152 Chapter 4 Addressing Individuals’ Common Ethical Problems employee’s wrongdoing by supplying an unfavorable reference? Why or why not? Discuss the conflict between community responsibility and self‐protection. 11 What conditions would have to be present for you to blow the whistle about unethical conduct you observed at work? How would you go about it? 12 If Sherron Watkins had blown the whistle to the Houston Chronicle and not to Enron’s CEO Ken Lay, do you think she would have kept her job at Enron? 13 Research a story about whistle‐ blowing. Relate what “your” whistle‐ blower did with the seven steps recommended in the chapter. What have you learned from the comparison? 14 Do you think that “paying” whistle‐ blowers encourages people to look for ethical misdeeds or to “game up” ethical misdeeds? Do you think people should be willing to report unethical activities because it is the right thing to do? What role could money play in that decision? SHORT CASES Think about what you most value. For each of the ethical dilemmas below, describe at least two courses of action you might take and state the pros and cons of each course. Describe your actions out loud to some­ one else in class or to a friend. What can you say or do that would be consistent with your personal values? Values Issue You’re a trader who joined a large invest­ ment bank two years ago. Pat, one of your fellow traders, is well known on the Street for being a big risk taker and a big money maker for the firm. Consequently, he is popular among your firm’s senior management. You see him at a party one night and notice that he surreptitiously used cocaine several times. Several weeks later in the office, you notice that he seems exceptionally high‐spirited and that his pupils are extremely dilated—you know that both are signs of drug use. You’re thinking of mentioning something about it to his managing director, Bob, when Pat makes a particularly impressive killing in the market for your firm’s own account. Bob jokes that he doesn’t know how Pat does it, but he doesn’t care. “However he is pulling this off, it’s great for the firm,” Bob laughs. You feel strongly that this is a problem and that it places your firm at risk. You’ve already raised the issue to Pat’s manager, Bob, who ignored the issue. Do you raise it further? How can you voice your values in this case? People Issue Your division has formed a committee of employees to examine suggestions and create a strategy for how to reward good employee ideas. The committee has five members, but you are the only one who is a member of a minority group. You’re pleased to be part of this effort since appointments to committees such as this one are viewed generally as a positive reflection on job performance. At the first meeting, tasks are assigned, and all the other committee members think you should survey minority members for their input. Over the ...

1. 152 Chapter 4 Addressing Individuals’ Common Ethical
Problems
employee’s wrongdoing by supplying
an unfavorable reference? Why or
why not? Discuss the conflict between
community
responsibility and self‐ protection.
11 What conditions would have to be
present for you to blow the whistle
about unethical conduct you
observed at work? How would you
go about it?
12 If Sherron Watkins had blown the
whistle to the Houston Chronicle and
not to Enron’s CEO Ken Lay, do you
think she would have kept her
job at Enron?
13 Research a story about whistle‐
blowing. Relate what “your” whistle‐
blower did with the seven steps
recommended in the chapter. What
have you learned from the
comparison?
14 Do you think that “paying” whistle‐
blowers encourages people to look
for ethical misdeeds or to “game up”
ethical misdeeds? Do you think

2. people should be willing to report
unethical activities because it is the
right thing to do? What role could
money play in that decision?
SHORT CASES
Think about what you most value. For each
of the ethical dilemmas below, describe at
least two courses of action you might take
and state the pros and cons of each course.
Describe your actions out loud to some-
one else in class or to a friend. What can
you say or do that would be consistent with
your personal values?
Values Issue
You’re a trader who joined a large invest­
ment bank two years ago. Pat, one of
your fellow traders, is well known on the
Street for being a big risk taker and a big
money maker for the firm. Consequently,
he is popular among your firm’s senior
management. You see him at a party one
night and notice that he surreptitiously
used cocaine several times. Several weeks
later in the office, you notice that he seems
exceptionally high‐ spirited and that his
pupils are extremely dilated—you know
that both are signs of drug use. You’re
thinking of mentioning something about
it to his managing director, Bob, when Pat
makes a particularly impressive killing in
the market for your firm’s own account.
Bob jokes that he doesn’t know how Pat

3. does it, but he doesn’t care. “However he
is pulling this off, it’s great for the firm,”
Bob laughs. You feel strongly that this is
a problem and that it places your firm at
risk. You’ve already raised the issue to Pat’s
manager, Bob, who ignored the issue. Do
you raise it further? How can you voice
your values in this case?
People Issue
Your division has formed a committee of
employees to examine suggestions and
create a strategy for how to reward good
employee ideas. The committee has five
members, but you are the only one who is a
member of a minority group. You’re pleased
to be part of this effort since appointments
to committees such as this one are viewed
generally as a positive reflection on job
performance. At the first meeting, tasks
are assigned, and all the other committee
members think you should survey minority
members for their input. Over the next few
weeks, you discover that several committee
meetings have been held without your
knowledge. When you ask why you weren’t
notified, two committee members tell you
that survey information wasn’t needed at
Notes 153
the meetings and you’d be notified when
a general meeting was scheduled. When
you visit one committee member in his

4. office, you spot a report on the suggestion
program that you’ve never seen before.
When you ask about it, he says it’s just a
draft he and two others have produced.
Conflict of Interest Issue
You’ve just cemented a deal between a $100
million pension fund and Green Company,
a large regional money manager. You and
your staff put in long hours and a lot of
effort to close the deal and are feeling very
good about it. As you and three of your
direct reports are having lunch in a fancy
restaurant to celebrate a promotion, the
waiter brings you a phone. A senior account
executive from Green is calling and wants
to buy you lunch in gratitude for all your
efforts. “I’ll leave my credit card number
with the restaurant owner,” he says. “You
and your team have a great time on me.”
Customer Confidence Issue
You’re working the breakfast shift at a fast‐
food restaurant when a delivery of milk,
eggs, and other dairy products arrives.
There’s a story in the local newspaper
about contaminated milk distributed by
the dairy that delivers to your restaurant.
Upon reading the article more closely,
you discover that only a small portion of
the dairy’s milk is contaminated, and the
newspaper lists the serial numbers of the
affected containers. When you point out
the article to your manager, he tells you to
forget it. “If you think we’ve got time to go

5. through every carton of milk to check serial
numbers, you’re crazy,” he says. “The article
says right here that the chances are minus-
cule that anyone has a contaminated car-
ton.” He also explains that he doesn’t have
the workers to check the milk, and what’s
more, destroying the milk would require
him to buy emergency milk supplies at the
retail price. So he tells you to get back to
work and forget about the milk. He says, “I
don’t have the time or the money to worry
about such minor details.”
Use of Corporate Resources Issue
You work for Red Company. You and a col-
league, Pat Brown, are asked by your man-
ager to attend a weeklong conference in Los
Angeles. At least 25 other employees from
Red Co. are attending, as well as many cus-
tomers and competitors from other institu-
tions. At the conference, you attend every
session and see many of the Red Co. peo-
ple, but you never run into Pat. Although
you’ve left several phone messages for her,
her schedule doesn’t appear to allow room
for a meeting. However, when you get
back to the office, the department secre-
tary, who is coordinating expense reports,
mentions to you that your dinner in L.A.
must have been quite the affair. When you
ask, “What dinner?” she describes a dinner
with 20 customers and Red Co. employees
that Pat paid for at a posh L.A. restaurant.
When you explain that you didn’t attend,
she shows you the expense report with your
name listed as one of the attendees.

6. Notes
1. Mary C. Gentile, “Giving Voice to Values,”
The Aspen Institute, www.aspencbe.org/
teaching/gvv/ index.html.
2. B. George, P. Sims, A. N. McLean, and D.
Mayer, “Discovering Your Authentic Lead­
ership,” Harvard Business Review 85, no. 2
(2007): 1–8.
3. J. Q. Wilson, The Moral Sense (New York: Free
Press, 1993), 55–78.
4. E. A. Lind and T. R. Tyler, The Social Psychol-
ogy of Procedural Justice (New York: Plenum
Press, 1988).
5. B. Sheppard, R. Lewicki, and J. W. Minton,
Organizational Justice: The Search for Fairness in
154 Chapter 4 Addressing Individuals’ Common Ethical
Problems
the Workplace (New York: Lexington Books,
1992).
6. Eduardo Porter, “UBS Ordered to Pay
$29 Million in Sex Bias Lawsuit,” New York
Times, April 7, 2005, www.nytimes.com.
7. Insider Exclusive, “Wall Street Women Win
$70 Million Against Morgan Stanley,” 2013,

7. http://www.insiderexclusive.com/j ustice‐
in‐ america/legal‐ wall‐ street‐ women‐ win‐ 70‐
million‐ against‐ morgan‐ stanley.
8. Jenny Anderson, “After She Sued Merrill,
It’s Back on the Job,” New York Times, July
22, 2005, www.nytimes.com.
9. “Charges Alleging Sexual Harassment
FY2010–FY2015,” Equal Employment Oppor­
tunity Commission. n.d. Retrieved from
https://www.eeoc.gov/eeoc/statistics/
enforcement/sexual_harassment_new.cfm.
10. D. Schawble, “Daniel Goleman on Lead­
ership and the Power of Emotional Intel-
ligence,” Forbes, September 15, 2011, www.
forbes.com
11. E. Francis, “$168 Million Awarded in Cali­
fornia Sexual Harassment Suit,” ABC News.
March 2, 2012. Retrieved from http://
abcnews.go.com/US/LegalCenter/168‐
million‐ awarded‐ woman‐ harassed‐ raunchy‐
cardiac‐ surgery/story?id=15835342.
12. J. Lever, G. Zellman, and S. J. Hirschfeld,
“Office Romance: Are the Rules Changing?”
Across the Board, March–April 2006, 33–37.
13. C. DeJong, T. Aguilar, C. Tseng, G. A. Lin,
W. J. Boscardin, and R. A. Dudley, “Phar­
maceutical Industry–Sponsored Meals and
Physician Prescribing Patterns for Medi-
care Beneficiaries,” JAMA Internal Medicine
176, no. 8 (2016): 1114–20.

8. 14. J. D. Glater, “University of Texas Fires
Director of Financial Aid,” New York Times,
May 14, 2007.
15. C. Dowd, “Investors Beware: Devil May Be
in the Details of Annuities,” Fox Business.
May 19, 2016. Retrieved from www.foxbusi-
ness.com/features/2016/05/19/investors‐
beware‐ devil‐ may‐ be‐ in‐ details‐ annuities.
html.
16. Paul Sullivan, “In Search of Competent
(and Honest) Advisers,” New York Times,
August 1, 2009, www.nytimes.com.
17. J. Hechinger and S. Craig, “SEC Tells
Fidelity Probe May Yield Civil Com-
plaint,” Wall Street Journal, July 26, 2005, A3.
18. J. A. Byrne, “No Excuses for Enron’s
Board,” Businessweek, July 29, 2002, 50.
19. I. J. Dugan, “Auditing Old‐ Timers Recall
when Prestige Was the Bottom Line,” Wall
Street Journal, July 15, 2002.
20. A. Samuel, “Meet your newest management
headache: the co‐ branded employee,” Wall
Street Journal Online. October 29, 2012.
21. K. Reardon, “Courage as a Skill,” Harvard
Business Review, January 2007, 2–7.
22. H. Wee, “Corporate Ethics: Right Makes
Might,” Businessweek, April 11, 2002.

9. 23. R. Webber, “Whistle Blowing,” Executive Ex-
cellence, July 1989, 9–10.
24. Ibid.
25. A. Dunkin, “Blowing the Whistle without
Paying the Piper,” Businessweek, June 3, 1991,
138–39.
26. W. M. Hoffman and J. M. Moore, Business
Ethics: Readings and Cases in Corporate Morality
(New York: McGraw‐ Hill, 1984), 257.
27. F. Pellegrini, “Person of the Week: ‘Enron
Whistleblower’ Sherron Watkins,” Time,
January 18, 2002.
28. R. Rothracker, “Whistle‐ blower Law Reap
Big Payoffs for U.S. Treasury.” Legi‐ Slate,
August 29, 1997, 1; S. McDonough, “Want­
ed: Snitch for Good Pay.” Centre Daily Times,
November 29, 2004, B9; D. B. Caruso,
“Whistleblowers Help Feds to Build Cases.”
Centre Daily Times, August 25, 2004, B9.
29. K. Thomas and M. Schmidt, “Glaxo Agrees
to Pay $3 Billion in Fraud Settlement,” New
York Times, July 2, 2012, www.nytimes.com
30. P. Dryer, and D. Carney, “Year of the Whistle­
blower,” Businessweek, December 16, 2002,
107–10. T. Wilkinson, “After Eight Years, An
Insider Gets His Reward Thanks to Whistle-
blower’s Efforts, U.S. Government Reaps

10. You are the first Chief Information Security Officer (CISO) for
your organization, and on your first day, you realize there are
no impactful cybersecurity practices established or
implemented, and decide to submit a white paper to the CEO,
calling for action. Develop a project plan to stand up a brand
new cybersecurity program in the form of a 10-13 page White
Paper, referencing the course material, industry best practices,
and NIST guidance.
Guidelines:
· 10-13 pages of content. In lieu of an abstract, write an
executive summary. The executive summary, title page, and
references page, are not included in the total.
· At a minimum, 10 references should be used. All cited
articles, journals, books, and research, should be from credible
sources and current within the last five years. Note: Wikipedia
or personal blogs are not credible.
· Tables and graphics, if used, will count for no more than 1
page in the total. Anything more is welcome, but the space used
will be deducted from the total page count. Remember that
tables and graphics require in-text citations.
· APA formatting is required throughout - running head, page
numbers, appropriate font, citations, etc.
Content Tips:
· Understand the scope and value of your project.
· Describe the problem you are fixing by proposing this new
cybersecurity program. This would include potential threat,
financial loss, etc, that the organization faces due to lack of
cybersecurity.
· Reference the NIST Cybersecurity Framework (v1.1) to build
the structure of your program. This framework details each vital
function of cybersecurity – Identify, Protect, Detect, Respond,
and Recover – and will guide your research.
· Specifically, incorporate the steps detailed in section 3.2:
Establishing or Improving a cybersecurity program.
· Keep in mind NIST is a starting point, but other resources are

11. required (see Guidelines below).
· Be sure to include the following details:
· Include methods and best practices that satisfy each function
in the framework. The categories and sub-categories offer more
details for ensuring your program is robust. You do not have to
list out and talk to every single sub-category; view them as data
points to drive your vision.
· Write a security policy for your organization. The purpose of a
security policy is to safeguard the confidentiality, integrity, and
availability, of the organization’s systems and information. Be
sure to include objectives, scope, specific goals, and
consequences in the event of noncompliance.
· Create a team. Define roles and responsibilities of all
stakeholders, including those of the CISO.
· Describe the access control methods you would implement for
your building and network.
· Develop a method to track performance and report metrics.
Use the following references below as 5 sources and add an
additional 5 to make 10 sources
1. The importance on cybersecurity is displayed in this peered
review article, providing a firsthand look at organizations who
have faltered by not having the proper procedures implemented
within their database.
BEDERNA, Z., RAJNAI, Z., & SZADECZKY, T. (2021).
Business Strategy Analysis of Cybersecurity Incidents. Revista
Academiei Fortelor Terestre, 26(2), 139–148. https://doi-
org.library3.webster.edu/10.2478/raft-2021-0020
2. This article presents in depth analysis of distinct
cybersecurity compliance standards and statistics of cyber-
attacks. Evaluations and requirements between the frameworks,
tools, and software available for OS compliance testing.
HAMDANI, S. W. A., ABBAS, H., IEEE, S. M., JANJUA, A.

12. R., BIN SHAHID, W., AMJAD, M. F., MALIK, J., MURTAZA,
M. H., ATIQUZZAMAN, M., & KHAN, A. W. (2021).
Cybersecurity Standards in the Context of Operating System:
Practical Aspects, Analysis, and Comparisons. ACM Computing
Surveys, 54(3), 1–36. https://doi-
org.library3.webster.edu/10.1145/3442480
3. The article below provides a basic understanding on what a
white paper contains and all aspects that need to be included in
order to provide the most applicable call to action.
Leading Age. (2021). Cybersecurity White Paper.
https://leadingage.org/white-papers/cybersecurity-white-paper.
4. The book provides verbiage that relates to designing proper
cybersecurity program for the CEO
Mattord, H., & Whitman, M. (2018). Introduction to
Cybersecurity (6th ed.). Cengage Learning.
5. This article discusses how build a foundation of trust in
embedded systems within an organization.
Paultre, A. (2020). Establishing Trust in Cybersecurity for
Embedded Systems. EE: Evaluation Engineering, 59(10), 20–23.