potential deals with end-users when she was faced with bidding against her own dealer client. In these instances the dealers knew that Ilene was 13 | P a g e going after the profit. She wasn't proud of the strategy and, knowing well that she may have to work with the dealers in the future, she decided to take herself out of the awkward situations. Sample Assignment: Part of the content removed But Ilene couldn't handle the balance. "I told my boss that I was uncomfortable selling to the end-users for ethical reasons," said Ilene. For the next six months, Ilene only sold to dealers and designers-as the chain-of-custody intended it. "The option was less lucrative for me and for the company, but at least I was doing what I thought was right and fair," said Ilene. After those six months, Ilene quit the job and began a sales job in another industry where she's found ground-breaking success. Discussion Questions: •Do you think the sales strategy of Ilene's boss is unethical or just an aggressive tactic? •What would your advice be to Ilene on how to deal with this discomfort she felt with selling directly to end users? •How could this practice of breaking the chain-of-custody impact the industry? •Does Ilene have the obligation to push for broader changes within the system, rather than only changing her own job responsibilities to align with her personal ethics? •Is it ethically forbidden to go out of the sales chain? Case 4 Analysis: What Are the Relevant Facts? • After graduating, Ilene Kennedy worked in marketing and sales for a furniture manufacturer. • The furniture business sold to consumers rather than to dealers and designers. • The manager explained the action's process to Ilene. • Ilene didn't like the concept since she thought it was unethical. • The business has eleven locations. • Selling directly to customers was a more lucrative strategy. • Ilene quit the firm because she was dissatisfied with how things were going. What Are the Ethical Issues? • The company's strategy was to prioritise profit regardless of the needs of the customer. 14 | P a g e • Implement work limits that might not be acceptable to all workers. Sample Assignment: Part of the content removed • Ilene was experiencing pressure and unease at work since she was following a policy that didn't work for her and didn't align with her. Who Are the Primary Stakeholders? • Ilene • Company Director • Furniture company • The end user • Designers What Are the Possible Alternatives? • If you disagree with the nature of the work, Ilene may leave the firm. • A compromise or agreement on the selling process can be achieved with the manager. • Ilene complied with the manager's offer and adopted the business policy. • Conducting tabular analyses and data for marketing techniques while simultaneously utilising the most moral and successful ones. What Are the Ethics of the Alternatives? a) Utilitarianism: The employee must perform tasks that benefit the organisation and are in its best interests; in this case, the employee's devotion and sincerity to the company are demonstrated. Ilene feels that working in a modest manner between the manager's attitude and his methods will be beneficial to both sides. Any alternative put out may be made into an acceptable, practical, and lucrative good or service. b) Rights and obligations: One of the worker's obligations is to address issues with the fewest losses feasible. The corporation has not met Ilene's expectations for a conducive work atmosphere or officials' constant efforts to maximise profits. Sample Assignment: Part of the content removed c) Justice and fairness: Since both the manager's technique and the Ilene method are lawful, there are no restrictions on the possibilities that may be used at work. A way that combines the two can be 15 | P a g e found. The alternatives are more varied since the manager may have regular meetings and hear more proposals. What Are the Practical Constraints? Ilene experienced various difficulties at work, including having to impose a longer working style and make an effort to accept and accommodate it. The main problem in all professions and disciplines is to operate in a way that is comfortable for all parties. Perhaps no business is without challenges. Ilene quit her job to look for a new location that suited her and her moral principles. (Mubako, 2021) What Actions Should Be Taken? Ilene should stop being flexible at work, gain a lot of experience, and try out different working methods in order to protect her reputation and career. Before leaving the office, she ought to have spoken with the management, shared her thoughts, and come up with a solution. Conclusion: Each association needs ethics in business to function effectively, establish a place in the eyes of its customers, and build its brand and operations. All areas of business, Operations, Engineering ,Finance, and its internal and external partners should be related by ethics (employees, providers and customers). Sample Assignment: Part of the content removed 16 | P a g e References: - Bowie, N. E. (2020). Business Ethics. In New Directions in Ethics (pp. 158-172). Routledge. - Mubako, G., Bagchi, K., Udo, G., & Marinovic, M. (2021). Personal values and ethical behavior in accounting students. Journal of business ethics, 174(1), 161-176. - Suriyankietkaew, S., & Kantamara, P. (2019). Business ethics and spirituality for corporate sustainability: A Buddhism perspective. Journal of Management, Spirituality & Religion, 16(3), 264-289. 17 | P a g e LEADERSHIP SBS MBA Assignment -2025 STUDENT ID UNIT TITLE: NAME (in Full): GENERAL INSTRUCTIONS • • All assignments are to be submitted All assignments are to be submitted on 27th March 2025 on https://lms.atmsstudentgateway.com/ Any Assignment submission extension request must come to Azra Fatima (Assistant Vice President (AVP) of Academics) afatima@atmsedu.org 5 days before the date of submission with a valid reason and supported documentary evidence. • APA 7th edition referencing guidelines needs to be followed. • Similarity between student’s work is strictly not accepted, any student found with similar work will be graded Zero and fail for the course. However, Plagiarism is an academic offence and will not be tolerated. • Any revaluation request should come in 5 days of grade release. Any late request will not be obliged.(Form and other details shall be shared based on request) • Revaluation cannot be requested for plagiarized assignments as the assignment stands as an academic misconduct. • If a program participant submits the assignment late, but within 1 week after the submission date a 20%penalty will be applied • Re-evaluation request is NOT applicable for any failed courses provided the mark range from 59 to 69.Any grade which is below the range is however not applicable for this request. • Any rescheduling request can be fulfilled within one week after the actual date of the assessment. Anylate request will not be obliged. • Assignment once submitted to exam board is final for marking. • Second extension cannot be provided without supporting documentary evidence. • Program participants are strongly advised to keep a copy of their work in case the submitted copy shouldgo astray. PS. Kindly note to adhere to all the above instructions. Failing to read this, ATMS will not be responsible for anyactions taken. Total Marks ___ / 90 PLAGIARISM Plagiarism is defined as providing material from an uncredited source, or without the acknowledgement of the original author. For longer submissions and reports, students are required to provide an Assignment Cover Sheet, which states that submission is their original work, and has not been submitted for another assignment, either in that course, or another Plagiarism may have many forms including but not limited to: o o o o o o o o o o o o o Outright copying another author’s work without acknowledgement Cut and paste without the correct citation and acknowledgement Copying key words but changing the sentence structure without crediting the original source Copying the sentence structure but changing some words without crediting the original source Following the structure or organization of another author’s work, or order of presentation of ideas Submitting work that was created by an unacknowledged third party (i.e., writing service, or another student) Copying from published authorities without acknowledgement Failure to correctly use quotation marks when expressing another author’s idea Incorrect or improper use of in-text citation and referencing Missing or incorrectly presented bibliography or reference list Pretending ownership of another author’s ideas Making work available to another person for copying Falsifying results The plagiarism tolerance for MBA is 8 %. In cases where the plagiarism percentage exceeds the tolerance, students are given a second chance to rework on their assignments and submit. However, if the percentage continues to exceed the tolerance percentage the student will be awarded one grade lower than the original grade achieved. Assignment Total Word Count 3000 – 3500 Words Case Study: Leadership in a Tech Company Company: TechNova Solutions. Sector: Technology Background TechNova Solutions is a mid-sized software development company specializing in AI-driven business solutions. The company has recently undertaken a major project for a high-profile client, requiring cross-departmental collaboration between the software development, marketing, and customer service teams. The project is led by Alex, the newly promoted project manager, who has strong technical skills but limited leadership experience. The Issues 1. Communication Breakdown From the beginning, communication among the teams has been inconsistent. Alex prefers email for updates, while some team members rely on Slack, and others expect in-person meetings. As a result, important information is often missed or misinterpreted, leading to delays and frustration. Marketing feels they are not receiving timely updates from the development team, which affects their ability to prepare promotional materials. The developers, on the other hand, believe marketing is pushing unrealistic deadlines without understanding the complexity of the coding process. 2. Conflict Between Teams The tension between the software developers and the marketing team escalates during a project status meeting. Sarah, the head of marketing, accuses the development team of not keeping commitments, while James, the lead developer, insists that marketing does not respect technical constraints. The argument becomes personal, with both sides feeling disrespected. Alex struggles to mediate the situation and lacks the confidence to enforce collaboration. Instead of addressing the root cause, he decides to limit meetings between teams, which only increases the misunderstandings. 3. Decision-Making Challenges Midway through the project, a significant technical issue arises that threatens to push the deadline back by two weeks. The client expects a quick resolution, but Alex is unsure whether to inform the client immediately or attempt a workaround. His indecisiveness leads to delays in addressing the issue. When the client eventually finds out, they are upset about the lack of transparency. This damages the company’s reputation and puts additional pressure on the team. 4. Leadership Style Issues Alex primarily adopts a hands-off leadership approach, believing in giving his team autonomy. However, this results in a lack of direction and accountability. Some team members feel abandoned, while others take advantage of the lack of oversight. After the conflict between Sarah and James, Alex shifts to an authoritarian style, making unilateral decisions without consulting the team. This sudden change creates resentment and lowers morale. Conclusion As the project nears its deadline, team frustration is at an all-time high and motivation at an alltime low. The client relationship is strained, employees feel demotivated, and Alex’s credibility as a leader is questioned. Specific Issues: 1. Communication Barriers: Varying communication styles lead to misunderstandings and misinterpretations between the teams (Software development, Marketing and Customer service). This affects the progression of the project and the delivery of the project to customers. 2. Conflict Resolution: Different approaches to conflict resolution impact Project team dynamics. Some team members avoid confrontation, while others prefer direct communication. 3. Leadership Styles: Leadership styles that work well in some departments might be perceived differently in others. Finding a balance between directive leadership and participative leadership is challenging. 4. Decision-Making: Departmental differences in decision-making processes, such as consensusseeking versus top-down decision-making, hinder timely and efficient choices. Assignment Tasks: 1. Motivation and Communication Strategies • Analyze how contemporary motivation theories can address communication challenges within multicultural teams. • Propose communication strategies that leverage motivational theories to enhance understanding and engagement. • Explain how applying strategies can align team efforts toward achieving the organizational goals. 2. Cultural Intelligence and Conflict Resolution • Discuss the significance of cultural intelligence in managing conflict within diverse teams. • How should Alex have handled the conflict between Sarah and James, recommend conflict resolution techniques that consider differences and foster team cohesion. • Explain how leaders can promote an environment of open dialogue while respecting cultural norms. • Discuss the importance of collaborative decision-making models in a multicultural context. 3. Adaptive Leadership and Decision-Making • What decision-making approach should Alex have taken when facing the project delay? • Propose strategies for adapting leadership styles based on team members' performance management preferences. • How can Alex balance different leadership styles to suit different situations. Conclusion: Summarize the insights gained from addressing the leadership challenges at Becketts Coffee Manufacturer’s. Highlight the significance of culturally sensitive leadership approaches in fostering effective teamwork, innovation, and success in a growing multicultural organization. 
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