Bybdh 4 5 case study

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Meshack Kitunguu

lying

Case Study: Lying to Rachael Adams
From a legal point of view, Ballinger did not have any binding obligation to
inform Rachel and other employees about the impending merger. I do not find Janet
obliged to tell Rachel the truth. From this case, Janet unethically cheated Rachel that
there was no planned merger. Janet defended her decision by claiming that she took the
decision that was best for the company. However, the truth is that we are living in a time
when management of people is more important than a company. A good manager is
honest and cultivates a culture of trust in the organization. As for this case, the Ballinger
administrators had a moral responsibility to communicate to the employees about the
planned merger so that workers who do not have chances of retaining their jobs after
takeover can find jobs elsewhere in time. Mergers have direct impact on the acquired
entity and thus their livelihoods would be affected. The management has a duty to assure
their employees of a good social status.

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Read The Case of the Misguided Supervisors in Chapter 14 of your text book. Use the Argosy University online library for additional research, and do the following in a Word document: In 1–2 paragraphs, summarize the case and your research that relates to the case. In 2–3 pages, answer the following: Why would an organization care whether its supervisors speak in favor of or against union representation? Explain and justify your answer. How could the hospital in this example have prepared its supervisors to understand their proper role during an organizing campaign? Explain and justify your answer. With your answers demonstrate that your understanding of the concepts is thorough and complete. Support your assertions with evidence, citing the appropriate sources. Apply the APA current guidelines to your work and use at least three resources in your response. Use the following file naming convention: LastnameFirstInitial_M4_A2. For example, if your name is John Smith, your document will be named SmithJ_M4_A2.doc By Wednesday, August 5, 2015 , deliver your assignment to the M4: Assignment 2 Dropbox . Assignment 2 Grading Criteria Maximum Points Clearly and concisely summarized the case in 1–2 paragraphs. 15 Identified, explained, and justified why an organization would care whether its supervisors speak in favor of or against union representation. 35 Identified, explained, and justified how the hospital in this example could have prepared its supervisors to understand their proper role during an organizing campaign. 35 Applied current APA guidelines and supported assertions with evidence by using appropriate sources. Demonstrated a thorough and complete understanding of the concepts. 15 Total: 100 The Case of the Misguided Supervisors Recently, when a union sought to organize the nurses at a California hospital, the nursing supervisors, called charge nurses, didn’t understand their proper role in the process. While the union was distributing cards for the nurses to indicate their desire for a representation election, several of the charge nurses participated in the union’s meetings and decided they wanted to join. Some of these charge nurses also encouraged nurses who reported to them to support the union as well. One month before the election, the hospital discovered that charge nurses had supported the union even though their positions in the organization qualified them as supervisors. The charge nurses stopped advocating for the union, and some even encouraged nonsupervisory nurses to vote against representation. The election went ahead, and the union won representation. The hospital challenged the election because of the pro-union activity by the nurses. However, the NLRB and the court both upheld the union. Questions 1. Why would an organization care whether its supervisors speak in favor of or against union representation? 2. How could the hospital in this example have prepared its supervisors so they would have understood.

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MBA 603 Ethical Decision-Making in the Global Arena – Week Three Lecture Notes and Reading Assignment You have probably heard the term “corporate social responsibility” and have a general idea of what it means. Another term that is beginning to be used instead of “corporate social responsibility” is “corporate citizenship”, which kind of takes the ethical component of CSR out, and then “business citizenship”, which puts it back in. So you are to read “Business Citizenship: from Individuals to Organizations”, by Wood and Logsdon. You should be able to find it in Proquest in the Marist online library. You also need to read “What Stakeholder Theory Is Not,” by Robert Phillips, R. Edward Freeman, and Andrew C. Wicks. It’s in Business Ethics Quarterly, Vol. 13(4), pp. 479-502 (Oct. 2003). You can find it in our online library by going to ABI Inform or Business Premier or any of the big scholarly journal databases. You need to pay particular attention to the definitions of normative stakeholders, derivative stakeholders, primary stakeholders, and secondary stakeholders. You also need to get a firm grip on the idea that stakeholder management doesn’t mean managing the stakeholders…..it means managing the corporation in a way that distributes the benefits and detriments of the corporation’s activities in an ethically acceptable manner, both for the good of society, the protection of stakeholders who deserve protection, and the preservation of the social legitimacy of the corporation in the eyes of its customers and the public in general. But then there is the issue of how YOU, as an individual decisionmaker, might approach an ethical problem. An ethical problem is one which involves conflict: either because two opposite courses of action both seem like the right one, but you can’t do both; or because a contemplated course of action provides significant short term good for you, but significant harm for others; or because a course of action which you know to be the just or moral one will subject you to significant disadvantage or harm; or because to YOU one course of action seems clearly right and ethical, whereas to another involved person, a different course of action seems like the right and ethical, or at least not unethical. So the question is: how can such conflicts be resolved? Here are three possibilities: ONE: The Full Harm Picture First, I think that the stakeholder approach (which we haven’t gotten to yet, but many of you probably know what it is, and if you don’t, use the online library to find out!!!) IS very useful in this area because it prods us to list all the people/entities who have a STAKE in what the corporation does: who either stand to BENEFIT from what the corporation does, or who stand to be HARMED by what the corporation does. And in many cases, flawed ethical decisionmaking comes from failing to first sit down and make a VERY COMPLETE list of all the people and/or entities who ...

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Theory 1: Employee Involvement Model Basically, this model is a pre-step and the foundation for a rational decision making model (our second theory). The outcome of this model will be input into the first step in a rational decision making model (this part got wrong, the second part would also be wrong from the very beginning). 1. Preparation: Introduce more perspectives on problems as much as possible, for a more thorough picture on the issues. 2. Incubation: Brain-storming. Identify abundant potential problems. 3. Illumination: A long journey and a lot of effort in order to accurately define the problem. 4. Verification: Eventually, successfully define the actual problem in urgency. Also to review other potential problems. Problematic Decision 2: Re-Evaluation. According to the rational decision making model, the companyâ€™s decision on re-evaluating Georgeâ€™s performance is problematic. Step 1: Problem identification - Again, the company lacks an accurate understanding of their actual office culture. The cause for Georgeâ€™s poor performance and his failure in meeting the expectation is the actual problem to be solved, not his performance itself. Step 2: Choose the best decision making process - For the re-evaluation decision, the company chooses the wrong decision making model, which involves only the perspectives and opinions from the leaders and managers. Step 3: Discover & Develop potential choices - If the company performs step 3 correctly, they should have a deep conversation with George, and ask his colleaguesâ€™ opinion, the company would have a better picture on Georgeâ€™s performance, and the mistake in Step 2 could be revised. Unfortunately, they didnâ€™t. Step 6: Post-Evaluation to Decision - The post-evaluation or an introspection is missing, which makes the decisions as whatever the decision makers say so. Even if the decision is wrong, it would never meet a correction. Motivation 1. What causes Georgeâ€™s dissatisfaction? What does he want? What does the company offer? The reason for George's dissatisfaction was that the company did not give George what it had promised him before he started. When George started, he found it difficult to communicate with his colleagues and express his ideas. A colleague, Harry, told him it was better to do nothing and to listen and follow the team. And George found Harry's threatening behavior to other colleagues, which made him very depressed. Then, the report George had worked so hard on was completely dismissed by his manager, Janet. His ideas were not taken seriously. Finally, at the review meeting, George was not given the expected access to the bonus system and was told to work for another three months. Overall, George entered a company with the ambition and expectation of a work-life balance, a harmonious and relaxed work environment where he could be creative and his colleagues would be supportive and cooperative. He wanted to be listened to and recognized in the workplace and encour.

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