Sanderson stated that their reason for terminating Mr. Reeves was due to inaccurate record keeping. Mr. Chestnut ordered an audit of the Hinge Room’s timesheet and found numerous errors and he recommended that Mr. Reeves be terminated. Mr. Reeves and Mr. Oswalt testified that the automated timeclock often failed to scan employee’s timecards and they would visually check the workstations and recorded the employees as present. Mr.
At a later day the Pfizer CEO, Hank McKinnell, mentioned the memo was “a really bad idea,” assuring the city that Pfizer would not pull out of the Discovery site. Anxiety intensified in the city as the merger date approached. In late April 2003 employees were notified of the reorganization and layoff decisions made by Pfizer, which caused more anger and confusion in the community. Analysis: I. (1) Ethical Assessment of Hank McKinnell’s Actions and the WARN Memo Based on the case study, it is my opinion that unfortunately Hank McKinnell did not handle the Medicare situation in an ethical manor, however, Hank McKinnell’s actions with regards to the WARN memo were ethically neutral, as this was a transactional requirement on the part of the government.
BACKGROUND In 1999, Charles Tang, manager of marketing programs of Intel China, made decision on discontinuing a scheduled project that would not advance the strategic direction of his new department. However, during notifying process the unexpected termination results strong emotional resistance from Yong Li, account manager (AMs) who are directly responsible to the project. PROBLEM STATEMENT Consider the corporate culture, strategic directions and employee’s personal expectation. Both of Charles Tang and Yong Li failed to communicate efficiently on harmonizing their perspectives. Also, under eastern culture Charles Tang used different decision-making approach, instead of “being opens with employees an integral part of managing”, delivered ambiguous message to Yong Li.
Mike Hammer believe that “physicians didn’t understand, nor were they interested in, the role of costs in determining the viability of hospitals” (p. 546). Hammer tried different approaches to cutting costs, which were always rejected by the physicians. He even ran into conflict with the hospital’s board of trustees who would always side with the physicians. Dr. Williams felt that “Hammer was asking for a cultural change that was impossible” (p. 546) Hammer hired a chief operating officer (COO) that would help him implement cost cutting procedures. Discuss the conflict management styles that are evident in the case.
The general public and news reporting agencies would have created uproar. SCOTT SULLIVAN: Scott Sullivan, the CFO of WorldCom was not acting in an ethical manner whatsoever. Once he found out about the internal audit and the findings, he started asking questions to those in charge of performing the audit. Why would a CFO be so concerned about an internal audit now, when there been so little interest in the past? Sullivan started to become more involved in the internal audit.
When the newly appointed audit partner at DTR, Will Borden, upon reviewing the audit of North Face Inc.’s 1997 financial statements, questioned why the adjustment shown and required by the work papers had not been adjusted in the financial statements, Fiedelman realized his error. Rather than correcting the error, he wanted to cover his tracks and found a way to cover up the error by altering the audit documentation without appropriate rationale, explanation or justification. The original 1997 audit papers therefore were replaced by
Alcoa’s CEO Paul O’Neil not only conducted an investigation but visited the company himself. He found out the managers were not reporting to center of operations as required by Alcoa’s policy. After succeeding satisfactory investigations Paul O’Neil said there was “a breach of the letter and spirit of our communication practices with respect to major indicates (Lawrence, A. T. & Weber, J. 2011).” He also discovered some other issues too, so he determined that adjustment to the management at the facility was necessary,
Attorneys for the family against the machine manufacturer (AECL) The Therac-25 design eliminated many of the hardware safety features that been built into previous designs, assuming the software was functioning correctly and eliminated the need for safety features. Prior machines had been known to have software issues that would frequently shut down the machine. No overdoses were given because the hardware intervened. These features were eliminated in the Therac-25, an obvious example of poor judgment on the part of the manufacturer. The manufacturer of the machine responded irresponsibly in investigating incidents and in failing to make changes immediately after the very first incident.
Markkula Center of Applied Ethics Responsibility Occidental Engineering Case Study: Part 7 By Michael McFarland, S.J. When Wayne in the Occidental case loses his argument with Deborah, his manager, he still faces an ethical dilemma. If he is still convinced that there is something wrong with certifying the defective software, he must decide whether he should go ahead and do it as ordered, refuse to cooperate, or actively oppose any such action. If he does nothing, and an accident does occur because of the flawed software, is it his fault? This raises the issue of responsibility.
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