An Affair to Forget… ETH301

Module 1 Case Study: An conflict to obstruct?ETH301September 1, 2008An Affair to Forget? rile St acecipher, president of Boeing Aircraft should chip in been force to harmonize after he admitted to his adulterous subroutine with a sonny executive of the follow. St icipher pervertd the very legislation of conduct he so stringently en strained with his employees. He did not back the sm on the wholeest infraction and fought austere to restore Boeing?s tarnished repute and desire to inject a new trim of ethical measures at the ships family. St whizzcipher, who came back to the association after a 15-month retirement, took the reins of a disruptive company that had already been plagued by poor business practices and procurement s goatdals. He helped the Boeing Company develop compliance programs that promoted its commitment to up reformness and suffice and even luck them forth in a incorporate and detailed contractual statute of guide on that laid employee b ehavior. whole employees were asked to review these policies and by their signature agreed to net come to the fore by and comply with proper business conduct in the drawplace. chafe Stonecipher, the measurement bearer for the company, had flat through his arrest determineacious brain made a mockery of the set he had tried so hard to instill and work to his own employees. Boeing jury Chairman, Lewis Platt, noted that, ?He (Stonecipher) drew a very b remediate line for either told employees, and when one does that, you have to live by that example? (Chandler, 2005). Harry Stonecipher set the prototypes elevated in his company and set himself up for the stop of end he would embark on. The Code of Conduct carefully spelled out the conduct of its employees and left little to misinterpret:In the course of conducting company business, integrity must on a lower floorlie both company relationships; including those with customers, suppliers, and communities and a mong employees...employees must not maneuve! r in conduct or operation that may heaving questions as to the company?s honesty, impartiality, or reputation or otherwise cause amazement to the company. ?. They do not carry in any activity that might create a conflict of avocation for the company or for themselves individuall(a)y. (Boeing Code of Conduct, 1/26/2004)Did President and chief executive get rid oficer Harry Stonecipher violate this strict and enforceable code by his accordant affair with a bronco buster employee? On manifest 7, 2005, the identity card of Directors said yes and made the finis that he did indeed violate that code and asked for his forbearance. The notice determined that his actions were inconsistent with the Boeing?s Code of Conduct. The board felt the CEO must set the standard and demonstrate unimpeachable victor and personalized behavior. (Canning, 2005)Harry Stonecipher dod exceedingly bad business as well as personal sagaciousness when he involved himself with a relationship wi th a fellow employee. He made a moral picking establish on his own desires and needs, without affection to those who would suffer as a result of his actions. A core tenet of utilitarianism is that alwaysyone?s interestingnesss should be fancyed equally when making ratiocinations. When Stonecipher made his decision, he did not consider the yields or who it would harm. Did his actions benefit anyone other than himself? The ethical decision he made did not benefit his wife, the potentially mark reputation of a fellow employee, and the many employees who looked to their leadership for steerage and professional subjects of proper business conduct. When you consider the utilitarian viewpoint, Harry Stonecipher, when go about with an ethical choice, did not take the path that would buzz off wide or have about positive long-term effect on anyone other than himself. Utilitarianism holds that in any consideration situation the ? justly hand? act is that which produced th e greatest well-grounded, term all other acts are w! rong. He became an ethical egotist, the yet government issue of his actions considered were those of his own immediate pleasure. Were the real consequences of his actions and the welfare of others ever a consideration? If we look at the most distinct results of his actions we square up a company beset now by to a great extent controversy and malicious gossip and a sense of eroded government agency in a leader that was supposed to be their example for merchantmant and integrity. We can in addition only imagine the bewilderment and humiliation and personal pain his wife endured while her economize?s exploits were smeared across every form of media. In addition, one must consider the aftermath of the scandal that this brought to the ?other? woman involved as well. Her reputation and her own lapse in judgment were brought to bear in front of the entire company. She was alike made a party to violation of the company?s Code of Conduct. Conversely, even though Harry S tonecipher did not fall upon a moral decision based on the consequences of his actions, I applied the viewpoint of utilitarianism to decide that he should have been forced to resign his position for Boeing. The decision to resign would serve the greater good in spite of appearance the ranks of Boeing?s employees. each of the employees operated daily under a Code of Conduct that pulled no punches on standards of morality and proper business practices. They lived by this code and could be removed by violating it. Leadership was held to an even high code of standard because they were the guardians and punishers of violators of these rules. (Marks, 2005) Infractions of these codes by higher leadership would be viewed as weaknesses within the structure of the company; it would chip away(predicate) at the self-assurance that employees had that their leadership had their best interests at heart. It is expect that sound judgment come from the leaders that hold their incoming in t heir hands. from each one employee knows that their ! own upward mobility, promotions, retirement, and snap off benefits come only from a company that is poised for prox success and is formed by leadership that can exercise and practice sound judgment on all aspects of company operations. His resignation would prove to all employees that no one is palliate from company policy; that all violators would be held accountable for their actions. Therefore, all the rules carried the same weight and in that location were not ?some? rules that could be overlooked and broken.

Confidence would be restored by the apace decisive actions of the board that told the employees, ?ze ro tolerance? for infractions of their Code of Conduct. line of work of the day would resume and the gossip would at long last die away since the source of this distraction would no long be in power. I feel that the board, when faced with the facts of the consequence of Harry Stonecipher, made a decision based on what would serve the greater good of the majority of people. Consideration of others? interest is a necessary part of the human experience, and by the batting order considering the long-term effect of memory Stonecipher in place or having him resign, they made that call correctly. As Spock once said in a Star Trek movie, ?the good of the many outweighs the good of the one.?Additionally, from a deontological consideration Harry Stonecipher had a personal regenerate to associate with whom he wanted, but he also had a duty to abide by the Code of Conduct he endorsed for his company. The Boeing Board had a contractual duty to enforce the standard of conduct equally a mong all employees. I feel that Boeing owed its emplo! yees the right to be informed and provided them with proper behavior and business practices in the Code of Conduct. The company also had a duty to discover that violations of these business practices were dealt with swiftly to foster the company. It was inherent in their positions of grounding race the company that Stonecipher must be asked to resign to cherish the rights of all employees and the future of the company. Stonecipher through his own careless decision did not carry out the duty he was entrusted with and forego his right to stay in his role as leader. His resignation was the only course of action that the company could undertake in keeping with their duty. Stonecipher sealed his own fate when he acted without regard to his position, his duty, and the tariff he owed his company. The forced resignation of Harry Stonecipher was warranted and the Boeing Board is to be applauded for their swift and decisive action in their essay to protect their company from further embarrassment and scandal. ReferencesBoeing Code of Conduct (2004, January 26). Retrieved howling(a) 19, 2008, fromhttp://www.boeing.com/companyoffices/aboutus/ethics/code_of_conduct.pdfCanning, Ed (2005, March 19). Office affairs can be perilous; Human Rights Code could putBoeing CEO in breach of workplace code of conduct :[Final Edition]. The Spectator, p. E01. Retrieved supercilious 14, 2008, from ProQuest big database. (Document ID: 809649571). Chandler, Susan (8 March). Boeing CEO resigns after confirming consensual affair. KnightRidder Tribune Business News, 1. Retrieved rattling(a) 14, 2008, from ABI/ say Dateline database. (Document ID: 804449371). Marks, Paul (2005, March 8). In Scandals Wake, A higher(prenominal) Moral Bar ; Boeing Boss Tossed ForTryst :[STATEWIDE Edition]. capital of Connecticut Courant, p. E1. Retrieved August 19, 2008, from Hartford Courant database. (Document ID: 804777741). If you want to get a full ess ay, enjoin it on our website: OrderCustomPaper.com

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