Np8 Ethical Issues
NP8- “Lying makes it impossible to derive any benefit from conversation,” 9- (Donaldson, Werhane, & Van Zandt, 2008, p. 110). 10-With this in mind remember, the larger the lie the larger the problem…. 11- “Should Cynthia report her additional findings once again to the audit board? 12- Should she take steps to make sure that this information becomes public?” 13- (Donaldson, Werhane, & Van Zandt, 2008, p. 109). 14- The question is a far greater statement than just a mere question of should, should not, ethical or responsibility, but rather what are the mechanisms in place that govern all things? 15- Is it truly a question of should Cynthia do this to right that which is wrong or perhaps Cynthia has a unique sense of “duty” to ensure this is stricken from that which she is responsible… 16- Either way, as lines are drawn ethics and moral responsibility come into question requiring others to monitor the rights and wrongs of their peers. NP17- Cynthia had a contractual obligation to report her findings, as was her job. 18- Although her audit would create many issues as the situation unfolded, she was legally, morally and ethically obligated to do so. 19- However, Cynthia did take many steps
…show more content…
that were not a part of her responsibilities, and in doing so she left herself wide open to professional criticisms and objections. 20- Kew Gardens Principles provides a guideline to assist in these types of issues. 1) Need, The need was large and Cynthia was in a position to do something about it; 2) Proximity, Cynthia was close in proximity to the issue and the people involved therefore she is expected to do something about it, and; 3) Capability, being in the auditing department Cynthia was more than capable of providing the necessary information regarding the issues at hand… 21- As stated on Inc.com Kew Gardens principles are as follows; “1. Need, the greater the need, the greater is our duty to address it. 2. Proximity, the closer we are to a problem; the more we may be expected to do something about it. 3. Capability; ethics does not require us to take on problems we can't fix. I wouldn't be expected to dive in a pool to save a drowning man if I don't know how to swim -- though I certainly could be expected to do something else within my capability, like calling for help,” 22- (Downloaded 11/11/2011 from the World Wide Web at http://www.inc.com/leadership-blog/2008/06/ethics_can_be_taught_1.html). NP23- We have all heard how hard work begat promotions, raises, power, etc., but what if this is not the case and rather the harder we work the less return on our investment. 24- Here is a situation where Cynthia has every reason to keep quiet, execute precise moral muteness and not pursue the issue. 25- Knowing all too well that “corporations discourage the expression of moral or political qualms,” 26- (Donaldson, Werhane, & Van Zandt, 2008, p. 324). 27- As stated in the text Ethical Issues in Business, A Philosophical Approach 8th edition (p. 337-339), the three causes of moral muteness are; 1) threat to harmony, 2) threat to efficiency and 3) threat to image of power and effectiveness. 28- Any one of these three causes is enough to make many people keep quiet and not push for justice. 29- However, at the same time she carries a moral and ethical burden inside that pushes her to see this to correction. 30- Much like the Protestant Ethic on page 318 of the text, Ethical Issues in Business, A Philosophical Approach 8th edition Cynthia could easily believe the God personally inserted her into the situation to correct the injustice. 31- Not to mention she has been a part of this company and community all of her life; she cannot just walk away.
NP 32- Reading this case study it also appears as though all six stages of Kohlberg’s moral development could have gone through Cynthia’s mind in deciding how to proceed. 33- She definitely had a duty to perform her job and properly perform her audits. 34- She also was obligated to accurately report her audited findings. 35- She was placed in this position as a counter measure to mistakes and misdealing and it is assumed those who placed her in this position believed she would be just, honest and fair to all situations. 36- It’s funny but many times people use comments like ‘they are going to step on a few toes in order to get this done,’ 37- however; they don’t appear to have considered some of the toes that might be stepped on could be theirs and the outcome might be uncontrollable and immeasurable. 38- The three forms trust within the business context as outlined in the text, Ethical Issues in Business, A Philosophical Approach 8th edition (p 118) are basic trust, guarded trust, and extended trust. 39- In this situation Cynthia was a part of the “guarded trust” of the company, in that she was one of the 40- “contracts and monitoring practices” 41- (Donaldson, Werhane, & Van Zandt, 2008, p. 120) put into place to govern specific acts or practices. 42- Cynthia seemingly had conflicting ethical values in this situation. 43- Whether she knew it or not it seems as though the Aristotelean dimensions of virtue ethics were at battle with her Kantian views of consequentialism.
NP44- In closing let us see that either we guide our morals and ethics based upon how we feel, what is best for the masses, what others would like or want, or we do it just because we believe in what we are doing.
45- With this in mind, one can surmise that regardless of which decision Cynthia made, there were onlookers with opinions to support or condemn either action. 46- John Dewey (1859-1952) stated “we should give up the idea that there are static answers to moral questions and consider each question in its own time and context” 47- (Donaldson, Werhane, & Van Zandt, 2008, p. 17). 48- With this in mind we cannot know or presume to know what Cynthia should have done because we were not there with her and therefore cannot speak to her decisions right, wrong or
indifferent.
49- Reference
50- Thomas Donaldson, Patricia H, Werhane, & Joseph Van Zandt. (2008). Ethical Issues in Business, A Philosophical Approach 8th edition. Upper Saddle River, NJ: Prentice Hall
51- Inc.com. 11/11/2011. Ethics can be taught. http://www.inc.com/leadership-blog/2008/06/ethics_can_be_taught_1.html
52- END OF DOCUMENT
that were not a part of her responsibilities, and in doing so she left herself wide open to professional criticisms and objections. 20- Kew Gardens Principles provides a guideline to assist in these types of issues. 1) Need, The need was large and Cynthia was in a position to do something about it; 2) Proximity, Cynthia was close in proximity to the issue and the people involved therefore she is expected to do something about it, and; 3) Capability, being in the auditing department Cynthia was more than capable of providing the necessary information regarding the issues at hand… 21- As stated on Inc.com Kew Gardens principles are as follows; “1. Need, the greater the need, the greater is our duty to address it. 2. Proximity, the closer we are to a problem; the more we may be expected to do something about it. 3. Capability; ethics does not require us to take on problems we can't fix. I wouldn't be expected to dive in a pool to save a drowning man if I don't know how to swim -- though I certainly could be expected to do something else within my capability, like calling for help,” 22- (Downloaded 11/11/2011 from the World Wide Web at http://www.inc.com/leadership-blog/2008/06/ethics_can_be_taught_1.html). NP23- We have all heard how hard work begat promotions, raises, power, etc., but what if this is not the case and rather the harder we work the less return on our investment. 24- Here is a situation where Cynthia has every reason to keep quiet, execute precise moral muteness and not pursue the issue. 25- Knowing all too well that “corporations discourage the expression of moral or political qualms,” 26- (Donaldson, Werhane, & Van Zandt, 2008, p. 324). 27- As stated in the text Ethical Issues in Business, A Philosophical Approach 8th edition (p. 337-339), the three causes of moral muteness are; 1) threat to harmony, 2) threat to efficiency and 3) threat to image of power and effectiveness. 28- Any one of these three causes is enough to make many people keep quiet and not push for justice. 29- However, at the same time she carries a moral and ethical burden inside that pushes her to see this to correction. 30- Much like the Protestant Ethic on page 318 of the text, Ethical Issues in Business, A Philosophical Approach 8th edition Cynthia could easily believe the God personally inserted her into the situation to correct the injustice. 31- Not to mention she has been a part of this company and community all of her life; she cannot just walk away.
NP 32- Reading this case study it also appears as though all six stages of Kohlberg’s moral development could have gone through Cynthia’s mind in deciding how to proceed. 33- She definitely had a duty to perform her job and properly perform her audits. 34- She also was obligated to accurately report her audited findings. 35- She was placed in this position as a counter measure to mistakes and misdealing and it is assumed those who placed her in this position believed she would be just, honest and fair to all situations. 36- It’s funny but many times people use comments like ‘they are going to step on a few toes in order to get this done,’ 37- however; they don’t appear to have considered some of the toes that might be stepped on could be theirs and the outcome might be uncontrollable and immeasurable. 38- The three forms trust within the business context as outlined in the text, Ethical Issues in Business, A Philosophical Approach 8th edition (p 118) are basic trust, guarded trust, and extended trust. 39- In this situation Cynthia was a part of the “guarded trust” of the company, in that she was one of the 40- “contracts and monitoring practices” 41- (Donaldson, Werhane, & Van Zandt, 2008, p. 120) put into place to govern specific acts or practices. 42- Cynthia seemingly had conflicting ethical values in this situation. 43- Whether she knew it or not it seems as though the Aristotelean dimensions of virtue ethics were at battle with her Kantian views of consequentialism.
NP44- In closing let us see that either we guide our morals and ethics based upon how we feel, what is best for the masses, what others would like or want, or we do it just because we believe in what we are doing.
45- With this in mind, one can surmise that regardless of which decision Cynthia made, there were onlookers with opinions to support or condemn either action. 46- John Dewey (1859-1952) stated “we should give up the idea that there are static answers to moral questions and consider each question in its own time and context” 47- (Donaldson, Werhane, & Van Zandt, 2008, p. 17). 48- With this in mind we cannot know or presume to know what Cynthia should have done because we were not there with her and therefore cannot speak to her decisions right, wrong or
indifferent.
49- Reference
50- Thomas Donaldson, Patricia H, Werhane, & Joseph Van Zandt. (2008). Ethical Issues in Business, A Philosophical Approach 8th edition. Upper Saddle River, NJ: Prentice Hall
51- Inc.com. 11/11/2011. Ethics can be taught. http://www.inc.com/leadership-blog/2008/06/ethics_can_be_taught_1.html
52- END OF DOCUMENT