This case series involves a crisis in business ethics and management decision making, when one of the company's diesel fuel storage tanks collapses, releasing nearly one million gallons of oil into the Monongahela and Ohio Rivers. Divided into four cases guiding the reader through the sequence of events as they occur and their eventual repercussion on the company. The cases involve formulating a corporate response to the accident, the communities affected, government agencies and other corporate stakeholders. This case concentrates on the hours immediately following the spill and identifies key issues as they emerge. These facts influence how the CEO will address the public in his first statement three days later.
Discusses the events leading to and repercussions following the 11 million gallon oil spill in Prince William Sound off the Alaskan coast. This was the largest spill in U.S. history. Examines the response to the spill by Exxon management, government agencies, and Alyeska, the oil consortium responsible for overseeing operations of the Alaskan pipeline.
Assumes that the reader has also read Dow Corning Corp. (A). Presents two difficult decisions faced by Dow Corning's Business Conduct Committee. A rewritten version of an earlier case.
Assumes that the reader has also read Dow Corning Corp. (A). Presents two difficult decisions faced by Dow Corning's Business Conduct Committee. A rewritten version of an earlier case.
Describes the development and ongoing operation of the Business Conduct Committee of Dow Corning Corp. as an example of managing corporate values in a multinational enterprise.
Intended to advance understanding of corporate responsibility in the context of a bankruptcy decision. The case documents the implementation of a turnaround plan for financially ailing Braniff International. This includes a new marketing and operations strategy, concessions from labor, changes in management, and a financial restructuring. The narrative describes the worsening financial condition of the company and the choices made by the CEO and CFO to raise cash and avoid filing. These choices and events led to progressively limited options. It was decided that attempting to reorganize under Chapter XI of the Bankruptcy Reform Act was preferable to being placed into involuntary bankruptcy under Chapter VII. This required keeping preparations secret and eventually filing by surprise.
This is an issues-oriented note designed to stimulate discussion of the ethical aspects of the sale of pesticides which are not approved for any use or only for restricted use in the United States to less developed countries. It is organized as follows: the problem, some examples, what a pesticide is, the pesticide industry, benefits of pesticides, risks to humans, the industry response, and regulation of pesticides.
Introduces managers and students of management to some of the basic categories and frameworks of philosophical ethics. Consists of five parts: l) Classifying ethical frameworks; 2) Teleological frameworks; 3) Deontological frameworks; 4) Mixed frameworks; and 5) from theory to practice.
Presents an accounting of Ford Motor Company's handling of a product safety controversy (1970-77) surrounding its Pinto subcompact car. May be used as part of a series, Managing Product Safety, that provides an opportunity to compare and contrast the social response strategies employed by companies involved in a catastrophic product safety controversy.
Shows how the Borg-Warner Corporation developed a statement of values and beliefs under the leadership of its chief executive officer, James F. Bere. The "Beliefs," a set of general principles intended to guide business behavior, now must be given operational meaning as they are shared and communicated to a very large and decentralized organization. Provides students an opportunity to critique the development of a corporate statement of beliefs and to relate ethics directly to business policy and practice.
Jim Sawyer, 40, a manager at United Industries Plastics Division has exhibited signs of alcoholism. Personnel must now consider how the company should address this kind of problem. Provides an opportunity to examine the role corporations should play in helping employees deal with or confront issues of personal health.
Provides a general framework for the analysis of ethics-related case studies in business policy, drawing upon categories from the discipline of moral philosophy.
Top management at Consolidated Foods was concerned about consumer complaints and threatened boycotts, some relating to television and print ad content and others relating to sponsorship of television programs thought to portray excessive sex or violence. Describes the situation up to January 1981.
Details the moral conflict experienced by Don Taylor, a new high-level executive in an oil drilling firm, when he discovered that the firm was deceiving its investors. What should he do and how should he go about it? Presents the emergence of Taylor's suspicions about the deceptive practices.