Critical Essay on Ethics


Select two of the below ethical dilemmas For each dilemma, attempt to determine what you would actually do if faced with this situation and what you should do. If what you would do and what you should do are different, state why. Finally identify the criteria you were using in applying your ethical standards. The essay must be three double-spaced pages in length (750-850 words) and formatted according to APA style The essay should contain the following three elements:
Opening paragraph that contains thesis statement and presentation of supporting arguments.
Body paragraphs that include supporting facts, details, and arguments for each point behind the thesis.
Closing paragraph that restates the thesis statement, provides conclusive thoughts, and raises broader questions about the discussion of the topic.


Plead read below for reading matterials.


1.You are the newly appointed personnel director for a large beverage distributor. Your new job responsibilities include screening all applicants for promotions to management positions. Your company’s usual procedure is for the personnel director to screen applicants and select the top three for further interviews with management. You also know that the president of the company does not want a woman on his personal staff. Your current decision is difficult because your most recent vacancy is on the president’s personal staff and your top three applicants are female. You can send the three applicants to the president and wait to see what happens. You can rethink your selection criteria and try to have a male applicant in the top three. You can reopen the position, hoping to attract additional qualified applicants. You can confront the president about his discriminatory posture. You also have other options. What would you do? What should you do?
2.You are part of a team involved in administering and interpreting an in-depth set of surveys designed to help managers in your company better understand how their managers and subordinates view their effectiveness. The results of the surveys are intended to be developmental, and individual members of your team will meet with each manager to interpret the results and develop action plans for improvements. You are puzzled when you see the first computer printouts of the survey results. Managers who you know are well respected and effective are receiving low scores compared with a national sample of managers from similar industries. You contact the company that compiled the results and ask questions about its sample. Your contact does not provide satisfactory information. Your peers believe you should go ahead and interpret the results to the managers. You believe the results are suspect and question whether they should be presented. Your boss believes the results should be presented. After all, corporate headquarters uses the survey with no problems. You can do as your peers want you to do. You can ask for a meeting with your peers and your boss in hopes of convincing them of your concerns. You can present the results to your group of managers and tell them you don’t have much confidence in the findings. You can refuse to participate further in the program. You have other options. What would you do? What should you do?
3.A crew member from the night shift’s manufacturing group has come to you as her personnel liaison with a concern about drug use on the production line. She won’t give you any specific details for fear of those involved finding out who has turned them in. She suggests that you should investigate immediately but warns against involving her in any way. She asks you not to tell the other personnel liaisons because the grapevine has it that one of them may be involved. You can go to your boss and work with her in deciding what to do next. You can try to investigate on your own. You can bring up the drug problems the plant is experiencing at a staff meeting and watch closely to see if there are any unusual reactions from your peers. You can tell your source to give you more specific information before you will do anything. You can ignore the problem because of lack of evidence. You have other options. What would you do? What should you do?
4.You are in the training department of a large West Coast hospital. Your department is responsible for all training for nonmedical staff and management training for medical department supervisors and nursing staff. Your boss has been in his position for twenty-two years. When you are asked to develop a five-year report of your department’s activities, your analysis of the records shows that one consultant has been paid over $50,000 for approximately six training sessions a year. This fee schedule is more than twice what other consultants working in similar subject areas have charged the hospital. You decide to pull the consultant’s file and investigate. Much to your surprise, there is no formal contract or course evaluations. You ask your boss about the consultant in question, only to be told he is none of your concern. The secretary in your department warns you that the consultant is a special friend of your boss and that you had better let the matter drop. You can forget the whole thing and finish the report. You can press your boss for more information. You can ask the secretary to help you locate the missing information. You can go to the finance department and ask for its copy of the contract. You can put this deficiency in your final report. You have other options. What would you do? What should you do?
5.You have overheard a conversation between your manager and the manager of a department in which your best friend is employed. From their conversation, it is apparent that your friend is not pleasing her manager and she will definitely be passed over for the promotion she badly wants. You don’t want to see her hurt, and you happen to know she has a job offer from another group within your organization. Should you tell her about the conversation and urge her to take the new offer? Should you remain silent because of the manner in which you heard the information? Should you go to your boss and tell him that you accidentally overheard the conversation and are concerned because your friend might turn down a good job offer? Should you urge your friend to confront her boss? You have other options. What would you do? What should you do?
6.You are the lead copywriter in an advertising agency handling a major chemical products account. Your copy is frequently criticized by the chemical manufacturer’s marketing director. He wants a stronger sell, even if that means omitting much of the disclaimer information associated with the safe use of the products. He contends that people buying chemicals should take individual responsibility for safety and that the company should not be required to devote scarce ad and package label space to full disclosure of the potential hazards. You realize that he may even be willing to test whether government regulating agencies will restrain his actions if he refuses to comply with industry product labeling requirements. The issue comes to a head when you receive copy proofs changed by the marketing director to omit disclosure information that you believe should remain in the new ad series. Your immediate boss is out of town on vacation and cannot be reached. You either have to let the changes go or confront the marketing director. You know he will not appreciate your interference. You can let the copy go as is. (You have documented evidence that the marketing director, not your agency, made the changes.) You can refuse to make the changes, thereby jeopardizing the account. You can ask to be removed from the account. You can go to the marketing manager’s boss in the chemical company. You have other options. What would you do? What should you do?
7.You are a consultant specializing in management communication training programs. You have been hired by a prestigious building products manufacturer to conduct a series of programs for its top management staff. The programs go well, and you are excited about future business with other branches of the organization. The president of the company invites you to lunch and congratulates you on your work. He has recommended extending your contract and indicates that it will be the beginning of a long and mutually satisfactory relationship. He then tells you of an unwritten condition in your contract: he wants a quarterly report made directly to him on promising individuals in the branch offices. He believes your contact in the training classes will give you the opportunity to spot talent that he may have little opportunity to recognize. He insists the report should be confidential because his personnel department would object. You can do as the president requests. You can advise him of your concerns about evaluating people during training sessions not designed for that purpose. You can object to the need for secrecy in your appraisals. You can say nothing and think about what to do next. You have other options. What would you do? What should you do?
8.You have received a job offer from one of your current employer’s principal competitors. The offer was unsolicited and has come as a surprise. Although this type of offer is not uncommon in the advertising business, you are unsure how to respond. The vice president urging you to come to work for her also mentioned that one of your current employer’s largest accounts is talking with her group about changing agencies. You have reason to believe that the account is pleased with your work and wonder if her offer is not aimed at increasing the chances of taking business away from your employer. So far, the vice president has not asked you any questions about the account. You are scheduled to meet her for lunch next week. Should you tell your employer that you are considering another position? Should you refuse to discuss the account in question if the vice president mentions it? How can you learn whether the offer has a hidden business agenda? Do you have a responsibility to your current employer to tell him a major account is being solicited by another firm? What would you do? What should you do?
9.You are the newest member of your company’s field sales staff. Before being assigned to your own group of accounts, you spent three months making sales calls with experienced sales personnel. During that time, you became aware of customer complaints about quality defects in two of the six product lines you represent. The salespeople you worked with assured you that the company was aware of the problem and was working hard to lower the defective shipments. In your first solo presentation, your potential customer asks you about rumors that some of your product lines are having defect problems. He wants to know very specifically what he can expect if he places a large order. You want to make the sale. You have not investigated the extent of the defects problem or when the company expects to have it solved. You know your manager expects you to secure an order from this customer. How should you answer the customer? Can you make the sale if you admit the defects problem? What will happen if you don’t? What would your manager have you do? What are your other options? What would you do? What should you do?
10.You are the member of a task force asked to recommend to the city council how the city’s Park and Recreation Department can better serve low-income members of your community. Two members of your group believe the city government should reduce its budget, and they view your assignment as an ideal way to make that statement. You disagree. The task force is charged with making programming recommendations. The Park and Recreation Department is charged with incorporating those recommendations into their budget, which must be approved by the council. You support more programs for low-income areas of your community and hope some of your recommendations will be part of the final report. Several group members agree with you, two strongly disagree, and several are undecided. At the next-to-last task force meeting before the report is due to council, a reporter asks to interview a member of the task force in order to get a progress update. The two members with whom you have had the most disagreements are late to the meeting. Others in the group suggest you talk with the reporter. You agree, hoping for an opportunity to express your support for low-income programming. As the interview begins, you wonder whether your remarks should reflect the various perspectives present in the group or whether it is appropriate to represent your personal view. Should you tell the reporter that members both support and disapprove of increased park and recreation programming? Should you tell the reporter that the final report to council is very likely to contain a dissenting opinion and you are not sure which side of the issue will receive majority support? Will this type of dissent weaken the effectiveness of the report? Should you represent your position because the other two members are late and would have had an opportunity to speak to the press had they arrived on time? What would you do? What should you do?
11.You are a member of a project team charged with designing a new service support training program for your organization’s 150 customer support representatives. The representatives are generally knowledgeable but resistant to a new training program. Your team members include two of your peers from the training department and two customer support representatives. The initial design meetings have been productive but you become aware that the two customer support representatives expect you and your coworkers to do the work. They will critique what you propose. Further, you know that at least one of the customer support representatives is talking with others in his work group about your ideas. You have learned that some representatives think you don’t know what the work really is and can’t possibly design a good program. You want the program to be good but are concerned with the rumors and lack of work from two members of your team. Should you confront the representatives? Should you ask team members for more effort? What would you do? What should you do?
12.You are a member of a self-directed work team charged with processing travel requests for over 3,000 salespeople worldwide. Your team has been praised for quality work and cost savings. In fact, your group has reduced processing costs by 40 percent over previous groups. One longtime member of your team is not pulling her share of the load. Jane is excellent with her accounts but is not helping other team members when they are overloaded. Jane is popular with management and many of the salespeople you support. Other team members have asked you to talk with Jane. You think that the entire team should engage in this conversation. To make matters worse, you learn that Jane, but not the rest of the team, has received a coveted customer support award. Jane has not mentioned this award to the team. Should you ask Jane about the award? Should you insist the team join you in talking to Jane? What would you do? What should you do?
13.You are a senior member of a management team that has just learned one of its major products may have a serious electrical defect. Two consumer deaths are associated with product use. Your corporate attorneys suggest that the company must immediately deny any responsibility. Your public relations people need to issue a statement. Your manufacturing manager reports that he believes there are no problems for which the company is liable. Most of your peers want to take a strong denial position based on long-term consumer loyalty to the product in question. You remember an accident in the lab while the product was under development. The accident resulted in severe burns to two testing technicians. You are assured there is no connection. You are pressured to agree to a course of action that will permit the public relations people to issue a release supporting the product. Should you talk with the president of the company? Should you resign? What would you do? What should you do?
14.You have been asked by your boss to evaluate the e-business strategy the marketing department of your company proposes. You have reason to believe that your boss doesn’t really understand the proposal because she has little experience with the Internet. You don’t have the experience to do the evaluation but know you must make a response within the next week. You decide to review the Internet strategies of your major competitors. To your surprise, you find that your company’s marketing proposal ignores several features for customer service that all your competitors are using. When you discuss this omission with the director of marketing, he laughs at you for what he considers your lack of experience and suggests that you have no right to question his judgment. You are concerned about your lack of experience but believe you have some valid concerns. You don’t want to put your boss in a bad position by opposing a proposal from another department. Should you talk with your boss? Should you present your concerns despite the marketing director’s opposition? What would you do? What should you do?
15.You are a senior member of an international marketing team charged with developing a major promotion for your organization’s new line of consumer products. The products are intended to be introduced simultaneously in eighteen countries including the United States of America, several European countries, and large segments of Asia. The company’s international marketing director prefers that your team develop a single promotional theme for, as he puts it, “the globe.” You are concerned because team members from Asia contend this is dangerous and culturally inappropriate. Several team members consider the initial promotional copy brash and insulting. You and some of your European counterparts believe the copy is direct and will gain instant attention from potential consumers. You must present a proposal to the marketing director within a week. You can ask the director for more time. You can present the significant disagreement to the director even though you know he will not be pleased. You can have the team vote, knowing that the majority will support the theme some find offensive. What other options do you have to resolve this dispute? What would you do? What should you do?

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Ethics define the moral standards that have been agreed on and accepted by the society. Ethics defines what is right in light of moral considerations. This means that ethics does not define what individual thinks is right but what the society has agreed on as right grounded on moral standards. Therefore, ethics can be defined as standards of practices that have been agreed on by majority of people in the society and which dictate what individuals should do in a given situation. Ethics are specific to every society. This means that a given organization has its own ethical standards which may be different from the other organization.  Despite varying from organization to organization, ethical standards uphold what is right. However, it is not always that individuals will do what it ethically right since sometimes circumstances force people to act contrary. When people come from different societies, they may have different ethical standing on a given issue which means they are not likely to respond in the same way to the issue at hand. At the same time, conflict of interest, especially in organizations inhibits on observance of ethical standards. Although ethics dictate what is right people sometimes act contrary to ethical standards due to prevailing circumstances.