WEEK 7 RESPONSES
By Day 5
Read a selection of your colleagues’ posts.
Respond to two or more of your colleagues in one or more of the following ways:
- Share with a colleague an insight you have gained about the importance of a manager being aware of the legal and ethical risks that may occur in the work environment. Share whether you think such awareness could have avoided the ethical dilemma posted by your colleague.
- Share with a colleague some specific resources you know of that can assist managers in the situation described in his or her original post. Discuss how to access or utilize resources, such as, human resources managers, legal/regulatory departments, or outside assistance.
3 days ago
Jontay Blatcher-Pierce
RE: Week 7 – Discussion 1
COLLAPSE
The Ethical Challenges and Legal Risks of Being a Manager
Business ethics govern the code of conduct and business operations in most of the companies. Theyoften fail in their line of work to adhere to thesebusinessethics. There are threerelatedaspects in business ethics, namely,professional, personal and corporate ethics. Thesebusinessethics contain principles that guide how workers in a company should work. Therefore, observingbusiness ethics is essential in any organization. It improves the overall performance and productivity of the company.
​Business ethics goes hand in hand with successinany organization. It is therefore important to follow these ethics. Failure to obey these ethics results in business problems.For instance, Enron Company made ethical mistakes. This is because the company made decisions that benefited them at the cost of the employees and the society. The managers of the company lied to the shareholders through fake holdings and suspicious accounting practices. As a result, the corporation ran bankrupt(Troy, 2019). This was done for the benefit of executive management. The finance department workers were therefore fired due to the false implications.Moreover, the shareholders lost their investments. The company’s reputation, thus, was lowered because it was accused of fraudulent practices.
​The employees who witnessed these fraudulent actions should never have kept the silence. They should have confronted the management and advised them that their actions were too risky, and it would affect the company’s reputation(Crane et al. 2019). It would also risk the job security of employees, and maybe they were the breadwinners of their families. In case the management does not take any firm actions, one should consider reporting the company to thelegalauthorities. However, the bold move would risk the job security of the person since they could be fired. It would also jeopardize the job security of the other employees(Kaptein, 2017). This is because if the case reaches to thelegalauthorities, thecompany could be dissolved because of fraudulent practices. Therefore, management should followbusiness ethics. This will protect the jobs of all employees and improve the overall performance of the company.
1 day ago
Megan Beaton
Original Post: Week 7 – Discussion 1
COLLAPSE
Ethical and legal situations are present in organizations every day, and leaders are faced with these dilemmas as well. Do leaders set out to be unethical, or is it their own biases and behaviors that lead to unethical acts that they donâ€
t even know they are committing? According to Bazerman, & Tenbrunsel (2011), when leaders set goals and incentivize individuals to reach those goals, the individuals may neglect other areas, or be dishonest when reporting which can be seen as unethical, and the leaders blindly encourage and engage in these practices as well. Take for instance the case of Martin Shkreli. Martin was a hedge fund manager, co-founder and CEO of a biotech firm Retrophin, and founder and former CEO of Turing Pharmaceuticals. His company Turing received the manufacturing rights to the drug Daraprim, and he raised the price significantly, from 13 dollars to 700 dollars per pill. He knew there was not a lot of competitors for this particular drug, and he could increase the price way up. He even went as far as saying he would lower the price for patients, then a few months later he withdrew that statement and raised the price anyway. He was sentenced to prison for seven years for committing securities fraud which is unethical. His reputation was tarnished and businesses started ending their relationships with him. The record label; collect record publicly ended its relationship with him, and his pharma company Turing changed their name to avoid any negativity. Another pharma company that he had ownership in terminated him, filed for bankruptcy, and delisted its shares. Unethical behaviors can have devasting results to an organization, the leaders, and overall performance.
In my current role I had to deal with unethical behaviors exhibited by senior leadership. We had a senior Anesthesiologist physically touch a young female nurse in order to get to the patient. He grabbed her by both shoulders and picked her up. The nurse was in total shock, shook up, and was visibly upset. She documented the occurrence in the unprofessional section of our incident reporting system. I received the incident report and read it the next day. I sent it to the Executive Medical Director, who is an Anesthesiologist, and the Chief of Anesthesiology. They both came to me and wanted to talk to the Anesthesiologist themselves and push it under the rug. They made excuses for him, saying he is an intense health care provider, he has tenure at the organization, and sometimes his decisions and judgements can be off. According to Banaji, Bazerman, & Chugh (2003), biases allow unconscious thoughts and feelings to influence peopleâ€s objective decisions. They stated the Anesthesiologist wanted to write an apology letter to the nurse. This was fine, but I still pushed to meet with him as a team and let him know his behavior is not acceptable and if he touched another nurse, he would receive corrective action. My boss came to talk with me as well, and asked that I do not push this situation any further and let Anesthesia handle it. I did not feel comfortable with this decision, and took this issue to the Chief Medical Officer, who is an Anesthesiologist. We did meet with this offender, and he stated he needed to get towards the patient, and that he would do it again if need be. The Chief of Anesthesiology continued to make excuses for this employee, and stated he would take it to the department chair. I never heard the end results of this situation, and the Anesthesiologist still was delivering medicine. When I would pass him in the hall, he would give me a stare and not acknowledge me. This outcome was very dissatisfying to me, especially since he stated he would do it again. We also were working on our culture in the Operating Room, and what does this say about our culture? If you are a physician your behavior can be held to a different standard? I was also told to be silent by my leader and accused of not being able to collaborate. In the following weeks after this incident, he did the same thing again to another female nurse. He pushed her out of the way to get to the patient. She was crying and embarrassed when coming to talk to me. This time I bypassed the Chief of Anesthesiology, and my leader, and went to the Office of Physician Affairs. This group has been doing an ongoing investigation. The Chief of Anes. did come to me and expressed his concerns about going above his head, and I told him I did not like how the last situation was handled and my job is to support my staff. He agreed, and we are awaiting the final decision. Confronting unethical decisions or behavior can be challenging, and have negative results for the person bring up the issue. I have a strong sense of values that I have to live with, so for me, I had to bring this forward despite the outcome to my own professional career.
References
Banaji, M., Bazerman, M., & Chugh, D. (2003). How unethical are you? Harvard Business Review, 81(12), 56-64.
Bazerman, M., & Tenbrunsel, A. (2011). Ethical breakdowns. Harvard Business Review, 89(4), 58-65.
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