Responses To The Questions For The Case You Selected Be Thor

Responses To The Questions For The Case You Selected Be Thorough And

Responses to the questions for the case you selected. Be thorough and specific. Analyze the impact of the ethical theories you chose on the case you selected. Be sure to support your postings and responses with specific references to the Learning Resources. Case 13.2 How Safe is Safe?

Perfect Plastics Incorporated (PPI) is a small injection molding plastics company that employs 50 people. The company is 10 years old, has a healthy balance sheet, and does about $4 million a year in sales. the company has a good safety record, and the insurance company that has PPI's liability policy has not had to pay any claims to employees for several years. There have been no major injuries of any kind since the company began. Tom Griffin, the owner, takes great pride in the interior design and working conditions at PPI. He describes the interior of the plant as being like a hospital compared with his competitors.

Order, efficiency, and cleanliness are top priorities at PPI. It is a remarkably well-organized manufacturing company. PPI has a unique approach to guaranteeing safe working conditions. Each year, management brings in outside consultants from the insurance industry and the Occupational Safety and Health Administration (OSHA) to audit the plant for unsafe conditions. Each year, the inspections reveal a variety of concerns, which are then addressed through new equipment, repairs, and changed work-flow designs.

Although the inspectors continue to find opportunities for improvement, the overall safety improves each year. the attorneys for PPI are very opposed to the company's approach to safety. The lawyers are vehemently against the procedures of having outside auditors. If a lawsuit were to be brought against PPI, the attorneys argue that any previous issues could be used as evidence of a historical pattern and knowledge of unsafe conditions. In effect, the audits that PPI conducts voluntarily could be used by plaintiffs to strengthen a case against the company. The President and management recognize the potential downside of outside audits, but they point out that the periodic reviews are critical to the ongoing improvement of the safety of everyone in the plant.

The purpose of the audits is to make the shop a secure place, and that is what has occurred. Management also points out that PPI employees have responded positively to the audits and to the changes that result. Questions 1. As a company, would you describe PPI as having an identifiable philosophy of moral values? How do its policies contribute to this philosophy?

2. Which ethical perspective best describes PPI's approach to safety issues? would you say PPI takes a utilitarian-, duty-, or virtue-based approach?

3. Regarding safety issues, how does management see its responsibilities toward its employees? How do the attorneys see their responsibilities toward PPI?

4. Why does it appear that the ethics of PPI and its attorneys are in conflict? Resources: Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks: CA: Sage Publications. Chapter 13, "Leadership Ethics" (pp. ) Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25 (1), 36–62. Dion, M. (2012). Are ethical theories relevant for ethical leadership? Leadership & Organization Development Journal, 33 (1), 4–2 Mayer, D. M., Aquino, K., Greenbaum, R. L., & Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55 (1), 151–171.

Paper For Above instruction

Perfect Plastics Incorporated (PPI) exemplifies a manufacturing firm committed to safety, operational efficiency, and a strong organizational culture rooted in moral values. Its proactive approach to safety, involving frequent external audits and continuous improvements, reflects an underlying philosophy that prioritizes employee well-being and a safe working environment. This philosophy emerges from a core value system focused on safety, quality, and organizational excellence, which aligns with a moral commitment to protecting employees and fostering a responsible corporate culture.

Policies at PPI, such as annual safety audits by external consultants from OSHA and the insurance industry, serve as concrete manifestations of its moral philosophy. These policies demonstrate a dedication to transparency, continuous improvement, and responsibility. By voluntarily inviting outside inspectors, PPI shows its commitment to accountability and proactive risk management. This openness indicates an ethical stance grounded in the virtue of responsibility and the duty to provide a safe workplace, which in turn supports a moral organizational identity centered on integrity and employee care.

The ethical perspective that best describes PPI’s approach to safety issues is predominantly utilitarian. The company emphasizes the overall benefit of a safer work environment, aiming to maximize safety for all employees and reduce risks and liabilities. Through repeated audits and continuous safety enhancements, PPI seeks to promote the greatest good—namely, the health and safety of its workers and the stability of the organization. The company’s focus on improving safety to prevent injuries and ensure efficiency aligns with utilitarian principles of maximizing positive outcomes and minimizing harm.

Additionally, an aspect of duty-based ethics is evident in PPI's approach. The company demonstrates a duty to its employees by actively maintaining and improving safety standards, reflecting an obligation to protect and care for its workforce. This sense of duty is reflected in their commitment to regular audits and safety enhancements, indicating that PPI recognizes its moral responsibilities to ensure a safe environment as a fundamental organizational obligation.

From the perspective of management, their responsibilities toward employees involve ensuring their safety, well-being, and fostering a culture of continuous safety improvement. The proactive safety policies indicate that management perceives these responsibilities as moral imperatives integral to organizational success and employee trust. They see safety as a collective moral duty that sustains the organizational value system and enhances employee morale and productivity.

Conversely, the attorneys’ responsibilities toward PPI are framed from a legal and protective standpoint. They perceive their main duty as defending the company against potential lawsuits, aiming to minimize legal liabilities and financial risks. From their perspective, focusing on the legal implications of safety practices—such as potential evidence from past issues—aligns with their responsibility to protect the company's legal interests. Their emphasis on the risk of audits being used against PPI in lawsuits underscores a strategic concern with legal protection rather than a moral commitment to employee safety per se.

The apparent conflict between PPI's ethics and those of its attorneys arises from their differing priorities. PPI's ethical stance, rooted in moral responsibility and a utilitarian concern for the well-being of employees, directly conflicts with the attorneys’ focus on minimizing legal exposure. The attorneys view the audits—and the knowledge they uncover—as potential liabilities that could undermine the company's legal defense, whereas PPI sees them as vital to moral and organizational improvement. This divergence illustrates the classic tension between moral duties to stakeholders and legal risk management, highlighting how different ethical frameworks influence organizational decision-making.

References

• Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Sage Publications.
• Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36–62.
• Dion, M. (2012). Are ethical theories relevant for ethical leadership? Leadership & Organization Development Journal, 33(1), 4–12.
• Mayer, D. M., Aquino, K., Greenbaum, R. L., & Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1), 151–171.
• Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2019). Business Ethics: Ethical Decision Making & Cases. Cengage Learning.
• Hartman, L. P., & DesJardins, J. R. (2019). Business Ethics: Decision Making for Personal Integrity & Social Responsibility. McGraw-Hill Education.
• Sen, S., & Bhattacharya, C. B. (2001). Does doing good always lead to doing better? Consumer reactions to corporate social responsibility. Journal of Marketing Research, 38(2), 225–243.
• Schwartz, M. S. (2017). Business ethics: An ethical decision-making approach. Open Sourse.
• Treviño, L. K., & Nelson, K. A. (2017). Managing Business Ethics: Straight Talk about How to Do It Right. Wiley.
• Crane, A., & Matten, D. (2016). Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization. Oxford University Press.