You work for a small-medium sized organisation. You meet with lots of customers each day. You have been meeting with many very angry customers because they have not been receiving their products on time or they have been receiving them damaged. You have just finished dealing with a very angry customer who has really annoyed you. Your supervisor walks in. You are feeling guilty because you snapped back at the customer a couple of times, but you are afraid to say anything to your supervisor because you do not want to get into trouble. At the same time, you want to express your annoyance and give your supervisor feedback about the many customers coming in very upset.
You are to demonstrate that you have been actively listening to the customers’ complaints and are able to give your supervisor feedback of the issues.
Subject: Ethical Decision Making for Business
– Recommended textbook for the subject: Weiss, J., Business Ethics: A Stakeholder and Issues Management Approach, 6th edition (CHAPTER 2)
– Answer the following essay questions:
1. Select a corporate leader in the news who acted legally but immorally and one who acted illegally but morally. Explain the differences of the actions and behaviors in each of the two examples. What lessons do you take from your examples?
2. Using Internet search tools, select a case example of an organization that has made what it considered to be an ethical decision. Describe the decision it faced and the decisions and actions that it took subsequently. Critique that decision using the five ethical decision making principles discussed in Chapter 2. Which of the principles were emphasized? Which were less emphasized? Do you agree with their decision? Why or why not?
3. Brieﬂy explain your ethical decision-making style as presented in the module.
4. I was employed as a certified public accountant (CPA) for a regional accounting firm that specialized in audits of financial institutions and had many local clients. My responsibilities included supervising staff, collecting evidence to support financial statement assertions, and compiling work papers for managers and partners to review. During the audit of a publicly traded bank, I discovered that senior bank executives were under investigation by the Federal Deposit Insurance Corporation (FDIC) for removing funds from the bank.
They were also believed to be using bank funds to pay corporate credit card bills for gas and spouses’ expenses. The last allegation noted that the executives were issuing loans to relatives without proper collateral. After reviewing the work papers, I found two checks made payable to one executive of the bank that were selected during a cash count from two tellers. There was no indication based on our sampling that expenses were being paid for spouses. My audit manager and the chief financial officer (CFO) of my firm were aware of these problems.
After the fieldwork for the audit was completed, I was called into the CEO’s office. The CEO and the chief operating officer (COO) stated that the FDIC examiners wanted to interview the audit manager, two staff accountants, and me. The CEO then asked the following question: “If you were asked by the FDIC about a check or checks made payable to bank executives, how would you answer?” I told them that I would answer the FDIC examiners by stating that, during our audit, we made copies of two checks made payable to an executive of the bank for $8,000 each.
The COO stated that during his review of the audit work papers he had not found any copies of checks made payable to executives. He also stated that a better response to the question regarding the checks would be, “I was not aware of reviewing any checks specifically made payable to the executive in question.” The COO then said that the examiners would be in the following day to speak with the audit staff. I was dismissed from the meeting. Neither the CEO nor the COO asked me if the suggested “better” response was the response I would give, and I did not volunteer the information. During the interview, the FDIC investigators never asked me whether I knew about the checks. Should I have volunteered this information?
a. What would you have done? Volunteered the information or stayed silent? Explain your decision.
b. Was anything unethical going on in this case? Explain.
c. Describe the “ethics” of the ofﬁcers of the ﬁrm in this case.
d. What, if anything, should the ofﬁcers have done, and why?
e. What lessons, if any, can you take from this case, as an employee working under company ofﬁcials who have more power than you do?
5. In your own words, describe the four social responsibility models and the roles of each. Share one example of a company displaying the complete social responsibility spectrum successfully. Why do you think so?