Ethical Issue Case Study_Duplin

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Ethical Issue Case study:

Ethical Issue Case study Walsh University MBA 621- Sustainable Ethical Leadership Elise Duplin

Company Background:

Company Background Sophisticated Living Pottery Plant Large manufacturer of ceramic pottery hard goods in North America Three facilities, approximately 100 acres of operations Distribution in United States and Canada Distribution Internal fleet of 15 trucks Use of outside brokers for over half of business Over 50 outbound trucks a week

Ethical Issue:

Ethical Issue Bonnie Williams was the head of transportation department for 15 years Had held numerous positions within the company Efficiently ran transportation dept. and had a great rapport with drivers and brokers Maximum education level: high school Demoted to dock shipping position after 15 years in role Replaced by Winnie Cooper, who had little transportation/industry experience but an MBA Issues: Owners never communicated any issues with Bonnie’s work Bonnie w as not given reasoning for demotion Was not given opportunity for further education

Decision Making Road Blocks:

Decision Making Road Blocks Distancing from Responsibility Owners of company pushed responsibility onto other groups Did not want to face or handle the demoting of a long-time employee Tunnel Vision Viewed their position was “above” dealing with Bonnie’s demotion Organizational culture Little room for error Minimal communication No women in charge of departments/manager roles

What Could Have Been Done?:

What Could Have Been Done? Practice some Common Principles of “Standards of Conduct” Beneficence: provide help to others Justice: give others what they are due/ fair play Character and Relationships Company should “walk the walk” when enabling employees through main character traits such as service, integrity, and diversity Avoided Rationalization Publicity Test Reversibility Test Generalizability Test

Situational Leadership:

Situational Leadership Leader analyses each circumstance individually Recognize need of the employee and adapt leadership style to that Four core competencies Diagnose- understand circumstance Adapt- adjust behavior based on that circumstance Communicate- interact in a way that others understand Advance- manage the movement/change

Resources:

Resources Wicks, Andrew C., Freeman, Edward R., Werhane , Patricia, H., & Martin, Kristin. (2009).  Business Ethics- A Managerial Approach . Columbus: Prentice Hall . Situational Leadership® (2015). The Center for Leadership Studies. Retrieved from https:// situational.com/the-cls-difference/situational-leadership-what-we-do/

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