ATLANTIC STORE FURNITURE CASE ANALYSIS Organization Behavior 530 October 8, 2013 Words: 1684 The Atlantic Store Furniture case depicts a hostile work environment composed of woodworking and metalworking employees. The former entity is belittling the other by means of intimidation and harassment. The relationship between the two groups of the company Atlantic Store Furniture (ASF) has plummeted. The employee’s negative and non-constructive behaviors have escalated to a level uncontrollable by management. Previous efforts by management to find a solution to these issues were unsuccessful.
Though John had sympathy for the family pressures she was facing, but her unpleasant behavior was affecting the efficiency of the entire team and the organization. On the other hand, Andy another employee with CES and a team member for the waste management committee, made it worse by creating negativity in the mind of Vincent on the very first day of his office. Vincent resigned his earlier job because of the internal politics and did not want the same issues again. Vincent tough tried in altering Gwen’s job description but knew she won’t be satisfied with that too. John’s inability to anticipate issues and take up steps to resolve the conflict arising due to the Vincent’s presence is harming the output of the organization.
The loophole employed by Enron has since been plugged by the Sarbanes-Oxley Act, however, the external auditors’ failure to exercise professional judgment in relation to such dealings reflects poorly on the effectiveness of their audit practices. The external auditors’ inability to recognize the nature of these special entities and the transactions being entered into by Enron prevented the auditors from recognizing them as part of the larger Enron economic entity. As a result, revenues were significantly overstated while liabilities were
Multiple divisions were added and then removed from the company and it eventually settled down focusing on what it did best; making mattresses Simmons started experiencing lack of coordination and motivation amongst the employees during its “downfall period”. Instead of working towards a common goal, there was competition amongst the different manufacturing plants. An innovation in cost savings or efficient production procedures discovered by one plant was not shared with the other plants. Moreover, the terrorist attacks of September 11th made the situation for Simmons even worse. U.S. economy suffered greatly after that incident.
Serpico was later assigned to work plainclothes where he encountered widespread corruption among the other police in his system. He witnessed them mishandling of money, mishandling civilians, and basically not fulfilling the job they were intended to (Maas). Serpico's career as a plainclothes police officer working in Brooklyn and the Bronx to expose vice racketeering was short lived because he avoided taking part in the corruption. He risked his own life and safety to expose those who did, (Maas). In 1967, he reported evidence of widespread police corruption.
The researcher made several ethical violations due to his lack of ethical consideration. It is unfair to the assistants that the researcher took the majority of the credit for information he had help in discovering. Despite the profession, it is unethical for someone to treat another person with such a lack of empathy. As a result of his unethical behavior, the researcher should be reprimanded by his superiors. References American Psychological Association.
Multiple problems with the Therac-25 Factors were lapses in good safety design Insufficient testing of the software Bugs in the software that controlled the machine Inadequate system of reporting and investigating accidents Attorneys for the family against the hospital. Hopsital technicians made gross errors when operating the Therac-25. Errors became so common, hospital technicians habitually performed overrides. Warnings were ignored or assumed to be benign errors. Employees also failed to take standard precautions, failed to make constant contact with patients during procedures.
Many people blamed the agency for failing to provide adequate security, despite the fact that the airlines’ security contractors screened all passengers at the security checkpoints. The media became especially critical of the fact that a number of jobs at the authority had been filled through political patronage. Boston journalist and radio talk show host Howie Carr’s frequent diatribes on the subject epitomized the harsh nature of the criticism leveled at the authority. For instance, he wrote, “What do you call 150 fired hacks at Massport? A good start.”3 Of course, most Massport employees did not receive their jobs through patronage, and the agency employed many highly capable experts in the transportation industry.
Unethical professional values were symptoms of systemic problems for Enron. “Enron’s systems of oversight, ethical disclosure, and corporate accountability were flawed leading to the demise of Enron” (Schuler, 2009, para. 2). In fact, in 1999 Enron directors waived the company’s code of ethics allowing the CFO, Andrew Fastow, to run an investment partnership that traded with Enron. Enron not only committed financial fraud, but it has been alleged that bribes
George Keyworth was not a ethical person because he leaked confidential information and also let a investigation be opened, instead of being honest. CEO Dunn showed an ethical attitude and was forced to resign by board members, which describes the other board members to be unethical also. 2. Who are the stakeholders impacted by this situation? How would you rank their claims? Everyone related to this company is affected by this situation.