1. Why do you think Peter’s direct reports kept quiet about the “work from home” directive for as long as they did? Why did some of them eventually decide to inform management?

2. Do you think this situation would have played out if the organization had a more formal structure in place? Why or why not?

3. Do you think the lapse in Peter’s ethical behaviour indicates a broader problem with the firm’s corporate culture? Why or why not? If yes, what should management do now to try to change its corporate culture?

In this case we explore another ethical dilemma along with socialization and communication as part of corporate culture. Motivation and group dynamics often play a role in problems between employees. Finally, does cooperate structure and position of power have something to do with ethical decision- making.

Peter held a supervisory role in one of Canada’s top four professional audit firms. The company was responsible for performing audits for a broad range of corporate clients. The company was very traditional, with a formalized structure like many in the industry. It is common for the best and brightest auditors to possibly become future partners in the firm. Even though Peter had progressed to a supervisory role, he was not considered partner material. Consequently he had started to apply for jobs with other companies, but had not been comfortable telling his employer this. He needed time off his current position to go for job interviews, therein the dilemma.