Expert answer:Need to read three cases and answer questions
Expert answer:Hi, here are three cases and need to answer questions for each one and write your opinoin, each case need to write at less two pages. No need to use apa style but include reference Thank you.
integrity_motors_gender_discrimination.doc
mgmt5900_class3_exercises_1_.docx
exercises_1_.docx
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Integrity Motors
Integrity Motors has been retailing quality used cars and trucks for ten years. It employs
11 full-time salespeople. Timothy Blackburn, the owner, wants to maintain a policy of
having lean, yet highly productive staff, which means that the employees have to be
dependable, highly competent, and willing to work at a high level of productivity for long
hours each day. After 10 years the sales manager was resigning. Timothy felt he needed
the same type of manager who was resigning – considerable experience as a sales
manager, creative, a good motivator, good communication and management skills, and
someone who would be committed to the dealership for a long time. The year was
ending soon and inventory needed to be drastically reduced, therefore, time was of the
essence.
A panel comprised of Timothy, the office manager, Helen, and the service manage, Joe,
interviewed the top 10 applicants. It was clear that Gladys was outstanding compared to
all of the rest of the applicants. She had been a sales manager for 15 years in a large
metropolitan area and everyone agreed she would be perfect and it was decided to extend
an offer to Gladys the next day.
After the meeting, Helen happened to meet an old friend at a convenience store and told
her that she was four months pregnant. Coincidentally, her new neighbor was also four
months pregnant, who just happened to be Gladys. Helen said nothing to her friend about
Gladys’ pending job offer.
The next morning Helen shared the news with Timothy and Joe and all three discussed
the consequences of hiring Gladys. Joe was astounded that Gladys did not inform them
about the pregnancy. Timothy told them that Gladys was not required to inform them
about the pregnancy and employment decisions should not be based on pregnancy. Helen
stated that from a practical view, the dealership could not afford to be without a sales
manager for an extended period of time. Timothy agreed. Timothy was concerned about
her potential absences, inability to work long hours under intense pressure, especially
when they needed to reduce inventory immediately. Timothy reminded them that
although Gladys was clearly the best candidate, nine other applicants were suitable sales
managers.
1.
2.
3.
4.
5.
What are the legal and ethical issues involved in this case?
Was it ethical for Gladys to apply for the position?
Should the owner hire Gladys or someone else?
Should the information about the pregnancy be considered?
If Gladys is hired, how could Integrity Motors accommodate her pregnancy?
Exercise 1:
Bryan was recently hired by a large chemical company to oversee the construction of production
facilities to produce a new product. X Chemical developed a new industrial lubricant which it
felt it could produce at a price close to those of its competitors. The plant to manufacture the
lubricant was built on land adjacent to the East River. X Chemical had already applied for and
received the necessary permit to dump waste materials from the process in the river. Several
other chemical plants in the near vicinity are also releasing waste materials into the river.
Bryan is concerned because the government agency which oversees the permit process has
granted X Chemical a permit to release more waste in the river than previously anticipated. An
additional stage in the production process which would have reduced the waste and recycled
some materials became unnecessary due to the regulatory agency’s decision. Because the
additional process would have added capital and production costs, it was not built as part of the
existing plant. Yet, X Chemical has always stated publicly that it would do all that it could to
protect the environment from harmful materials.
The company has had mediocre performance for several quarters, and everyone is anxious to see
the new product do well. Tests have shown it to be a top-quality industrial lubricant which can
now be produced at a cost significantly below these of their competitors. Orders have been
flowing in, and the plant is selling everything it can produce. Morale in the company has
increased significantly because of the success of the new product. Due to the success of the new
product, all employees are looking forward to sizable bonuses from the company’s profit sharing
plan.
Bryan is upset that the company failed to build the additional stage on the plant and fears that the
excess waste released today will cause problems for the company tomorrow. Bryan approaches
Bill Gates, the Plant Supervisor, with his concerns. Bill replies, “It’s up to the government agency
to protect the river from excess waste, and the company only had to meet the agency’s standards.
The amount of waste being released poses no threat to the environment, according to the agency.
The engineers and chemists who originally designed the production process must have been too
conservative in their estimates. Even if the agency made a mistake, the additional recycling and
waste reduction process can be added later when it becomes necessary. At this point, building the
additional process would require costly interruptions in the production process and might cause
customers to switch to our competitors. Heck, environmental groups might become suspicious if
production was stopped to add the additional process-they might see it as an admission of
wrongdoing. No one in the company wants to attract any unwarranted attention from the
environmental groups. They give us enough trouble as it is. The best thing we can do is make
money while the company can and deal with issues as they come up. Don’t go trying to cause
trouble without any proof. The company doesn’t like troublemakers, so watch your step. You’re
new here, and you wouldn’t want to have to find a new job.”
Bryan is frustrated and upset. He can see all the benefits of the new product, but inside he is sure
the company is making a short-sighted decision which will hurt them in the long run. The Vice
President of Operations will tour the plant next week, and Bryan is considering approaching the
officer with his concern. It might also be possible to contact the government agency and request
that the permit be reviewed. Bryan is unsure what to do, but he feels he should do something.
Exercise 2:
George Mack thought of himself as bright, energetic, and having lots of potential. So why was
this happening to me, he thought. George, married, two children, with his wife, Mary, had moved
to Hondo, Texas, from El Paso four years ago and was now the manager of ABC Plastic Inc., a
small plant that manufactured plastic parts for small equipment. The plant employed several
hundred workers, which was a substantial portion of the population of Hondo. ABC Plastics Inc.
had several small plants the size of Hondo’s, and George had a good relationship with Bill, his
boss, in Austin, Texas.
One of the problems George’ s plant had was that the smokestack emissions were consistently
above EPA guidelines. Several months ago George got a call from Bill, stating that the EPA had
contacted him about the problem and fines would be levied. George admitted the situation was a
continual problem, but because headquarters would not invest in new smokestack scrubbers, he
didn’t know what to do. Bill replied by saying that margins were at their limits and there was no
money for new scrubbers. Besides, Bill commented, other plants were in worse shape than his
and they were passing EPA standards. George ended the conversation by assuring Bill that he
would look into the matter. He immediately started calling his contemporaries at other ABC
plants. He found they were scheduling their heavy emissions work at night so that during the day
when the EPA took their sporadic readings they were within standards. George contemplated this
option even though it would result in increasing air contamination levels.
A month went by, and George still had not found a solution. The phone rang; it was Bill. Bill
expressed his displeasure with the new fines for the month and reminded George that there were
very few jobs out in the industry. That’s when Bill dropped the whole thing into George’s lap.
Bill had been speaking to the Mexican government and had received assurances that no such
clean air restrictions would be imposed on ABC if they relocated 15 miles south of Hondo in
Mexico. However, ABC must hire Mexican workers. Bill explained that the reason for relocating
would be to eliminate the EPA problems. Bill told George he had one week to decide whether to
eliminate the fines by correcting the current problems or by relocating.
George knew that relocating the plant on the Mexican side would devastate the infrastructure of
the city of Hondo and would continue to put contaminants into the air on the U.S. side. After
mentioning the possibility to Mary, other concerns were reinforced. She did not want him to be
responsible for the loss of jobs for their friends and extended families. What should George do?
1992 Arthur Andersen & Co, SC. All rights reserved.
Exercise 1:
Bryan was recently hired by a large chemical company to oversee the construction of production
facilities to produce a new product. X Chemical developed a new industrial lubricant which it
felt it could produce at a price close to those of its competitors. The plant to manufacture the
lubricant was built on land adjacent to the East River. X Chemical had already applied for and
received the necessary permit to dump waste materials from the process in the river. Several
other chemical plants in the near vicinity are also releasing waste materials into the river.
Bryan is concerned because the government agency which oversees the permit process has
granted X Chemical a permit to release more waste in the river than previously anticipated. An
additional stage in the production process which would have reduced the waste and recycled
some materials became unnecessary due to the regulatory agency’s decision. Because the
additional process would have added capital and production costs, it was not built as part of the
existing plant. Yet, X Chemical has always stated publicly that it would do all that it could to
protect the environment from harmful materials.
The company has had mediocre performance for several quarters, and everyone is anxious to see
the new product do well. Tests have shown it to be a top-quality industrial lubricant which can
now be produced at a cost significantly below these of their competitors. Orders have been
flowing in, and the plant is selling everything it can produce. Morale in the company has
increased significantly because of the success of the new product. Due to the success of the new
product, all employees are looking forward to sizable bonuses from the company’s profit sharing
plan.
Bryan is upset that the company failed to build the additional stage on the plant and fears that the
excess waste released today will cause problems for the company tomorrow. Bryan approaches
Bill Gates, the Plant Supervisor, with his concerns. Bill replies, “It’s up to the government agency
to protect the river from excess waste, and the company only had to meet the agency’s standards.
The amount of waste being released poses no threat to the environment, according to the agency.
The engineers and chemists who originally designed the production process must have been too
conservative in their estimates. Even if the agency made a mistake, the additional recycling and
waste reduction process can be added later when it becomes necessary. At this point, building the
additional process would require costly interruptions in the production process and might cause
customers to switch to our competitors. Heck, environmental groups might become suspicious if
production was stopped to add the additional process-they might see it as an admission of
wrongdoing. No one in the company wants to attract any unwarranted attention from the
environmental groups. They give us enough trouble as it is. The best thing we can do is make
money while the company can and deal with issues as they come up. Don’t go trying to cause
trouble without any proof. The company doesn’t like troublemakers, so watch your step. You’re
new here, and you wouldn’t want to have to find a new job.”
Bryan is frustrated and upset. He can see all the benefits of the new product, but inside he is sure
the company is making a short-sighted decision which will hurt them in the long run. The Vice
President of Operations will tour the plant next week, and Bryan is considering approaching the
officer with his concern. It might also be possible to contact the government agency and request
that the permit be reviewed. Bryan is unsure what to do, but he feels he should do something.
Exercise 2:
George Mack thought of himself as bright, energetic, and having lots of potential. So why was
this happening to me, he thought. George, married, two children, with his wife, Mary, had moved
to Hondo, Texas, from El Paso four years ago and was now the manager of ABC Plastic Inc., a
small plant that manufactured plastic parts for small equipment. The plant employed several
hundred workers, which was a substantial portion of the population of Hondo. ABC Plastics Inc.
had several small plants the size of Hondo’s, and George had a good relationship with Bill, his
boss, in Austin, Texas.
One of the problems George’ s plant had was that the smokestack emissions were consistently
above EPA guidelines. Several months ago George got a call from Bill, stating that the EPA had
contacted him about the problem and fines would be levied. George admitted the situation was a
continual problem, but because headquarters would not invest in new smokestack scrubbers, he
didn’t know what to do. Bill replied by saying that margins were at their limits and there was no
money for new scrubbers. Besides, Bill commented, other plants were in worse shape than his
and they were passing EPA standards. George ended the conversation by assuring Bill that he
would look into the matter. He immediately started calling his contemporaries at other ABC
plants. He found they were scheduling their heavy emissions work at night so that during the day
when the EPA took their sporadic readings they were within standards. George contemplated this
option even though it would result in increasing air contamination levels.
A month went by, and George still had not found a solution. The phone rang; it was Bill. Bill
expressed his displeasure with the new fines for the month and reminded George that there were
very few jobs out in the industry. That’s when Bill dropped the whole thing into George’s lap.
Bill had been speaking to the Mexican government and had received assurances that no such
clean air restrictions would be imposed on ABC if they relocated 15 miles south of Hondo in
Mexico. However, ABC must hire Mexican workers. Bill explained that the reason for relocating
would be to eliminate the EPA problems. Bill told George he had one week to decide whether to
eliminate the fines by correcting the current problems or by relocating.
George knew that relocating the plant on the Mexican side would devastate the infrastructure of
the city of Hondo and would continue to put contaminants into the air on the U.S. side. After
mentioning the possibility to Mary, other concerns were reinforced. She did not want him to be
responsible for the loss of jobs for their friends and extended families. What should George do?
1992 Arthur Andersen & Co, SC. All rights reserved.
…
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