Ethical Decision Making Case

EthicalDecision Making Case

Mary,an assistantfinance managerat Walmart Companyin theUnited States oncehada typicalbusinessethicaldilemma. Sheis alsoone of thestakeholders in thebusiness.She holds the position of a financial advisor in the stakeholdersgroup. ThemainissueaffectingMary is theclarificationof her managementroles.She has to ensure that all financial issues are addressed in thestakeholders meeting. However, she is not well conversant with themain style of addressing them. Ethicalityrequiresher rolesin regulatingthebehaviorof theentireorganization.Accordingto businessmanagement,Mary as a finance manger needsethicson her leadershiproles.Similarly,sheis facingdifficultiesin fulfillingher socialresponsibilities.Mary faces dilemma since she has an unclear managementtaskthat are of concernin ethicaldecision-making principles(De Cremer, van Dick, Tenbrunsel, Pillutla &amp Murnighan, 5).

Maryleadsa financialcompanyas an assistant financemanager.Recently,shewasleadinga financeteamon a significantgovernmentcontracts.Theteamprovidesgoodserviceson bothopenbookandcost-plus basis.Shehas beenaskedto workon reducingfiguresforinternalreportsby 20 percent. Reducingof thefiguresis meantto shadowthecostssothattheydonot looksohighfortheteam(Ferrell&amp Fraedrich 324).However,sherealizesthattheyare not takingmuchmoneyfrom their clients,andthemanagementwantsto give animpressionthat reflectson thecostof thegroup.Mary andtheteamare not happydoingthis,andhavetakentheinitiativeof informingthemanagementandthehumanresource.Theproblemis thatthehumanresourcehas calleda formalmeeting,andMary feelssheis overreacting.Therefore, Mary faces a dilemma of knowing what to do. She does notknow whether to raise the issue to the human resource or not. Shefeels that the situation may worsen incase the issue reaches thehuman resource (DeCremer et al 112).

Onthematterof thissituation,Mary neverdidanything wrong.Sheis acting accordingly with regard to ethicmodels.DeGeorge (201)positsthata professionalshould alwaysstandin ensuringthat,“any returns,reports,communicationorotherinformationinvolvedin should neverentailfalse or misleading statements. Givingthewrongimpressionof a team’spositionmay not helpabusinessmodelin theend.Therefore,themanagementis shortsighted ormoreof actingin termsof self-interest that may posea riskto thebusiness.

Inthiscase,Mary should nevertensebecausesheprovedher ethicality. Asa financemanager,Mary is alwaysexpectedto workas per thebusinessethicalcodes.Black(66) arguesthata decisionmadeby an individualdoesnot haveonlypersonalramificationbutalsosocialconsequences.Thesocialresponsibilitiesdefinetheobligationthatan organizationneedsin namingchoicesandtakingvariousactionsin contributingto thewell-beingof a societyas wellas thegoodof thebusiness.

Inthiscase,theaspectof effectivedecision-making has beenmet.Thedecisionaddressesvariousissues.Forinstance,ithas benefitsthatoutweighoverall consequences.In caseMary losesher jobdueto her decision,it might affecther. However,in thereal senseshecould haveproveda pointof improvingthe societyas a whole.Companiestendto havedifferentcultures.Somecompaniesinsiston profitandresultsratherthan socialresponsibilities.In suchincidences,themanagementcan turna blindeyetowards ethicalbreachesprovidedtheworkersproduceresults.In suchsituations,a whistleblower may seemreluctantin comingforwardforfearof eitherbeingregardedas beinguntrustworthyandnot as a group.In thiscontext,thenitis evidentthatMary’s decisionseemsto makeher feelguilty(DeGeorge, 205).

Ethicaldilemmacan arisein placeswherepeoplefeelpressurized to actimmorallyjustto pleasetheir bosses.Similarly,peoplemay feelthattheycannot pointon thecoworkers ortheir superiors’ badbehaviors.In manycases,individualemployeesworkunder pressureormoreof recognitionlust.At somepoint,peoplemay engagein promotingordinging unethicalmodelsas self-interest model.

Employee’sdecisions,suchas Mary’s case,may arise if they do not know the guidelines of the company. To addresssuchincidencesin the future,organizationsshould alwaysworkon thebestinterestof providingethicaltrainingto its workers.Thelogicwill be usefulin helpingthem to workon identifyingunethicaldecision-makings (Black,21).Similarly,everycompanyshould workon spelling out its standon theunethicalacts.Ina placeof thosewhobreach thecodes,thereshould be guidelines on howtheyshould bepenalized.Similarly,there should be motivationfactorsfor thoseemployeeswhoproveethicsin their decision-making. Moreover,theorganizationsmanagementshould leadas an example.Theyshould takeethicsseriouslythus,givingits employeesconfidencewhenhandlingethicsin decision-making(DeGeorge, 25).

Buildingup ethicalprinciplesof businessare importantandmostdecisiveaspectsforfuturedevelopmentof business.Modernbusinessesworkwith adeepunderstandingof a realbusinessculture.Thepurposeof businessmanagementis not onlymakingprofits,butalsoguidingtheactivitiesof an organization.Businessorganizationsnowadaysowetheir dutiesto thesocietyin varioustargeted marketplaces. Assuch,a business with such traits creates dilemma to its managers such asthat of Mary. Therefore,a businessmanagerneedstoalwaysworkunder-recognition of thesocialresponsibility(Griseri&amp Seppala 12).

Theunethicalnormin thiscaseis that Maryfacesunclear understandingof feasiblealternativesspecification,problemidentification,andidentificationof themorallysignificantmanagementaspects.Maryis expectedto identifyproblemsas per theethicaldecision-making process.Identificationof problemsethically leadsto aneffectivemanagementof a corporate. Forexample,themanagersandstakeholders are alwaysexpectedto be alertandsensitivein handlingmorallychargedcases.

Businessethicsalsorequiresthatinformationconcerningethicaldecision-making processbe availed. The process involves clear decision made by a financialmanager in handling technical issues in finance sector.Ethicaldecision-making processis meantto supportasmoothrunningof anybusiness.Acorporate handlingsuchcasesshould alwaysdefineclearmorallysignificantfactorsin management.Finally,ethicaldecision-making frameworkshould alwaysclarifyon resolutionsof implementingethicsin managerial tasks,for instance, the issue of Mary having difficulties in handlingfinancial constraints, and submitting the returns to thestakeholder’s panel. Thiscaseis obviousthatitviolatestheprinciplesof moraldecision-making principles(Black,47).

Mostfinancialmanagersoftenfaceethicaldilemmain their workplace that they are not aware of. Thereasonbehindthisis thatmostmanagersare not welltrainedon ethicaspects.Therefore,theyfacedifficultiesin identifyingwhenethicalsignposts exist.Areliableleadershould alwaysbe readyto handleconflicting interestthat existsin varioussituations.Theyshould alsoquestiontheir decisionto seewhethertheyharmone orevenmorepartieswhen benefittingothers.

WorkCited

Black,Ken. Businessstatistics: for contemporary decision-making.John Wiley &amp Sons, 2011.

DeCremer, David, et al. &quotUnderstanding ethical behavior anddecision making in management: A behavioral business ethicsapproach.&quot BritishJournal of Management22.s1 (2011): S1-S4.

DeGeorge, Richard T. Businessethics.Pearson Education India, 2011.

Ferrell,Odies C., and John Fraedrich. Businessethics: Ethical decision making &amp cases. Cengage Learning, 2014.

Griseri,Paul, and Nina Seppala. Businessethics and corporate social responsibility.Cengage Learning, 2010.