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The Final Case Brief is a formal paper that frames, evaluates, and develops an action plan for managing an ethical challenge that your have identifies. This is your opportunity to demonstrate everythi
The Final Case Brief is a formal paper that frames, evaluates, and develops an action plan for managing an ethical challenge that your have identifies. This is your opportunity to demonstrate everything you know about applying values to the challenges of business leadership.
In writing your final case brief, you should select an ethical problem either from current business news or from your own observation or experience. Remember that you are conducting an ethical analysis to develop an action plan, so your brief will be evaluated for your framing of the problem, the arguments you make, and the evidence and expertise you apply to support your arguments. Your choice of a problem, its complexity, and its relevance for contemporary business will be considered in your grade for this assignment. It is in your interest to choose a unique, complex, and relevant problem that has not been widely discussed or evaluated to demonstrate your values, intelligence, and skill.
You will conduct your own ethical analysis of a scenario and develop an action plan using the tools, methods, and frameworks from the course as well as your own independent inquiry and thought. You are encouraged to explore sources beyond course materials.
You may consult any and all learning materials from the seminar and elsewhere; you may also consult and discuss the case with others. The written brief, however, must be entirely your own work. If you do consult other sources, you must credit and cite them properly in APA format.
LENGTH: Approximately 1500-3000 words
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for *** employees in the ************ ***** ** * ****** shows ** ********* each ******** ** ** ************ ***** by *** ** *** ****** **** ** *** ***** **** ***** **** ******* stand ** ***** *** **** ****** *** instance if it the ****** of the ************ *** ** harass anyone ** an ************ **** will not be ***** ******* and some sort of **** ********** **** ** observed Another situation ***** can ****** **** *** ***** ** **** ******* is ******** ** ****** state and ******* laws ***** ** ***** ****** ******* *** ********** ********** *** **** **** **** *** ** ******** for *** failure of *** ******* *** ** consistently ****** ** *** ***** and *** There **** ** situation ***** **** ** *** ********* *** paid more than ****** **** ****** **** perform *** same task in ** ********************* on the other hand will ***** ********** and ** * result *** ********* *** ******* mission *** vision as a ****** ****** ** they will *** ********* ** *** ******* ******* ** *** ****** ****** **** ********* ** treat **** ***** **** ******* *** ******* **** ***** *** listen ** **** you ********* ** ** is **** * gossipAtmosphereEnvironment *** workplace ******* on *** other **** ** **** * ********* to ethical ********** *** ******** in a ***** environment ********* *** *** ******* a ******* ******* ********* *** not ***** ** * result ** fear of ***** ******** ** **** **** away **** or terminated This ** result ******* **** ******* ****** ** ******** ** ********* carefully *** *** ******* ** *** * **** *** **** *********** *** all ********* to ******* ***** ******** ******* should also be ***** ** *** ************ ** ***** to interact **** *** ****** **** **** for communication ******* each ***** ** ****** ******** **** **** **** ** express *** ** ideas ** ******** Leaders ****** offer environment that ** free and **** *** *** ********* **** **** therefore ensure **** all ********* are ******* ******* and each employee respects each ************* * *********** ******* workplace ************* ** the **** ** a ******* ** *** ***** ***** *** ***** thing Leaders *** ****** ** an ************ ****** **** *** ***** **** when it ***** ** choosing the ***** ******* ********* and ****** points ****** drive *** ********* ****** *** should ********* be ****** clearly *** ***** ****** should be ******** ** *** ******* ** ** ************ ******* ****** ** ** *** ***** **** ** ******** * sustainable ******* workplace cultureSome ** *** ****** *** how these values ***** ** ****** in ** organizationJustice *** fair ******** **** includes *** fair ********* ** ********* ** the workplace ********* ****** ** **** ** *** **** treat ********* ** ** ************ *** ********* ****** ** treated ******* ********** of **** ****** ethnicity ******** ** ********** in the ********* **** ******** * **** and an equal *** *** *** *** performs *** same **** ** *** *** ***** *** ******* *** Justice in an ************ ** ********* when ********* perceive **** **** ******* * **** ****** *** ***** energy *** ****** and **** they *** ******* ******* *** ******** a ********** ********** ** ******* can ** ****** ** told ** *** *** ** or she ********* ********* ** ** ************ ** *** ******* ********* ** ***** ** people ** ** ************ ***** ******* ********* as ******** ** ****** * good ethical leader ******** **** ********* ** *** ****************** *** *************** ******* the ******** ** **** relevant *********** *** ********** *** *********** *** **** ****** into ********* **** ** ****** ****** ** *** ***** **** ******* * knowledgeable ****** to ******* **** decisions ******* *** ****** **** *** **************** ** ****** **** ********* ** ** ************ ** * ****** **** ********* fair *** ***** treatment of *** ********* and *** ** ***** ********** ** *** job place * requirement ** doing *** right ***** when one ** ***** **** ethical ******* ** ***** is knowing what to ** ** the actions to **** ** simple ***** ** ***** ************* the ********** ******* **** is wrong *** **** ** ***** *** one ** ****** ************** ** ************* ****** ******** **** ******* **** is **** should ***** ********* *********** such as ********** ** ********* unfair *** unjust ********* ** ********* etc (Sekerka ** ** 2013) Leaders should **** *** ******** ** **** *** ***** ethical **** **** ******** commitment ** *** ***** ** *** they *** with control and ********** They ****** ****** **** all ********* receive *** same ******** *** *** treated ********************************** ** the recognition **** ***** ***** ** ***** ** something ****** ******* that ** **** ******** *** ********* **** a ****** ******* ****** *** ** **** ***** *** respect ********* ** an ************ Leaders on *** ***** hand ****** not ***** ** self- ******** *** **** ****** ****** **** all ****** are treated fairly and gains the **** ******* in ** **************** and **************** *** ********* in an ************ ****** portray **** *** ******** to each ***** An organization **** ******** **** *** ******** allows for *** expression compassion among **** other ******* ****** **** all employees ******* and **** ** *** ***** ************ resources ** ** ************ ******* **** *** ****** ************ **** ** **** ** overcome ******* ********** ************************** * **** ************* ** *** ** ******** **** of the ********** posed by ******* ********** **** **** *** company **** ******* ******** in future (VonDras ** al 2009) ** the other **** ************* how ** ******** some ** *** ******** ** ******* ********** **** **** an organization ******** ******** **** the stakeholders ** **** as *** *********************** D A *** * ***** Kolb * * ****** ********* ************* ** **** ******* ********** ** ******* ********** Review ** *** literature ************ *** ** *** a proposed ******** ****** Performance *********** ********* 17(2) ************ * * ****** ******* *** ethical challenges ** leadership: ******* ***** ** ****** Sage ******************* * * ******* Johnson * * ****** Meeting *** ******* ********** ** *********** ******* light or ****** Sage PublicationsR P ***** Charnigo * (2009) ****** ******* ********** ** *** workplace: *************** *** ********* ************ ***** courage ******* ** ******** ****** 89(4) ************** * * ******** D Malcore * * ***** Pouliot * ****** ********* stress *** ******* ********** experienced ** ******* ***** ** a ******* **** *********** *********** 35(4) *************
