The Wisson company policy stated “Personal payments, bribes or kickbacks to customers or suppliers or the receipt of kickbacks, bribes or personal payments by employees are absolutely prohibited”. (p.564) Dealing with employee ethics company policy this is where I would clearly start first. I have found during the course of this case study several facts that Valerie Young was faced with. While going to make photocopies she discovered her bosses personal companies document revealing commissioning and fees totaling $35,000 per month. Valerie also struggled with revealing her discovery with corporate headquarters, while justifying her own values to protect herself and fellow colleagues. Lionel Waters’ personal greed leads to wrongful business …show more content…
Let’s start with the core reason for this case study. Valerie Young was a marketing manager for the Wisson Corporation when one day she went to make some photocopies. While attempting to make copies she discovered a paper jam and proceeded to clear it. She came across a document that looked similar to her boss’s personal letterhead. Upon further investigation, she noticed that the document revealed evidence that her boss Lionel Waters was receiving $35.000 per month threw his consulting company he had on the side. I see this is a conflict of interest within the company. The Wisson company policy does not specifically address that an employee cannot have his personal consulting company while working within their company. Valerie stated during this case study that in the past year leading up to this event the Wisson Company worked with eight companies to deliver 300 to 400 perfume samples. Once Lionel Waters took over they only worked with two companies and Valerie and her colleagues soon found out that Mr. Waters’ was not to be questioned on his decisions. I can only assume from the case study that Mr. Waters displayed the use of legitimate power due to his position within the company. In my opinion from my reading, Lionel Waters was using his position to line his pockets thru …show more content…
This whole policy allows an upper manager to moonlight with a consultant company on the side. This is a failed process starting with the CEO him or herself by not establishing a clear do’s and don’ts with in there company. Mr. Waters clearly did not have loyalty to the company and only sought out ways to personally prosper for the company’s lack of control. For an employee to want to look the other way proves further that the company had a lack of control of this department. The fear of staff cutbacks and the loss her visa questions her ethics to do the right thing. Her personal greed of acquiring a higher education which may allow her to leverage for a position at a different company goes against my ethics values. The Wisson Company failed to hold Mr. Waters accountable by allowing him to fail as a leader. He clearly never supported his team with confidence and developing ideas and a vision for the team to follow. I have realized how difficult it must be to run a large corporation like Wisson’s without the training of business ethics and a clear vision of corporate
SOX would be able to prevent hiring the same audit firm for more than five years. Also some members of the fraudulent team were former employees of the audit company. Due to Conflict of interest section, Phar-Mor Inc. wouldn’t be able to hire employees from Cooper without breaking one-year rule. In this case it would be much harder for the top management to hide illegal activities without knowing the audit procedures. O...
Ethics policies are implemented in almost all businesses. Companies search for candidates that will be moral in their actions so they can ensure long-term financial success. Throughout history we have seen businesses fall due to unethical behavior. In recent years the business Enron Corporation is best known for the scandal that led to the bankruptcy of a company with more than 60 billion dollars in assets. We will examine the circumstances that led to the downfall of Enron, how the scandal was realized, as well as the outcome of one of the largest bankruptcies in American history; a case that exemplifies unethical professional behavior.
Spokane Industries has contracted Franklin Electronics for an 18 month product development contract. Franklin Electronics is new to using project management methodologies and has not been exposed to earned value management methodologies. Even though Franklin and Spokane have worked together in the past, they have mainly used fixed-price contracts with little to no stipulations. For this project, Spokane Industries is requiring Franklin Electronics to use formalized project management methodologies, earned value cost schedules, and schedules for reports and meetings. Since Franklin Electronics had no experience with earned value management, the cost accounting group was trained in the methodology in order to bid for the project.
2), Chip lured Harry from a competitor into Galvatrens as COO. Harry made notable changes to the supply chain, manufacturing efficiency and capacity. Chip also replaced the general counsel with Syd, a colleague in that capacity at Paloreq – where with her contributions, Paloreq was able to attract and retain talent. At Galvatrens, Syd advised that procedures for revealing and solving conflicts in the workplace be improved, modifications she had made too at Paloreq. With the CEO’s permission, Syd had a consulting firm review Galvatren’s existing system; the consultants’ advice brought about the institution of new policies. An open-door policy for raising workplace concerns was one of them; this policy required employees to meet with immediate supervisors or managers at any level about their concerns, and also included a ban on retaliation. Other additions include an ethics officer responsible for enforcing the code of conduct, the use of a toll-free 24-hour hotline in reporting violations to the code of conduct and the launch of an ethics awareness campaign. Essentially, Galvatrens aimed at being transparent and ethical. Even with these reforms, Galvatrens still faced the challenge of having a weak system of confidentially reporting misconduct. Hence, they found themselves in a lawsuit situation filed by Mike Fields, a former divisional sales manager at
The ethical issue in this situation is the willingness of the company’s director to prevent the employees from organizing in union. Among others, the company’s director try to use unfair tactic like diversion, intimidation, manipulation, termination of job contract and threat to shut down the company leading to massive loss of job. In an ethical standpoint, these tactics are wrong.
My opinion on insider trading from ethics of duty approach, also commonly known as deontological ethics, is that the practice is immoral. “Deontic” is defined as “of such ethical concepts as obligation and permissibility” and “designating the branch of logic that deals with the formalisation of these concepts”. This approach is based on the theory proposed by Immanuel Kant, and is referred to as a “non-consequentialist” approach which suggests that the locus of right and wrong of the action is not subject to the outcome of the decision, but instead the principle motivating the decision. London’s actions are in many ways an evident lack of ethics of duty. Ethics of duty suggests that decisions should be made by adhering to a set of rules or by fulfilling the individual’s duties. For Kant, to act out of duty is to act from reverence for the moral law. In this case, London neglected fiduciary duties to the client, public investors and business community at large. Where such duties subsist, it should act as both a moral and legal constrain or barrier to an individual acting in opposition to the interest of the firm. London has also breached the fundamental principles of a professional accountant that is clearly stated in the Professional Code of Ethics developed by the IESBA, explicitly the principles of integrity, objectivity, confidentiality and professional behaviour. He was honoured with the highest of trust by the firm and companies, of which was egregiously violated.
Speaking about the business model of Dell, it has ability to remain on the higher end of the scale for a particular time period. Dell has business model, which primarily focuses on direct selling line of attack. It in a straight line supplies the PCs to the regulars. It does not believe in intermediary, retailers for the business practices. Undeniably, this gives them an edge to serve customer well. Nevertheless, it understood the importance of retailers and start offering products on the premises of retailers, such as Wal-Mart, Sam’s Club and so on. Next, Dell administration is certain of the exclusive business of PCs. As time goes on, however, observing the
Dogto Ltd. goes against professional ethics by engaging in collusive practices, including offering a Practical Solution Pty. ltd. employee (Mr Smith) inducements or incentives, in the form of a pre-paid trip for him and his family to Los Angeles and Disney World, designed to improperly influence the conduct of their dutie...
However, eliminating unethical behavior does not just stop in the education. Corporations must be governed throughout all their business transactions. The proposal is that all corporations that are publically traded and have shareholders must employ an ethics officer. The ethics officer will be immune from firings that are unjustified. They will not be part of an employment at-will doctrine (Cross & Miller, 2012). It is proposed that the ethics officer also be part of the corporation’s board of directors, and they have the ability to trump all decisions that are unethical. The ethics officer will not be paid by the corporation but part of their salary will come from the shareholders investments. Not only will they govern the corporation, but the ethics officer will be in charge of ensuring that training is provided to all staff on an annual basis, and whenever a new employee is hired they have to go through an ethics class provided by the ethics officer. Ethics in the work place will be the only job the officer holds.
The Supreme Court today conveyed its verdict in the Vodafone case, putting an end to the almost five-year old debate encompassing the taxability in India of seaward exchange of shares of a Cayman Islands organization by the Hutchison Group to the Vodafone Group. In a historic point choice, the Supreme Court turned around the choice of the Bombay High Court and held that the Indian charge powers did not have regional ward to duty the seaward transaction, and along these lines, Vodafone was not obligated to withhold Indian charges.
Unethical behavior is mostly influenced by the individual’s values. Since values lie behind the all the decisions we make, it follows they rest at the very core of the life we’ve made for ourselves through the decisions we’ve done Paul (n.d:1). The choices people make can also be influenced by their beliefs and their background. Employees are attracted to an organisation and work as loyal employees if they can associate with the ethics, values and norms of the organisation. So Ethics, values and culture therefore play a critical role for all stakeholders of an organisation.
Ethics of employees are a large part in their daily life. Ethics within employees can cause an employee to be an asset to an organization or the lack of ethics can cause an employee to be a discredit to themselves and the organization. Unethical behavior can stem from a variety of sources and the situation that the employee are faced with can dictate which path they take in making decisions. Certain situations can cause an employee to act unethically. Addressing unethical behavior is the responsibility those in managerial positions but all employees have the ability to take action as well.
The Business ethics concept means many things to many different people. It is coming to know what is “right or wrong in the workplace and doing what is right -- this is in regard to effects of products/services and in relationships with stakeholders” (McNamara, C. 2003, 8 ). “According to Carter McNamara, business ethics is summarized into “Two Broad Areas of Business Ethics” defined as managerial mischief and moral mazes.” (McNamara, C. 2003, 10). The first discussion will be managerial mischief. “Madsen and Shafritz, in their book "Essentials of Business Ethics" (Penguin Books, 1990) further explain that "managerial mischief" includes "illegal, unethical, or questionable practices of individual managers or organizations as well as the causes of such behaviors and remedies to eradicate them" (McNamara, C. 2003,10).
According to the scenario, Jacob and Krystal worked in an ad agency that started five years ago in Topeka, Kansas. The ad agency was barely making a profit and needed a large client, which led the agency to put in a bid for a city government contract. Due to Jacob’s son being sick, he was preoccupied with taking care of his son and left Krystal with most of the work. Krystal prepared the presentation and got with Jacob the day before the final meeting with the client. Krystal knew that Jacob has good speaking skills and they both decided that Jacob would do the presentation. Jacob’s presentation was a success and they successfully sealed the contract. The owners of the company were so impressed and gave Jacob a bonus check of $10,000. Jacob saw this opportunity where he could use the money for his son’s medical bills. However, he knew that Krystal did most of the work and deserved the bonus money. Jacob is disappointed and his situation has left him with a decision on what to do with the money. This case study will pinpoint Jacob’s ethical dilemma and what ethical action he should take. Also, the roles and responsibilities of an employee dealing with an ethical situation as well as the ways of an organization to maintain ethical practices in the workplace
Microsoft is the leading and the largest Software Company in the world. Found by William Gates and Paul Allen in 1975 Microsoft has grown and become a multibillion company in only ten years. It all started with a great vision – “a computer on every desk and every home” - that seemed almost impossible at the time. Now Microsoft has over 44,000 employees in 60 countries, net income of $3.45 billion and revenue of 11.36 billion. Company dramatic growth and success was driven by development and marketing of operational systems and personal productivity applications software.