GS202 Chapter Notes -Situational Ethics, Paternalism, Informed Consent

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lavenderhare204

3 Feb 2013

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Some people didn"t want to talk/ had been accused of witchcraft so he couldn"t ask them. Based on gossip and not measurable/ fact based info. The names would have been traceable (easily figured out: when might a pseudonym not be ethical. He felt he had silenced the people of the area/ forced them to lose their voice. His promise of confidentiality overcomes his need for recognition. It may not be normal but it can be seen as the right thing to do, he wanted to keep the people anonymous. The potential for the people to be recognized because of the university students make the study too close to home. I also agree with his situational ethics, in this case he believed it was the right thing to do, therefore in the moment it was. Ethical paternalism: protecting someone- raises the question of how someone should be treated (ethically) Need to work around preconceived notions by the group (ex.

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Read or listen to Morals in Business: Walter Pavlo Share your thoughts and opinions regarding this real life situation. Be sure to include your ideas about what businesses can do to avoid similar problems.

https://spotlightenglish.com/listen/morals-in-business-walter-pavlo

Transcript Voice 1 Hello. Iâm Marina Santee. Voice 2 And Iâm Ruby Jones. Welcome to Spotlight. This programme uses a special English method of broadcasting. It is easier for people to understand, no matter where in the world they live. Voice 1 Would you consider stealing six million [6,000,000] dollars from a company, if you had the chance? Most people would immediately answer ânoâ to this question. The majority of people consider themselves to be good, honest citizens. Walter Pavlo used to describe himself like this. Walter was a young, successful business man. He studied hard. And he worked hard. In time, he got a good job at an international communications company called MCI. MCI managed billions of dollars each year. Walterâs office was a highly pressured working environment. Walter worked hard to meet targets and goals. If someone had asked him back then - would he steal six million dollars from the company? He would have answered, âNo way!â Yet only a few years later, Walter went to prison for stealing money from MCI. What made this good man turn to crime? Here is his story. Voice 2 Walter Pavlo was born into a good family. His parents taught him Christian values. He said; Voice 3 âI was taught, âdo not stealâ; âdo not cheatâ; âbe honestâ; âbe truthful in everything that you do.â Voice 2 Walter held these values for a long time. However, slowly, other values in the business world began to influence him. At the age of thirty-two, Walter was a senior manager at MCI. He managed millions of dollars. His job was very pressured - and difficult. Then, for the first time in his life, it looked like Walter would not meet his targets. He had to do something. He asked a co-worker for advice. His friend told Walter to cheat a little. He told him that everyone else was doing it. It was normal. Voice 1 Pavlo looked around him. It seemed that his friend was right. The world of business was full of successful cheats. Maybe a little dishonesty was not so bad. In his mind, Walter rationalised cheating. He made it seem reasonable. Voice 2 Pavlo learned how to hide customersâ debts. He made small changes in the companyâs financial books to make them look better. This meant that Walter kept his good record of achievement. And it meant that the companyâs records looked good to investors. Voice 1 However, this led Walter to a bigger temptation. Why not use the same method of dishonesty to enrich himself? Again, Walter rationalised his plan. He said later; Voice 3 âTo me it looked like everyone was cheating. And I joined in. It did not seem that bad. Customers were getting richer. And I wanted my share.â Voice 2 Something else was happening inside Walter. He was becoming hostile in his heart. All around him were lies and cheats. He saw that people only cared about themselves. He saw the company and customers making themselves richer. He said, Voice 3 âI hated the customers. I hated the company. And then, I hated myself. Then, nothing mattered anymore.â Voice 1 And so, Walter set up a secret bank account in the Cayman Islands. Customers with debts paid money directly into this bank account. Then, Walter made their debt disappear on MCIâs records. Over a six month period, Walter and a co-worker took six million dollars! Voice 2 However, as time passed, Walter became afraid. He lived in fear of getting caught and arrested. The lies and secrets created much pressure. Walter said he became emotionally unbalanced. He came to believe that he would surely be caught - it was only a question of when. Voice 1 After a few months, MCI noticed a series of payments going into a Cayman bank account. They questioned Walter about it. Walter remembers; Voice 3 âI just said I did not want to talk about it. In a way I could not avoid uncovering my secret, because I was no longer able to hide what I was doing.â Voice 1 Walter resigned from MCI. He hoped that the investigations would stop. But they did not. MCI called in the police. Voice 2 Pavlo admitted his crime. His punishment was a prison sentence of three years and five months. He would also have to sacrifice some of his future earnings - over the next twenty-seven [27] years. Voice 1 In prison, Pavlo learned a lot about himself. He looked at the process that resulted in such severe crime. He said; Voice 3 âI do not think of myself as a bad person. For me to do something bad, or illegal, I have to make myself believe it is not bad. I rationalised, reasoned, what I was doing. I did this so much that I became far removed from reality. I told myself things like - everyone else is doing it, I need to get by, my family deserves this - and so on. This is what happens to a lot of people. They will rationalise in order to do something wrong.â Voice 2 Walter finished serving his difficult sentence in 2003. Life outside of prison was not to be easy either. His wife had divorced him. His friends had disappeared. No one wanted to employ the man who had stolen millions. However, people did want to hear about it. Voice 1 Many businesses saw the power of telling such a story. It could prevent their employees making the same mistake. Business schools and universities wanted their students to hear Walterâs story. Voice 2 And so Walter decided on a new kind of work. Today, he goes into business schools, companies and universities. He tells his story. He warns people of the easy path that leads to crime. He gives this message to business students: Voice 3 âThe chance of you facing a difficult moral decision at some time in your business life is one hundred percent. It will happen. There is no way round it...â âYou will never know what your values are worth until the test. The things that your parents have taught you, the things that you learned in school. What about them? When you are tested, what will you do?â Voice 1 Walter Pavloâs values had not survived this test. However he hopes that his weaknesses may strengthen others. He hopes that his story will strengthen peopleâs values. And then, when they are tested they will not fall. Voice 2 The writer and producer of todayâs programme was Marina Santee. All quotes were adapted for the programme. The voices you heard were from the United Kingdom and the United States. Computer users can hear our programmes, read our scripts and see our word list on our website at http://www.radio.english.net. This programme is called, âMorals in Business: Walter Pavloâ Voice 1 You are welcome to comment or ask about todayâs programme. You can e-mail us at radio @ english . net. Thank you for joining us today. Until next time. Goodbye.

An older gentlemen â letâs call him Horatio â decided he was getting too old to work in the local car wash. He had been working at this one for twenty years. He knew a lot about car wash operations.

He heard of one for sale a few towns away... The owner was asking for $1,350,000 but had told friends and other people that he was anxious to sell, maybe desperate. Horatio heard this too.

He had saved $100,000 over the years and his banker, who knew him well, told Horatio that the bank would loan him as much as he needed. Horatio had saved his money in the bankâs money market funds which paid 9% but Horatio wanted to earn 12%.

Horatio learned that a car wash sold for $8.00, that the car wash was open for only three seasons during the year â 270 days and that it averaged 250 cars a day. It use to wash close to 300 per day. Repairs and maintenance cost about $75,000 per year. The owner had fired all the employees. He thought they were all lazy. The owner didnât realize that he could not open the car was at 8:00 AM and close it twelve hours later seven days a week. He started losing customers because the customers couldnât depend on the car wash being open for them.

Horatio wanted a salary of $150,000 per year. He planned on restoring the profitability of the car wash so that he could pay off any bank loan in five years, sell the car wash and retire.

He planned to rehire the former employees as well as advertising the new owner change. He planned to increase the $8.00 price for a car wash.

Disregard depreciation and taxes. Use $70,000.00 for interest expense.

Part One â Considering that the owner wanted $1,350,000, should Horatio agree with this price? If not, what should Horatio do? You need to consider all the facts, including but not limited to the price of a car wash, the hours and days the car wash is open, the number of employees and the hours they would work at an amount you decide. In essence to need to put together a budget which will produce a positive net present value.

Part Two â Consider the balanced score card approach to making money. What steps, if any, should Horatio take to improve the profitability of the car wash? Please be specific.

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Friedman insists that peopleâs incomes should be based on the prices of the goods and services that they produce. What is his rationale for this claim?

Question 6 options:

A. If incomes were not tied to prices, then there might be some people who could not afford basic necessities when they got more expensive

B. If incomes were not tied to prices, then producers of goods and services might not always be able to sell their expensive new products

C. If incomes were not tied to prices, then people would have no real incentive to adjust their behaviors in response to market conditions

D. If incomes were not tied to prices, then it would be difficult to get voters to care enough about the economy to advocate effective policies

In Hong Kong, Friedman found a number of highly-skilled laborers working in an ivory shop with very poor working conditions. How did he explain this phenomenon?

Question 7 options:

	A. The workers did not know how valuable their skills would be in the open market because their bosses misinformed them
	B. The workers had been prevented from organizing to demand improved working conditions by harsh national labor laws
	C. The workers were most concerned with earning higher wages, so they willingly accepted a worse working environment
	D. The workers knew that if they insisted on better working conditions, then they would be fired and replaced with ease

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GS202 Chapter Notes -Situational Ethics, Paternalism, Informed Consent

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