This is such an interesting topic. While working for my former employer we did not have a  whistleblowing  program. Managers, directors, and upper management were very approachable. But at the same time, they were also the ones who encouraged us, during quarter-end, to start campaigns prior to the contracted date or not notify our clients of certain filters to their campaigns. There were many instances of legal versus ethical or unethical. I always felt uneasy about doing it even though it didn't make a significant difference to the deliverable they would receive at the end of their campaign. In most instances I r efrained  from doing it or fixed issues on the back-end without telling my manager so that I wouldn't run into problems with my client.  They saw it as a minor unethical thing to do because they wanted to ensure that the bottom line, revenue, was secured.  I think if i was to ask the organization's employees and contractors "would you fear retaliation if you reported unethical activities to the  whistleblowing  program?" there would be a bit of a mixed reaction. Most people would be comfortable enough to voice grievances without any backlash. On the other hand, I think the upper management would of course portray to the company that they welcome it but I think there would be instances where they may feel a bit uneasy about it. Nonetheless, I think it is important to be able to communicate about unethical issues within an organization. Even more so depending on certain industries such as  healthcare , financial, governmental it is important to have  whistleblowing  programs because they are working directly with the population and their decisions have tremendous effect. Therefore, having the program and people feeling comfortable enough to use it is important.  I think the key or the foundation for good business ethics is transparency. As stated in the book "transparency is the best policy (Trevino & Nelson, 2014, p.124). Trevino, L. & Nelson, K. (2014).  Managing Business Ethics: Straight Talk About How to Do It Right . John Wiley & Sons. this is the first one, reply her about 100 words. just need to reply feeling about after reading. After reading the supplementary scenarios, my impression is that navigating these situations is extremely difficult/ambiguous and they require a very astute and well-versed individual to traverse them successfully. Situations like these are few and far between, but when they arise they are quite dangerous even to a very experienced individual. According to Trevino (2014), your career “can be irrevocably damaged if you mishandle an ethical issue” (p. 110).  For the most part, these situations are moderately straightforward and navigable. However, the Human Resources scenario and Corporate Resources scenario are difficult situations to be in. With the Human Resources scenario, you have essentially been excluded from the committee by the other committee members. This might be because of your position a ...

1. This is such an interesting topic. While working for my former
employer we did not have a
whistleblowing
program. Managers, directors, and upper management were
very approachable. But at the same time, they were also the
ones who encouraged us, during quarter-end, to start campaigns
prior to the contracted date or not notify our clients of certain
filters to their campaigns. There were many instances of legal
versus ethical or unethical. I always felt uneasy about doing it
even though it didn't make a significant difference to the
deliverable they would receive at the end of their campaign. In
most instances I r
efrained
from doing it or fixed issues on the back-end without telling
my manager so that I wouldn't run into problems with my
client.
They saw it as a minor unethical thing to do because they
wanted to ensure that the bottom line, revenue, was secured.
I think if i was to ask the organization's employees and
contractors "would you fear retaliation if you reported unethical
activities to the
whistleblowing
program?" there would be a bit of a mixed reaction. Most
people would be comfortable enough to voice grievances
without any backlash. On the other hand, I think the upper
management would of course portray to the company that they
welcome it but I think there would be instances where they may
feel a bit uneasy about it. Nonetheless, I think it is important to
be able to communicate about unethical issues within an
organization. Even more so depending on certain industries such
as
healthcare
, financial, governmental it is important to have
whistleblowing
programs because they are working directly with the population

2. and their decisions have tremendous effect. Therefore, having
the program and people feeling comfortable enough to use it is
important.
I think the key or the foundation for good business ethics is
transparency. As stated in the book "transparency is the best
policy (Trevino & Nelson, 2014, p.124).
Trevino, L. & Nelson, K. (2014).
Managing Business Ethics: Straight Talk About How to Do It
Right
. John Wiley & Sons.
this is the first one, reply her about 100 words. just need to
reply feeling about after reading.
After reading the supplementary scenarios, my impression is
that navigating these situations is extremely difficult/ambiguous
and they require a very astute and well-versed individual to
traverse them successfully. Situations like these are few and far
between, but when they arise they are quite dangerous even to a
very experienced individual. According to Trevino (2014), your
career “can be irrevocably damaged if you mishandle an ethical
issue” (p. 110).
For the most part, these situations are moderately
straightforward and navigable. However, the Human Resources
scenario and Corporate Resources scenario are difficult
situations to be in. With the Human Resources scenario, you
have essentially been excluded from the committee by the other
committee members. This might be because of your position as
a member of a minority group. Most likely, this is a case of
discrimination in the work place which is a huge problem with
terrible consequences if proven. The Civil Rights Act brings
legislation that prohibits discrimination based on race, religion,
sex, color and national origin (Trevino, 2014, p. 117). However,
deciding what to do in this situation might be difficult to
discern. I think a possible action would be to try to convene the

3. committee and explain that you want to be an active participant.
You would like to be involved in any meetings because you
think all of them are valuable to participate in. If the other
committee members were unreceptive and continued their
current actions, it might be prudent to escalate the issue to
management.
With the Corporate Resources scenario, I would most likely
approach Pat Brown and inquire as to why she included you in
the expense report. I would ask her come forth with the truth
and correct her prior expense report. If she was unreceptive, I
would escalate the situation to the manager and ask for advice.
Some resources available would be internal auditors, lawyers,
managers, and hopefully a CEO direct helpline. The company
should also have some employee guidelines to help aid in the
decision.
References:
Trevino, L. & Nelson, K. (2014). Managing Business Ethics:
Straight Talk About How to Do It Right. 6
th
Edition. Hoboken, NJ: John Wiley & Sons, Inc.
this is the second one, reply him about 100 words, just say some
feeling about after reading.