'Business ethics dr' diaporamas de présentation

Business ethics dr - PowerPoint PPT Presentation

By way of introduction, let me state my (a freelance writer) most fundamental belief about organizational ethics

By way of introduction, let me state my (a freelance writer) most fundamental belief about organizational ethics

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Business Ethics Case Studies CASE STUDY (20 Marks) By way of introduction, let me state my (a freelance writer) most fundamental belief about organizational ethics: Ethics is not about answers. Instead, ethics is about asking questions. It's about asking lots of questions and, maybe, if you're lucky, even asking the right questions every now and then. In my experience, ethical organizations don't shy away from asking potentially embarrassing questions, ones that might disturb the status quo. The need and value of doing so was brought home clearly in the Enron/Arthur Andersen scandals. Those were two organizations where, apparently, no one dared ask the tough questions that might actually have saved the companies. Now, thanks to those and related scandals, the good news is that corporations are routinely asking tough questions about financial reporting. Today, we're all terribly conscious of the risks to the organization if we fail to question the numbers. Almost all of you are in the firing line in that regard, so there's very little that I can tell you about the importance of assessing financial risk. I don't have the level of knowledge that you have about financial accounting, but I do have some related experience that I'm going to draw on in my remarks today. As you know, I'm a professor of management, but today I am drawing on my experience as a member of the board of a NASDAQ company for some ten years. I served as a chairman for the Audit Committee until they actually required that you know something about auditing. Now I am on the Compensation and Governance Committee. I am proud of the record of our little company: We have been squeaky clean from day one. As a matter fact, when we went public 10 years ago, we had little buttons that we all wore that said, "We be clean." This is because we had a member of the board named Robert Townsend, the man who created the Avis Corp., and he was not only one of the great management thinkers but also one of the most ethical business leaders this country has known. He insisted upon spotless ethics in everything we did, and it became part of the culture of the company. If there was a nickel on the books that was in question, we have always interpreted accounting rules in the most conservative way. We have never had anyone question our numbers and I hope to God we never will. But the story doesn't stop there. Recently our board undertook a thorough audit of the human resources function of our organization. The recent negative exposure that companies like Nike and Levi Strauss have experienced concerning working conditions in their plants in Asia convinced us that consumer products companies run considerable risk in this arena. There was a bit of resistance to undertaking this audit. In fact, as at most companies, the eyes of our HR people glazed over whenever we used the word ethics. We are a small company, so we don't have somebody who was an ethics officer per se, so it fell to the board to raise these questions. Questions for the Compensation and Governance Committee Once we started to do so we quickly came to realize that there was an entire raft of HR associated issues that we had to monitor if we were to assure our shareholders we had done adequate risk assessment in the organization. Our board members are not experts in this arena, but we realized that we had to be able to assess risks in all the corporation's major human capital management systems: selection and recruitment processes, training policies and programs, performance appraisal systems, executive compensation, sales and other forms of incentive compensation, base pay and benefit determination, talent management systems (including manpower and succession planning), labor relations, and so forth. Wehad to ask if there were appropriate methods and analytical programs in place that monitor for age, sex, and gender discrimination; employee attitudes and morale; talent procurement and retention? We wondered to what extent potential employees saw our company as a great place to work. We started having to pay attention to health and safety, termination and downsizing policies, demographics about who gets promoted, raises, bonuses, and turnover. As we went on, we increasingly sought to discover the extent to which the company was on top of liabilities in those areas from a measurement and analytical perspective. With regard to all major HR systems, our board began to ask the following kinds of questions: Is there a formal system or process in place? Has the system been validated? Is it clearly understood and communicated? Has the system had unintended effects? Has it been analyzed for adverse effects, for example, possible discriminatory impact on legally protected groups? Each time we asked questions, we had to go back to learn more, we had to ask more sophisticated questions. Some questions we asked with regard to leadership development and talent management were things we thought the board would never get involved in. We started asking if there was a formal assessment of the key capabilities/talents needed in the company. We asked if retention rates were monitored? Did the monitoring include an analysis of criticality? Did it include competitive practices, capabilities, and performance? To what degree was the expertise of key people captured by the organization? Were there non compete agreements with key technical people? Does our reward system lock key contributors into the organization? We didn't have a clue what answers we were looking for. This was a matter of constantly asking every possible question that we could think of. For example, when we looked at the succession planning system, we asked if the system was formal, who was involved, and how it was related to business strategy. We asked what metrics were used and were they related to assessment of needed capabilities? How do we monitor for derailment? Is there a system of mentoring and coaching? Is it seeing as effective and fair? That led us into questions about training policy: Who participates? What are the purposes of the programs? How are they evaluated? How are they related to business strategy? How do these programs deal with ethical and legal issues? Are there unintended gender, race, or age biases in who attends? Then, we started looking at selection procedures: Did we use validated instruments for identifying the "right" people? How were these related to business strategy? What methods were used? To what extent is an effort made at branding our company as a great place to work? Finally, we looked at retention policies: the retention packages for key personnel, how we are monitoring satisfaction, whether the packages are tied to system performance appraisal, and what metrics are used to identify key personnel, and so on. Answer the following question. Q1. How the writer defines the organizational ethics. Comment. Q2. What are the benefits of routinely asking tough questions about the related issues? Discuss. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

★ ★ ★ ★ ★

75 views • 6 slides
How it is possible to separate ethics from compliance in corporate

How it is possible to separate ethics from compliance in corporate

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Business Ethics CASE STUDY (20 Marks) There’s a new deputy sheriff in town and her name is Sally Quillian Yates, deputy attorney general of the United States. In September, she announced significant Department of Justice policy shifts in the prosecution of corporate wrongdoing. Monday her memo was clarified, making it even clearer that the DOJ wants companies to cooperate and do so in a timely way. The changes, six of them listed below, are a sea change in leadership direction at the DOJ. The thrust of the changes moves from seeking the most amount of money from corporate coffers to insuring that individuals are held accountable for crimes they commit on the corporate watch. Is this a big deal? You bet. These new guidelines will likely change how executives and boards and ethics and compliance functions divvy up internal investigations to protect interests that have been separated with these changes. No longer are the employee accused and the company where that employee works going to find mutual benefit in a shared defense. Remember “Prisoner’s Dilemma,” the economic game theory you learned in college that introduced the concept of win-win in negotiating. The game proves that people do not always act rationally and sometimes can achieve a better outcome by cooperating than pursuing just their self-interest. It uses captured criminals in separate interrogation rooms to demonstrate these effects. Each would get the best outcome for himself if he turned in his fellow criminal but if they both act in their own self-interest, their punishment is even greater. In other words, it was a win-win for them to collaborate and seek a solution that worked for both of them even though an initial analysis might have led them to believe that not collaborating, or cooperating, with one another would serve their personal interests more. In a beautiful, ironic twist, Yates is deploying the prisoner’s dilemma to turn up the heat on white-collar criminals. Yes, the notion of two people choosing not to be truthful is a paradoxical choice to use in discussing how these policy shifts will change the dynamics in corporate corruption investigations. Yates has introduced six key changes, outlined here, that effectively drive a wedge between employee and employer when it comes to doing wrong in the name of a corporation. Now, internal corporate compliance officers must share internal information implicating employees who acted badly—or their supervisors—or risk steeper fines or other penalties. Prior to these changes, the company and the bad actor were in fact motivated to cooperate with one another to protect criminal claims against the employee who broke the law and reduce fines the company would have to pay under the DOJ sentencing guidelines. Yates has reset the playing field so that the company and the employee who has erred are each motivated to protect their own interests by disclosing as much as possible about the other party. Predictions are that early examples will be made of corporate executives to achieve deterrence, a shift from the goal of netting the most money possible in lucrative settlements to pursuing justice and personal accountability. How will this change corporate and corporate compliance dynamics? Compliance has been ruling the day in response to increasing regulation enacted to prevent more Enrons, AIGS, Big Pharma pricing issues and Volkwagen-like unethical product design. Let’s hope these changes help the pendulum swing back to ethics with its emphasis on doing what is right in the first place rather compliance’s concern with mitigating punishment when caught. Perhaps these changes will drive for a separation of ethics from compliance in corporate life, a move I could support if ethics became the domain of leadership and human resource professionals, rather than attorneys, as it should be now in order to cultivate a culture that helps employees to do the right thing, even when no one is looking. Decisions are made more quickly with these conditions, in my view, and strategic and employee alignment is easier to achieve, all of which bodes well for the business playing for long-term returns. Answer the following question. Q1. Give an overview of the case. Q2. How it is possible to separate ethics from compliance in corporate life.Debate. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

★ ★ ★ ★ ★

78 views • 6 slides
Most people want to be ethical — and consider themselves to be. But incidents ranging from stolen library books to rog

Most people want to be ethical — and consider themselves to be. But incidents ranging from stolen library books to rog

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Business Ethics CASE STUDY (20 Marks) Most people want to be ethical — and consider themselves to be. But incidents ranging from stolen library books to rogue trading illustrate that many people do not act as ethically as they want to, or as they think they do. “With all the evidence to support rational, good choices in the workplace or the marketplace, why don’t we all behave that way?” said Ann Skeet, director of leadership ethics at the Markkula Center for Applied Ethics at Santa Clara University. Skeet gave an introduction to a May 11 forum called, “The Behavioral Movement: What Business Professionals Should Know About Human Nature,” sponsored by the Business Ethics Partnership of the Markkula Center. Two speakers addressed what we know about why people behave unethically – and how the conditions that contribute to this behavior may be particularly acute in high-pressure environments like Silicon Valley. “The culture of Silicon Valley is different than in most other places,” said Hersh Shefrin, the Mario L. Belotti Professor of Finance at Santa Clara University’s Leavey School of Business and a pioneer in the field of behavioral finance. “This is a risk-taking culture and a culture where goals are set very high.” This can make Silicon Valley workers especially vulnerable to the pressures that can lead to unethical decisions. For example, the increasing use of global teams, which can require phone calls early in the morning and late at night as well as regular hours in the office, may contribute to fatigue – a risk factor for poor decision-making. Still, Shefrin said, “we’re not as unique as we think we are – just more so.” Workers in Silicon Valley are subject to the same psychological issues as workers anywhere else. For example, all workers have blind spots, said Ann E. Tenbrunsel, professor in the College of Business Administration at the University of Notre Dame and the Rex and Alice A. Martin Research Director of the Institute for Ethical Business Worldwide. She addressed the psychology of ethical decision making, or “why people behave unethically despite the best intentions.” There have been significant efforts to improve ethics: at the regulatory level; at the organizational level, with millions spent on training; and at the educational level, with ethics being infused into the curriculum at many universities, Tenbrunsel said. Still, the headlines announcing bad behavior keep coming. “We haven’t taken the psychology of the decision maker into account,” Tenbrunsel said. She listed four ethical blind spots that contribute to poor decision making — ethical illusions, ethical fading, dangerous reward systems and motivated blindness — and elaborated on the first two. Ethical illusions are based on “illusions of our own ethicality,” Tenbrunsel said. She cited studies showing that library books on ethics – presumably checked out by people who think about ethics – are stolen more often than non-ethics books. And when people are asked to rate how honest they are, a majority of people rate themselves above average, which is statistically not possible. “We really seem to engage in hyperinflation about things related to morality and ethicality,” Tenbrunsel said. “If everyone thinks their companies are ethical, we don’t do a good job of really trying to find the problems.” It helps to think of three stages of the decision-making process, Tenbrunsel said: prediction, action and recollection. Before making a decision, people generally predict that they will act in accordance with their values. When it comes to taking action, that is not always what happens. But after the fact, “we remember that we did better than we did,” Tenbrunsel said. Why don’t people behave as they predict they will? One reason, said Tenbrunsel, is that prediction involves high-level ideals, whereas the action phase is more about the details and what is feasible at that particular moment. Forces such as hunger, fatigue and fear come into play, for example, and may overwhelm idealistic plans. “The body and mind’s goal is to mitigate it,” Tenbrunsel said. Ethical fading, the second blind spot Tenbrunsel discussed, happens when a person making a decision doesn’t view the decision as one that involves ethics. People use financial criteria to make financial decisions and legal criteria to make legal decisions, for example. So if a decision can be categorized as something other than an ethical one, it makes it easy to not consider ethics. Language plays a role in this area, as well: For example, a decision about “runoff” may be viewed differently than one about “pollution.” Shefrin continued the conversation by examining rogue trading, an example of how “finance and psychology and ethics all interconnect.” Because trading involves taking risks, it is useful to understand the psychology behind risk-taking. For example, most people will choose a sure gain over a smaller chance to win a larger amount. But they will choose the risk of a large loss over a sure loss. “Three of the most important emotions associated with what happens when you face a risk are fear, hope and aspiration,” Shefrin said. “People who are excessively fearful tend not to take risks that are worth taking in an actuarial sense, and people who are excessively hopeful tend to shoot for the stars when it’s not appropriate. In a situation like the rogue trading cases, traders find themselves in a situation where the pressures to succeed are so great that they take imprudent risks.” In addition to the psychology of the individuals involved, the strength of corporate processes and the way corporate culture encourages or discourages risk-taking play a role. “Strong corporate cultures that include an ethical dimension can help deal with the vulnerabilities,” Shefrin said. “The tone always starts at the top.” Answer the following question. Q1. Why imprudent risks are to be taken for great success. Explain Q2. Debate the three stages of the decision-making process. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

★ ★ ★ ★ ★

67 views • 6 slides
Share price rigging is rampant during bull runs. To see how it happens, let’s check the modus operandi.

Share price rigging is rampant during bull runs. To see how it happens, let’s check the modus operandi.

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Business Ethics CASE 2 (20 Marks) Share price rigging is rampant during bull runs. To see how it happens, let’s check the modus operandi. The main format which evolved during Harshad Mehta’s time, involves three participants – promoters, operator and a broker syndicate. There are ancillary participants like fake bill-sellers, and also perhaps unscrupulous auditors and officials. The promoter first finds an operator or vice versa. The promoter should be interested in bumping up the share price, the motivation for which could vary from the basic – offloading his stake at a high price to gullible retail investors – to the more advanced – which comprises complex needs like getting better validation for a GDR issue or in an M & A. it works like this: the promoters commit to the operator not to sell the market while the operation is on. He gives about 10% of his stake to the operator of companies affiliated to the brokrs’ syndicate. The syndicate normally comprises 6-10 brokers, often dispersed in different cities so as not to arouse suspicion of SEBI or the stock exchange. Their role is to do circular trading which works like this: say broker A sells to B at Rs. 4.5; will sell to C at Rs. 4.65 and so on. The trades are designed to generate the impression of large liquidity. After taking prices to certain level, ‘news flow’ is created. The news is typically about large orders and capacity expansion. These days it is often about an acquisition or restructuring. Also, financial results need to show improvement. This is done by buying revenue. There are agents who sell fake bills at a certain commission, which could be between 0.5% and 10%. ET has learnt this market tends to boom at the same time as share markets. After the price reaches the target, the syndicate exits. The gains are split between the promoter, operator and syndicate members. In this artificially created bull run, there is a new element: people trying to convert black money to white. Answer the following question. Q1. Give an overview of the case. Q2. Discuss the ethical issues in this case Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

★ ★ ★ ★ ★

86 views • 6 slides
There’s a new deputy sheriff in town and her name is Sally Quillian Yates, deputy attorney general of the United State

There’s a new deputy sheriff in town and her name is Sally Quillian Yates, deputy attorney general of the United State

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Business Ethics Case (20 Marks) There’s a new deputy sheriff in town and her name is Sally Quillian Yates, deputy attorney general of the United States. In September, she announced significant Department of Justice policy shifts in the prosecution of corporate wrongdoing. Monday her memo was clarified, making it even clearer that the DOJ wants companies to cooperate and do so in a timely way. The changes, six of them listed below, are a sea change in leadership direction at the DOJ. The thrust of the changes moves from seeking the most amount of money from corporate coffers to insuring that individuals are held accountable for crimes they commit on the corporate watch. Is this a big deal? You bet. These new guidelines will likely change how executives and boards and ethics and compliance functions divvy up internal investigations to protect interests that have been separated with these changes. No longer are the employee accused and the company where that employee works going to find mutual benefit in a shared defense. Remember “Prisoner’s Dilemma,” the economic game theory you learned in college that introduced the concept of win-win in negotiating. The game proves that people do not always act rationally and sometimes can achieve a better outcome by cooperating than pursuing just their self-interest. It uses captured criminals in separate interrogation rooms to demonstrate these effects. Each would get the best outcome for himself if he turned in his fellow criminal but if they both act in their own self-interest, their punishment is even greater. In other words, it was a win-win for them to collaborate and seek a solution that worked for both of them even though an initial analysis might have led them to believe that not collaborating, or cooperating, with one another would serve their personal interests more. In a beautiful, ironic twist, Yates is deploying the prisoner’s dilemma to turn up the heat on white-collar criminals. Yes, the notion of two people choosing not to be truthful is a paradoxical choice to use in discussing how these policy shifts will change the dynamics in corporate corruption investigations. Yates has introduced six key changes, outlined here, that effectively drive a wedge between employee and employer when it comes to doing wrong in the name of a corporation. Now, internal corporate compliance officers must share internal information implicating employees who acted badly—or their supervisors—or risk steeper fines or other penalties. Prior to these changes, the company and the bad actor were in fact motivated to cooperate with one another to protect criminal claims against the employee who broke the law and reduce fines the company would have to pay under the DOJ sentencing guidelines. Yates has reset the playing field so that the company and the employee who has erred are each motivated to protect their own interests by disclosing as much as possible about the other party. Predictions are that early examples will be made of corporate executives to achieve deterrence, a shift from the goal of netting the most money possible in lucrative settlements to pursuing justice and personal accountability. How will this change corporate and corporate compliance dynamics? Compliance has been ruling the day in response to increasing regulation enacted to prevent more Enrons, AIGS, Big Pharma pricing issues and Volkwagen-like unethical product design. Let’s hope these changes help the pendulum swing back to ethics with its emphasis on doing what is right in the first place rather compliance’s concern with mitigating punishment when caught. Perhaps these changes will drive for a separation of ethics from compliance in corporate life, a move I could support if ethics became the domain of leadership and human resource professionals, rather than attorneys, as it should be now in order to cultivate a culture that helps employees to do the right thing, even when no one is looking. Decisions are made more quickly with these conditions, in my view, and strategic and employee alignment is easier to achieve, all of which bodes well for the business playing for long-term returns. Answer the following question. Q1. Give an overview of the case. Q2. How it is possible to separate ethics from compliance in corporate life. Debate. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

★ ★ ★ ★ ★

82 views • 6 slides
Why imprudent risks are to be taken for great success. Explain

Why imprudent risks are to be taken for great success. Explain

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Business Ethics CASE STUDY (20 Marks) Most people want to be ethical — and consider themselves to be. But incidents ranging from stolen library books to rogue trading illustrate that many people do not act as ethically as they want to, or as they think they do. “With all the evidence to support rational, good choices in the workplace or the marketplace, why don’t we all behave that way?” said Ann Skeet, director of leadership ethics at the Markkula Center for Applied Ethics at Santa Clara University. Skeet gave an introduction to a May 11 forum called, “The Behavioral Movement: What Business Professionals Should Know About Human Nature,” sponsored by the Business Ethics Partnership of the Markkula Center. Two speakers addressed what we know about why people behave unethically – and how the conditions that contribute to this behavior may be particularly acute in high-pressure environments like Silicon Valley. “The culture of Silicon Valley is different than in most other places,” said Hersh Shefrin, the Mario L. Belotti Professor of Finance at Santa Clara University’s Leavey School of Business and a pioneer in the field of behavioral finance. “This is a risk-taking culture and a culture where goals are set very high.” This can make Silicon Valley workers especially vulnerable to the pressures that can lead to unethical decisions. For example, the increasing use of global teams, which can require phone calls early in the morning and late at night as well as regular hours in the office, may contribute to fatigue – a risk factor for poor decision-making. Still, Shefrin said, “we’re not as unique as we think we are – just more so.” Workers in Silicon Valley are subject to the same psychological issues as workers anywhere else. For example, all workers have blind spots, said Ann E. Tenbrunsel, professor in the College of Business Administration at the University of Notre Dame and the Rex and Alice A. Martin Research Director of the Institute for Ethical Business Worldwide. She addressed the psychology of ethical decision making, or “why people behave unethically despite the best intentions.” There have been significant efforts to improve ethics: at the regulatory level; at the organizational level, with millions spent on training; and at the educational level, with ethics being infused into the curriculum at many universities, Tenbrunsel said. Still, the headlines announcing bad behavior keep coming. “We haven’t taken the psychology of the decision maker into account,” Tenbrunsel said. She listed four ethical blind spots that contribute to poor decision making — ethical illusions, ethical fading, dangerous reward systems and motivated blindness — and elaborated on the first two. Ethical illusions are based on “illusions of our own ethicality,” Tenbrunsel said. She cited studies showing that library books on ethics – presumably checked out by people who think about ethics – are stolen more often than non-ethics books. And when people are asked to rate how honest they are, a majority of people rate themselves above average, which is statistically not possible. “We really seem to engage in hyperinflation about things related to morality and ethicality,” Tenbrunsel said. “If everyone thinks their companies are ethical, we don’t do a good job of really trying to find the problems.” It helps to think of three stages of the decision-making process, Tenbrunsel said: prediction, action and recollection. Before making a decision, people generally predict that they will act in accordance with their values. When it comes to taking action, that is not always what happens. But after the fact, “we remember that we did better than we did,” Tenbrunsel said. Why don’t people behave as they predict they will? One reason, said Tenbrunsel, is that prediction involves high-level ideals, whereas the action phase is more about the details and what is feasible at that particular moment. Forces such as hunger, fatigue and fear come into play, for example, and may overwhelm idealistic plans. “The body and mind’s goal is to mitigate it,” Tenbrunsel said. Ethical fading, the second blind spot Tenbrunsel discussed, happens when a person making a decision doesn’t view the decision as one that involves ethics. People use financial criteria to make financial decisions and legal criteria to make legal decisions, for example. So if a decision can be categorized as something other than an ethical one, it makes it easy to not consider ethics. Language plays a role in this area, as well: For example, a decision about “runoff” may be viewed differently than one about “pollution.” Shefrin continued the conversation by examining rogue trading, an example of how “finance and psychology and ethics all interconnect.” Because trading involves taking risks, it is useful to understand the psychology behind risk-taking. For example, most people will choose a sure gain over a smaller chance to win a larger amount. But they will choose the risk of a large loss over a sure loss. “Three of the most important emotions associated with what happens when you face a risk are fear, hope and aspiration,” Shefrin said. “People who are excessively fearful tend not to take risks that are worth taking in an actuarial sense, and people who are excessively hopeful tend to shoot for the stars when it’s not appropriate. In a situation like the rogue trading cases, traders find themselves in a situation where the pressures to succeed are so great that they take imprudent risks.” In addition to the psychology of the individuals involved, the strength of corporate processes and the way corporate culture encourages or discourages risk-taking play a role. “Strong corporate cultures that include an ethical dimension can help deal with the vulnerabilities,” Shefrin said. “The tone always starts at the top.” Answer the following question. Q1. Why imprudent risks are to be taken for great success. Explain Q2. Debate the three stages of the decision-making process. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

★ ★ ★ ★ ★

79 views • 6 slides
Ethics is a code of conduct that applies to everyday life

Ethics is a code of conduct that applies to everyday life

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Business Ethics Case Studies CASE STUDY (20 Marks) Ethics is a code of conduct that applies to everyday life. It addresses the question of whether actions are right or wrong. Ethical actions are the product of individual decisions. When an organization is said to act ethically or unethically, it means that individuals within the organization have made a decision to act ethically or unethically. When a company misleads investors by presenting false financial statements, members of management and other employees have made conscious decisions to act unethically. In the same way, ethical behavior within the company is direct result of the actions and decisions of the company’s employees. Professional ethics is a code of conduct that applies to the practice of a profession. Like the ethical conduct of a company, the ethical actions of a profession are a collection of a individual actions. As members of a profession, accountants have a responsibility not only to their employees and clients but also to society as a whole, to uphold the highest ethical standards. It is the responsibility of every person who becomes an accountant to uphold the high standards of the profession, regardless of the field of accounting the individual enters. Answer the following question. Q1. What is ethics? Define. Q2. What is the difference between ethics and professional ethics? Elucidate. Q3. How is ethics applied to employees? Explain Q4. Ethics make company vulnerable for society. Explain the statement w.r.t. case Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

★ ★ ★ ★ ★

66 views • 5 slides
How is ethics applied to employees Explain

How is ethics applied to employees Explain

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Project Management Case Studies CASE STUDY (20 Marks) You manage a hotel resort located on the South Beach on the Island of Kovai in Hawaii. You are shifting the focus of your resort from a traditional fan-in-the-sun destination to eco-tourism. Eco tourism focuses on environmental awareness and education. a) Convert the pool heating system from electric to solar system. b) Build a 4 mile nature biking trail. c) Renovate the horse bran. d) Replace the golf shop that accidently burned down after being struck by lightening. e) Launch a new promotional campaign with Hawaii airlines. f) Convert 12 adjacent acres into a wildlife preserve. g) Update all the bathrooms in condos that are 10 years old or older. h) Change hotel brouchers to reflect eco-tourism image. i) Test & revise disaster response plan. j) Introduce wireless internet services in café and lounge areas. Answer the following question. Q1. How would you classify the above projects in terms of compliance, strategic and operational? Q2. How easy was it to classify these projects? Q3. What made same above projects more difficult than others? Q4. What do you think you now know that would be useful for managing projects at the hotel? Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

★ ★ ★ ★ ★

72 views • 5 slides
Some employees of the Maharashtra State Lottery, including a deputy director, smuggled out tickets with winning numbers

Some employees of the Maharashtra State Lottery, including a deputy director, smuggled out tickets with winning numbers

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Business Ethics CASE STUDY (20 Marks) Mumbai: Some employees of the Maharashtra State Lottery, including a deputy director, smuggled out tickets with winning numbers from the go down and passed them on to their friends soon after the results were declared. This was done by manipulating the records. Maharashtra Government lotteries’ Mr. Khullar said, “As per rules, a record of sold and unsold tickets is to be maintained by the Sewri office of lotteries department and the record of unsold tickets had to be passed on to lottery office in Mantralaya at the time of taking draw. But the records of unsold tickets were not passed on. And after the draw was held, the winning tickets were taken out of the Sewri go down and shown to have been sold. The records were manipulated. The officials are now checking the extent of the scam and since how many years the officials have been cheating the Government. But sources in the finance department said that the scam has been going on for several years and at times officials deliberately withheld the tickets with winning numbers in the go down. The scam was detected during the tenure of the then Lotteries Commissioner, Kavita Gupta. Gupta, who was Lotteries Commissioner till July 2005, said. “The matter is under investigation. The department is going to take strict action against the officials and the persons involved. The matter has been handed over to the police and FIRs are likely to be filed for the anomalies,” she pointed. Answer the following question. Q1. Give an overview of the above case. Q2. What are the ethical features in this case? Explain. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

★ ★ ★ ★ ★

67 views • 5 slides
What are the ethical features in this case Explain.

What are the ethical features in this case Explain.

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Business Ethics CASE STUDY (20 Marks) Mumbai: Some employees of the Maharashtra State Lottery, including a deputy director, smuggled out tickets with winning numbers from the go down and passed them on to their friends soon after the results were declared. This was done by manipulating the records. Maharashtra Government lotteries’ Mr. Khullar said, “As per rules, a record of sold and unsold tickets is to be maintained by the Sewri office of lotteries department and the record of unsold tickets had to be passed on to lottery office in Mantralaya at the time of taking draw. But the records of unsold tickets were not passed on. And after the draw was held, the winning tickets were taken out of the Sewri go down and shown to have been sold. The records were manipulated. The officials are now checking the extent of the scam and since how many years the officials have been cheating the Government. But sources in the finance department said that the scam has been going on for several years and at times officials deliberately withheld the tickets with winning numbers in the go down. The scam was detected during the tenure of the then Lotteries Commissioner, Kavita Gupta. Gupta, who was Lotteries Commissioner till July 2005, said. “The matter is under investigation. The department is going to take strict action against the officials and the persons involved. The matter has been handed over to the police and FIRs are likely to be filed for the anomalies,” she pointed. Answer the following question. Q1. Give an overview of the above case. Q2. What are the ethical features in this case? Explain. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

★ ★ ★ ★ ★

73 views • 5 slides
What remedial measures do you suggest in the above case

What remedial measures do you suggest in the above case

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Business Ethics CASE STUDY (20 Marks) Share price rigging is rampant during bull runs. To see how it happens, let’s check the modus operandi. The main format which evolved during Harshad Mehta’s time, involves three participants – promoters, operator and a broker syndicate. There are ancillary participants like fake billsellers, and also perhaps unscrupulous auditors and officials. The promoter first finds an operator or vice versa. The promoter should be interested in bumping up the share price, the motivation for which could vary from the basic – offloading his stake at a high price to gullible retail investors – to the more advanced – which comprises complex needs like getting better validation for a GDR issue or in an M & A. it works like this: the promoters commit to the operator not to sell the market while the operation is on. He gives about 10% of his stake to the operator of companies affiliated to the brokrs’ syndicate. The syndicate normally comprises 610 brokers, often dispersed in different cities so as not to arouse suspicion of SEBI or the stock exchange. Their role is to do circular trading which works like this: say broker A sells to B at Rs. 4.5; will sell to C at Rs. 4.65 and so on. The trades are designed to generate the impression of large liquidity. After taking prices to certain level, ‘news flow’ is created. The news is typically about large orders and capacity expansion. These days it is often about an acquisition or restructuring. Also, financial results need to show improvement. This is done by buying revenue. There are agents who sell fake bills at a certain commission, which could be between 0.5% and 10%. ET has learnt this market tends to boom at the same time as share markets. After the price reaches the target, the syndicate exits. The gains are split between the promoter, operator and syndicate members. In this artificially created Bull Run, there is a new element: people trying to convert black money to white. Answer the following question. Q1. Discuss the unethical issues in this case. Q2. What remedial measures do you suggest in the above case? Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

★ ★ ★ ★ ★

69 views • 5 slides

View Business ethics dr PowerPoint (PPT) presentations online in SlideServe. SlideServe has a very huge collection of Business ethics dr PowerPoint presentations. You can view or download Business ethics dr presentations for your school assignment or business presentation. Browse for the presentations on every topic that you want.