Signed in as:
filler@godaddy.com
Signed in as:
filler@godaddy.com
ASEH CAO: Wong, Du Ts
Power in Numbers” is a fictional story that illustrates ethical choices related to reporting. It reminds us how important one person’s ethical choices can be in maintaining a company’s reputation for fair and honest business practices.
All the members of the product development team were present at their weekly meeting except for Karthik, the IT department’s newest hire. Miranda, the lead trainer, announced that he was unable to join them because he was tied up at another facility.
“It’s no great loss,” Miranda said. Everyone looked at her expectantly.
“I can’t understand a word that guy says,” she said, laughing. “Can you all? I think these people should come with an interpreter!” Everyone chuckled, although Sean threw Lettie a questioning glance and her eyes widened in response, as if to say, she’s at it again.
Miranda continued, “And have you seen what he eats for lunch? So much curry - I’m surprised the whites of his eyes aren’t yellow.”
After the meeting, Sean stopped by Lettie’s cubicle. “Miranda was in fine form today,” he said.
“Yeah. Miranda being Miranda. She’s definitely got something against Karthik,” said Lettie. “Thank goodness he wasn’t in the meeting today.”
“I don’t think it would make a difference!” said Sean. “I’ve seen her bully him face-to-face, too,” said Sean. “Haven’t you? We all know she’s a racist.”
Lettie threw up her hands. “Yeah, she makes it pretty clear how she feels about anyone who’s ‘different’.” She made air quotes with her fingers. “But she’d better lay off of Karthik because he’s building the software we’ll be training clients on.”
Sean sighed. “Her attitude is ridiculous. Karthik’s brilliant. He came with a very prestigious degree and she treats him like a servant.”
“It makes me crazy,” said Lettie. “So much is riding on this product launch.”
Sean nodded. “It’s going to take everyone pulling together to make sure it goes smoothly. Miranda’s attitude just poisons the atmosphere around here.”
Lettie looked thoughtful. “I know. It’s a shame because she’s so smart and so good in the classroom. Everyone just shuts up and goes along with her nasty comments,” she said. “Maybe we should say something to Marvin.” Marvin was their manager.
“Are you kidding? He knows,” said Sean. “I’ve talked to him. He just says, ‘They’re both adults and they need to work it out themselves.’”
“Well, that’s not working too well, is it?” said Lettie. “Maybe if you and I both went to HR or the Compliance Office, someone higher up would talk to her.”
Sean made a face. “They’ll ask for documentation, and it will be a whole ordeal. I’m not sure I want to get involved in all that.”
Lettie shook her head. “Sean, you and I both know we’ve got plenty of evidence. This just can’t go on. We can make a stronger case if we both file a concern. And if we don’t do something, who will?”
Questions and Answers
Yes. Through her words and actions, she is creating a hostile work environment, which affects overall productivity and effectiveness. Our organization forbids harassment and discrimination on the basis of membership in a protected class, which includes gender, age, national origin, religion, sexual orientation, disability, veteran status, and race.
Yes. Corroboration and experiences from different perspectives is extremely helpful. Investigators will likely reach out to others on the team as well.
It is important that their concern be as specific as possible. They should record when and where specific incidents of bullying occurred, who was involved, the substance of the violation and the names of any other potential witnesses.
No. The choice is up to them. HR or the Compliance Office will likely contact him during the investigation, but they are not required to alert him in advance.
They have an ethical responsibility to report her behavior. It is not always easy to do the right thing. However, if they decline to report it, not only will the atmosphere in the workplace continue to deteriorate but they themselves will be in violation of the organization’s policy.
Good ethics is good business, and every employee at our company can and should aspire to be an ethical leader. But it’s not always easy to set a good example and hold both oneself and one’s colleagues accountable to high ethical standards, particularly when pressures to “bend the rules” intensify during a time of tight budgets and heightened competition.
When ethics issues arise, we want to do the right thing, of course. Yet circumstances and other voices often make it difficult to speak up. Silence may seem like the better option, and we choose to live with an uneasy conscience rather than risk our reputation, our relationships at work, and perhaps even our job.
Given these challenges, it helps to think of ethical leadership as a matter of performance and acknowledge the need for greater self-awareness as well as some preparation and training. Because ethical leaders are made, not born, we can take steps to improve our own integrity performance.
This is a content preview space you can use to get your audience interested in what you have to say so they can’t wait to learn and read more. Pull out the most interesting detail that appears on the page and write it here.
Most of us are neither moral heroes nor villains. The truth is that, on any given day, each of us is capable of standing up for what’s right, or standing down and letting others determine what happens -- for good or ill. But when workplace ethics issues do come up -- and they will surface as a normal part of doing business -- it’s important to know that we can exercise effective ethical leadership. And we are more likely to do so if we take steps to prepare for a good performance. to send more than 60 million promotional emails, disguised to appear as if they came from a personal contact, when they were in fact spam.
ASEHGLOBAL.TRAINING CENTER
No. 26, Chin 3 Rd., Nanzih Dist, Kaohiung, Taiwan,(R.O.C)
Copyright © 2025 ASEHGLOBAL.TRAINING CENTER - All Rights Reserved.