Nova Southeastern University The Ethics of Management Case Study Read the case (attached)Fix the errors in my answer using the feedback (attached)Please us
Nova Southeastern University The Ethics of Management Case Study Read the case (attached)Fix the errors in my answer using the feedback (attached)Please use the PPT and the 12 Ethical Values in you answer (attached) The Nature of Values
Values are ones personal convictions about
what one should strive for in life and how
one should behave
Work
Values
3-1
Ethical
Values
©2007 Prentice Hall
Exhibit 3.1 Values in the
Workplace
Values
Work Values
Intrinsic
Work
Values
3-2
Extrinsic
Work
Values
Ethical Values
Justice
Values
Utilitarian
Values
Moral
Rights
Values
©2007 Prentice Hall
Work Values
? Work Values ones personal convictions
about what outcomes one should expect from
work and how one should behave at work
? Two Types of Work Values are:
1. Intrinsic Values-derived from the work itself
2. Extrinsic Values-derived from the outcomes of the work
3-3
©2007 Prentice Hall
A Comparison of Intrinsic and
Extrinsic Work Values
Intrinsic Values
Extrinsic Values
? Interesting work
? High pay
? Challenging work
? Job security
? Learning new things
? Job benefits
? Making important
contributions
? Status in wider
community
? Responsibility and
autonomy
? Social contacts
? Being creative
3-4
? Time with family
? Time for hobbies
©2007 Prentice Hall
TYPES OF ETHICAL VALUES
? Utilitarian Values-dictate that decisions should be
made that generate the greatest good for the
greatest number
? Moral Rights Values-dictate that decisions should
be made in ways that protect the fundamental
rights and privileges of people
? Justice Values-dictate the decisions should be
made which allocate benefit and harm in a fair,
equitable, or impartial manner.
3-5
©2007 Prentice Hall
12 Ethical Principles for Business
Executives
Ethical values, translated into active language establishing standards or rules describing the kind of
behavior an ethical person should and should not engage in, are ethical principles. The following list
of principles incorporate the characteristics and values that most people associate with ethical
behavior.
1. HONESTY. Ethical executives are honest and truthful in all their dealings and they do not
deliberately mislead or deceive others by misrepresentations, overstatements, partial truths,
selective omissions, or any other means.
2. INTEGRITY. Ethical executives demonstrate personal integrity and the courage of their
convictions by doing what they think is right even when there is great pressure to do otherwise; they
are principled, honorable and upright; they will fight for their beliefs. They will not sacrifice principle
for expediency, be hypocritical, or unscrupulous.
3. PROMISE-KEEPING & TRUSTWORTHINESS. Ethical executives are worthy of trust. They are
candid and forthcoming in supplying relevant information and correcting misapprehensions of fact,
and they make every reasonable effort to fulfill the letter and spirit of their promises and
commitments. They do not interpret agreements in an unreasonably technical or legalistic manner in
order to rationalize non-compliance or create justifications for escaping their commitments.
4. LOYALTY. Ethical executives are worthy of trust, demonstrate fidelity and loyalty to persons and
institutions by friendship in adversity, support and devotion to duty; they do not use or disclose
information learned in confidence for personal advantage. They safeguard the ability to make
independent professional judgments by scrupulously avoiding undue influences and conflicts of
interest. They are loyal to their companies and colleagues and if they decide to accept other
employment, they provide reasonable notice, respect the proprietary information of their former
employer, and refuse to engage in any activities that take undue advantage of their previous
positions.
5. FAIRNESS. Ethical executives and fair and just in all dealings; they do not exercise power
arbitrarily, and do not use overreaching nor indecent means to gain or maintain any advantage nor
take undue advantage of anothers mistakes or difficulties. Fair persons manifest a commitment to
justice, the equal treatment of individuals, tolerance for and acceptance of diversity, the they are
open-minded; they are willing to admit they are wrong and, where appropriate, change their
positions and beliefs.
6. CONCERN FOR OTHERS. Ethical executives are caring, compassionate, benevolent and kind;
they like the Golden Rule, help those in need, and seek to accomplish their business objectives in a
manner that causes the least harm and the greatest positive good.
7. RESPECT FOR OTHERS. Ethical executives demonstrate respect for the human dignity,
autonomy, privacy, rights, and interests of all those who have a stake in their decisions; they are
courteous and treat all people with equal respect and dignity regardless of sex, race or national
origin.
8. LAW ABIDING. Ethical executives abide by laws, rules and regulations relating to their business
activities.
9. COMMITMENT TO EXCELLENCE. Ethical executives pursue excellence in performing their
duties, are well informed and prepared, and constantly endeavor to increase their proficiency in all
areas of responsibility.
10. LEADERSHIP. Ethical executives are conscious of the responsibilities and opportunities of their
position of leadership and seek to be positive ethical role models by their own conduct and by
helping to create an environment in which principled reasoning and ethical decision making are
highly prized.
11. REPUTATION AND MORALE. Ethical executives seek to protect and build the companys good
reputation and the morale of its employees by engaging in no conduct that might undermine respect
and by taking whatever actions are necessary to correct or prevent inappropriate conduct of others.
12. ACCOUNTABILITY. Ethical executives acknowledge and accept personal accountability for the
ethical quality of their decisions and omissions to themselves, their colleagues, their companies, and
their communities.
You might like https://www.facebook.com/JIBusinessEthics/?ref=hl and a broader blog on ethical
issues at www.whatwillmatter.com
BUS 350, Ethics in Management
Quiz #3
INSTRUCTIONS: Select one case below and analyze and summarize the ethical lapses presented
in one of the cases presented below. Discuss the cause of that lapses of ethics. Finally, discuss
how such lapses may be prevented base on what we have discussed in class this these past two
weeks.
Case 1: Snapchat
At the end of May 2014, details of sordid emails from Snapchat CEO Evan Spiegel’s
college days were released to the media. Trouble is, his college years were only four years prior
to these emails being released, because, in 2014, he was only 24. The e-mails detailed illegal
drug use, underage drinking, and misogynistic behavior, including urinating on one after she
passed out following sex, and harassing women who he believed were overweight. Some found
elements of his emails racist as well.
Spiegel’s privileged background and lavish lifestyle had always received plenty of press.
After the email release, he began getting more press for his bad behavior than his app. He
apologized immediately following the release of the e-mails saying, ” I’m obviously mortified
and embarrassed that my idiotic emails during my fraternity days were made public. I have no
excuse. I’m sorry I wrote them at the time and I was a jerk to have written them. They in no
way reflect who I am today or my views towards women.” Spiegel remains CEO and was
responsible for taking the company public in 2017.
Case 2: Mozilla
“Mozilla was built on the mission to promote openness, innovation and opportunity on
the Web. Every day, we bring together over half a billion users and thousands of contributors
from more than 80 countries to advance the cause outlined in the Mozilla Manifesto. The web
is a vital public resource and Mozilla exists to protect it. That is what we do at Mozilla, our
singular point of focus.” –From Mozilla’s blog Q and A regarding the resignation of Brendan
Eich
Brendan Eich was a co-founder of Mozilla, an organization set up as a nonprofit
foundation, passionate about its purpose. Eich’s previous political support for the Defense of
Marriage Act, which prior to 2015 defined marriage on the federal level as the union between
one man and one woman, was well known by the board and employees prior to his
appointment as CEO. What wasn’t known was how strongly employees and outsiders would
react to a perceived disconnect between Eich’s personal values and the values of the company.
In spite of posting about his commitment to continuing the organization’s support of the
LGBTQ+ community through various policies and benefits and apology for “causing pain,” the
issue did not die down. Eich made his own decision to resign as CEO and declined the board’s
offer to take another C-level position in the company.
40%
Case 1 :
FIVE STAR
11
that in
111
FIVE STAR
I think the case about tolerance lapse because the media
released “Even spiegels email to the public wich is of course unathion.
canoding to what it shows in the emails prior his college years. It seems
a teenagers age mostly yong guys behave in some mistake
things but after years and after dore the college students will
chinge in their behner and also in their mindset – Spiegel
anamed that he was a jerk to his writtm them also he a said sassy
to the public wich is good sign, More over he said
They in no way reflect who I am today or my viens towards
women which is also good thing to tells that he really get
changed and today he is a difften person with diffrat
persemlity. I agree that Spiegel remains to and was
responsible for taking the company public in 2017.want
can conclade from Spiegel that he was benere in muy
wrong things in the past but after done college he changed his
good personlity and he is CEO which Xepresent
that we can learn from our past to get better personality
and behave in present and in the future.
Sulf to
a
FIVE STAR.
Wife Would you THING THE EMPLOYEE
would believe Ajusa ymla FNE CHANGED,
WHAT ELSE WORLD AND ONE SAY?
FIVE STAR
THERE IS NO REm ANALYSIS HORE.
you DID NOT APPLY ANYTHING WE
DISSIKSED JR READ! You pere
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