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Three business partners were stunned to learn their controller of five years had embezzled approximately $200,000 from their small technology firm. The attorney for the embezzler called and notified them the controller was resigning effective immediately and they had no hope of recovering any of the money. Such news would have had serious financial repercussions for any small firm. But, the attorney's revelation of the embezzlement came at a particularly tenuous time because the partners were in negotiations to sell their company. The partners wanted to report the former controller to the district attorney with hopes she would be prosecuted for fraud. Yet, they knew having the embezzlement become public likely would jeopardize the sale of their firm. With hindsight, the partners knew they had given the controller too many responsibilities with no internal controls and little supervision. They wanted answers to questions about exactly how she perpetrated the fraud, but they had a more immediate concern. What steps should they take right now?

After five years of working at the Mountainview Country Club, Sandi Lane must decide which of several courses of action to take in response to financial improprieties committed by her supervisor and some co-workers. The Club's general partner has refused to act on Lane's concerns. Her supervisor's wife who also worked at the Club has just threatened Lane: "I'll see to it that you don't work here anymore!" As Controller of the Club, Lane was responsible for all aspects of the accounting functions -- but, with no staff. She handled payroll and tax preparation, human resources, budget and financial statement preparation, membership tracking, and cash flow forecasting. She spent much of her time at the Club trying to implement basic accounting procedures. Cash flows were precarious with one of the partners in the Club making expenditures of $20,000 and more without regard to budgets or cash availability. The food/beverage area had losses of $60,000 annually and inventory shrinkage in the Pro Shop was more than $100,000 each year.

The focus of this case is a series of ethical dilemmas faced by three undergraduate students, in their pursuit of solutions to perceived mismanagement, financial misdeeds, and possible fraud by their university's administrators. After Calvin Collins, Kent Russell, and Daniel Morris (who became known as the Tech-3) accidentally found confidential university payroll records discarded in a non-secure area, they took the records and their concerns to several administrators. Because they were rebuffed by university officials, the students "went public" to the news media and on to the state capitol. After their public cry for the resignation of the university president, the three students were put on probation and two of the three were arrested on criminal charges. University administrators attempted to break up the solidarity of the three students. After several months of "fighting the good fight," several enticements were offered to Collins by a university trustee. Collins must decide whether to accept the enticements and persuade his friends they should give up their fight to improve conditions at the university. If they continue to demand change, they would be going against extremely challenging obstacles. The administration make it impossible for them to complete their degrees. Continuing their battle will involve much personal sacrifice. Was it time for the students to give up? Had they already gone too far?

Richard Bennett was faced with a serious ethical dilemma that would impact his career, family, and co-workers. Bennett, a regional vice president in the Cable Division of Centurion Media, believed that a contract executed by the new president of his division, Joseph Fowler, would cause significant financial losses for Bennett's own division and the company. Bennett suspected that Fowler might have a serious conflict of interest, since he owned stock and options in Northpark-the company with which he had negotiated the contract. Bennett was only two years from retirement. If he chose to protest the contract, it would likely have very unpleasant consequences -- including jeopardizing his own financial security. He would probably be fired. Additionally, his actions might endanger the careers of other employees and co-workers. The personal relationship between the CEO of Centurion Media, Chuck Reilly, and Fowler made Bennett's decision more difficult. When Bennett contacted the general counsel and controller in the corporate office of Centurion Media, they suggested he back off. He was surprised by their stance that the contract, which Bennett thought would be financially disastrous, was in the best interest of the company. The Controller went so far as to remind Bennett how near he was to retirement, emphasizing that he should be concerned about protecting his job. What should Bennett do about the situation he faced?