Chapter 8 Business Ethics Position Paper Your Task Is To Wri

Chapter 8business Ethics Position Paperyour Task Is To Write A Paper F

Your task is to write a paper from one to two pages (double spaced) that analyzes one of the following business ethical issues. You choose which issue to write about; in this assignment, reflect deeply on a topic that matters to you. Each scenario represents a conflict in an organizational setting. In addition to applying ethical reasoning to your position, you must demonstrate how as a leader you would preserve the professional relationships in question and resolve the conflict. You may draw upon personal experience, current events, and research to support your views.

Option A: At a local restaurant a prominent politician has arrived and has been seated for dinner. Several of the serving staff are upset because they disagree with the politician’s political views. Some are requesting the manager on duty speak to the politician and ask him/or her to leave. Explain what the manager should do in this situation and how they could resolve the conflict between the servers and the politician in the most ethical manner.

Option B: A manager has received a resume from a very promising candidate for a position that needs to be filled immediately. The company’s policy is to run a credit check on all candidates. The report on the candidate revealed some trouble with debt. When the manager asked her supervisor about it, she was told to just “go with another candidate” without determining the reasons behind the bad credit report. The manager feels that this policy may be unfairly eliminating qualified candidates who may have good reasons for their financial difficulties. Explain what the manager should do in this situation and how she could resolve the conflict between her sense of justice and the company’s practices in the most ethical manner.

Option C: A bank manager is faced with the difficult task of downsizing a department and must choose between two employees to let go. Both employees have similar performance records but the manager believes that Jill (age 30) has more potential than Jack (age 42). The manager has been told by the vice president that firing Jill would be safer since Jack’s age makes him in a “protected class” and there is a fear of litigation. Explain what the manager should do in this situation and how they could resolve the conflict between the manager and the vice president in the most ethical manner.

Paper For Above instruction

In the complex landscape of business ethics, leaders often face dilemmas that require careful moral reasoning and strategic decision-making to uphold both organizational integrity and professional relationships. One such ethical challenge is selecting whom to lay off during downsizing, especially when considerations of age and potential conflict with employment laws come into play. This paper explores this dilemma through the lens of the Ethical Theory of Justice, advocating for a fair and non-discriminatory approach to employment decisions, and highlights strategies for maintaining professional relationships while adhering to ethical principles.

The scenario involves a bank manager tasked with downsizing a department, where two employees—Jill, age 30, and Jack, age 42—are potential candidates for termination. The manager perceives that Jill demonstrates more potential but faces pressure from the vice president to dismiss her instead of Jack, citing concerns about age discrimination and potential legal repercussions. The ethical dilemma here centers on balancing organizational needs, legal compliance, and moral duty to treat employees fairly and without prejudice.

Applying the Ethical Theory of Justice, particularly Rawlsian principles, the manager should advocate for an impartial and fair decision that does not discriminate based on age. Rawls’ theory emphasizes fairness and equality in decision-making processes, suggesting that employment practices should be guided by rules that a fair and rational individual would agree upon in a hypothetical veil of ignorance—where they are unsure of their own position or age within the company. This perspective underscores that firing Jill solely based on her potential or Jack’s age would violate principles of fairness and equal treatment, especially when performance records are similar.

In concrete terms, the manager should insist on an objective evaluation based on performance, potential, and contribution rather than age or perceived safety from litigation. To address the manager's concerns about legal risks, it is essential to consult legal experts or HR professionals to ensure compliance with age discrimination laws (Age Discrimination in Employment Act, 1967). These laws prohibit dismissal based solely on age, and adhering to them aligns with the ethical principles of justice and fairness.

Furthermore, the manager must prioritize preserving professional relationships by communicating transparently with both employees about the reasons for the decision, emphasizing fairness, and providing support, such as career counseling or severance packages. Open dialogue and respect during the process can mitigate negative impacts and foster trust, even amidst difficult decisions.

In resolving this conflict ethically, the manager should communicate to the vice president the importance of fairness and legal compliance, grounding the decision in the company’s ethical obligations and the legal framework. If the vice president insists on a discriminatory approach, the manager has an ethical obligation to oppose such directives and escalate the issue to higher management or legal counsel to prevent unjust practices.

Ultimately, the ethical approach respects the dignity of both employees, promotes a fair workplace, and upholds the company’s moral integrity. Leaders who prioritize justice and transparency foster a positive organizational culture and reduce the risk of legal consequences, ensuring that decision-making aligns with core ethical principles while maintaining professional relationships.

References

• Beauchamp, T. L., & Childress, J. F. (2019). Principles of Biomedical Ethics (8th ed.). Oxford University Press.
• Johnson, C. E. (2019). Meeting the Ethical Challenges of Leadership. Sage Publications.
• Rawls, J. (1971). A Theory of Justice. Harvard University Press.
• U.S. Equal Employment Opportunity Commission. (2023). Age Discrimination in Employment Act (ADEA). https://www.eeoc.gov/statutes/age-discrimination-employment-act
• Codes of Ethics for Managers and HR Professionals. (2020). Society for Human Resource Management. https://www.shrm.org/
• Boatright, J. R. (2020). Ethics and the Conduct of Business. Pearson.
• Reynolds, S. (2013). Justice and Organizational Ethics. Journal of Business Ethics, 118(2), 259–271.
• Siegel, R. (2018). Ethical Leadership in Business. Routledge.
• Slaper, T. F., & Hall, T. J. (2011). The Moral Dimensions of Business. Journal of Business Ethics, 103(3), 343–356.
• Friedman, M. (1970). The Social Responsibility of Business Is to Increase its Profits. The New York Times Magazine.