Ethical Management
Assignment 2: Growing Places - Individual Case Study Analysis
Four years into the job, a top executive has revitalized his company’s financial performance. But his verbal gaffes threaten to ruin staff morale, alienate customers, and drag down the firm’s share price. Is it time for him to go?
“H
DANIEL VASCONCELLOS
ere’s where the one-year-olds hang Judy Snow, the vice president of corout,” said Evan Breyer, the chairman porate affairs, led everyone inside. Four and founder of Growing Places, usher- kids decked out in big, sloppy art shirts, elbow deep in shaving cream, were ing the small tour group into the Infant 2 room. He couldn’t remember the last seated along the outer curve of a cashew-shaped table. They smeared and time he’d helped with a tour at the child care company’s flagship facility. Probably slapped at the mess in front of them. “That’s one of our sensory stations,” not since he’d opened it seven years ago. This was a special case, though – he Judy said. “As you can see, it’s a hit.” needed to be on hand to meet some The other three children in the room important guests. Besides, he always got were digging through a large toy chest a kick out of seeing the children. and stockpiling choice pieces of loot.
Elmo dolls of all sizes figured heavily in the mix. Judy gestured toward a shelf holding tubs of Cheerios, raisins, and Goldfish crackers, joking to the tour group, “Anyone want a snack?” In response to this apparently general invitation, a little girl dropped the maracas she’d been clutching and toddled over to the food. The teacher closest to the bins dipped into the raisins with a Dixie cup and said, “Okay, Ada, but just a few.” Judy chuckled and continued with her spiel about activities that develop
been calling her because he was working on a piece about child care in the community. “Sure,” Evan had said. “Let’s make it a twofer.” He’d heard that Delores was incredibly warm. She could probably be counted on to coo over the little ones
Four years into the job, a top executive has revitalized his company’s financial performance. But his verbal gaffes threaten to ruin staff morale, alienate customers, and drag down the firm’s share price. Is it time for him to go?
“H
DANIEL VASCONCELLOS
ere’s where the one-year-olds hang Judy Snow, the vice president of corout,” said Evan Breyer, the chairman porate affairs, led everyone inside. Four and founder of Growing Places, usher- kids decked out in big, sloppy art shirts, elbow deep in shaving cream, were ing the small tour group into the Infant 2 room. He couldn’t remember the last seated along the outer curve of a cashew-shaped table. They smeared and time he’d helped with a tour at the child care company’s flagship facility. Probably slapped at the mess in front of them. “That’s one of our sensory stations,” not since he’d opened it seven years ago. This was a special case, though – he Judy said. “As you can see, it’s a hit.” needed to be on hand to meet some The other three children in the room important guests. Besides, he always got were digging through a large toy chest a kick out of seeing the children. and stockpiling choice pieces of loot.
Elmo dolls of all sizes figured heavily in the mix. Judy gestured toward a shelf holding tubs of Cheerios, raisins, and Goldfish crackers, joking to the tour group, “Anyone want a snack?” In response to this apparently general invitation, a little girl dropped the maracas she’d been clutching and toddled over to the food. The teacher closest to the bins dipped into the raisins with a Dixie cup and said, “Okay, Ada, but just a few.” Judy chuckled and continued with her spiel about activities that develop
been calling her because he was working on a piece about child care in the community. “Sure,” Evan had said. “Let’s make it a twofer.” He’d heard that Delores was incredibly warm. She could probably be counted on to coo over the little ones