6. Based on the case study of PRI - PR. From the textbook Page 334 2nd dilemma entitled "Get to know the individual inside their roles and positions. How would you (Galen Business Ethics student) JUSTIFY (use justify as Keyword) the manger and a PR person in these actions? Answer: 7. Based on the case study of PRI PR. From the textbook Page 334 - Dilemma Unrealistic Financial Forecasting. Analyse (key word) as a Galen Business Ethics student how you would approach ethically this dilemma as the manager and a PR person for this company? Answer: 8. From the textbook case study question #2 page 334. How would you fit at PRI as an employee? Do your "ethics match the company's ethics? Embed your dialogue through Contrast (Contrast key word). Answer: fect" for you... but that the 50% fee Comments and Afterthoughts is a lot of money. We are only aware of this case because the employee informed PRI. There may Reality: What Happened be many cases of which PRI is unaware. Together, the employee and Client L approached PRI'S CEO. Dilemma 6: Unrealistic Financial Fore- The 50% fee was waived in exchange casting The senior management team for increased business for PRI. is recognized and rewarded for business growth, organic growth of existing cli- Comments and Afterthoughts ents' accounts, and new clients. In order to appear successful, many of the senior This is a win-win situation and is rare. managers are overly conservativethat There are three clients that currently is, they "sandbag" or low ball their fore- owe PRI fees for employee recruitment. casts of clients' planned spending with Since the client relationships have been the agency. Then when actual revenues terminated, PRI has little leverage for are higher than originally planned, the collection. Legal suits have been filed in senior manager looks like a hero and is these three cases. awarded a bonus accordingly. 331 What's Written Dilemma Forecasts should be accurate for the good of the company. Dilemma Your boss does not support this plan and has an adversarial relationship with the head of Human Resources. A staff member has requested a con- densed workweek. . You know that approving this request may be a career-limiting move for both you and the staff person in this "face-time" culture. Your bonus is based on increased ac- tivity from the annual forecast of the organic growth of existing clients (as well as new business). All your clients have increased their budgets for next year. If you claim this in the annual fore- cast, you will need to grow the busi- ness even more over the year to realize your bonus. Reality: What Happened The manager encouraged the staff person to wait 90 days and see how other staff members manage their workload on this plan. The manager suggested to the boss that the staff person participate in Reality: What Happened Reality: What Happened Sandbagging! Results: A scramble to hire more staff, inappropriate expense planning, and overall inaccurate information for decision making. The manager suggested to the boss that the staff person participate in the flextime plan as a show of sup- port for the CEO (self-promotion). The boss said, "NO!" Comments and Afterthoughts The reward system needs to be changed to encourage behavior that is desired- namely, accurate forecasting. Comments and Afterthoughts Employee participation in this flextime program is less than 5%. The corporate culture is contradictory to a traditional 40-hour week, much less a flexible 40-hour week. The regular week is 50 plus hours of face time. PRI's Ethical Profile Dilemma 7: Promised Versus Re- alized Employee Benefits This is a dilemma of cultural conflict. As in many companies, PRI has a "face- time" culture. The senior leaders paid their dues by working long hours and, consequently, expect their junior staff members to do the same. Although PRI presents itself as a results-ori- ented agency, the "face-time" culture dominates. Additionally, there are po- litical battles among some of the se- nior leaders. This conflict filters down to middle management and below. How can a middle manager fairly lead his or her staff without limiting his or her own advancement? Leadership The managers at PRI seem to relate to their constituencies from an amoral orientationalthough willful wrongdoing probably does not exist, little, if any consideration is given to the moral implications of decisions and actions. PRI manag- ers often act without consideration of or concern for the consequences of their actions for other stakehold- ers; instead, they operate on the basis of the "ends justifies the means." The egotistical nature of the organi- zational culture feeds into this style of leadership. Motivations that drive managers' actions include power, ego, and economics. The leadership has a short-term focus and lacks trust or long-term relationship-building qualities. What's Written PRI offers a new flextime condensed workweek available to all employees, with manager approval (created by Human Resources). 332 6. Based on the case study of PRI - PR. From the textbook Page 334 2nd dilemma entitled "Get to know the individual inside their roles and positions. How would you (Galen Business Ethics student) JUSTIFY (use justify as Keyword) the manger and a PR person in these actions? Answer: 7. Based on the case study of PRI PR. From the textbook Page 334 - Dilemma Unrealistic Financial Forecasting. Analyse (key word) as a Galen Business Ethics student how you would approach ethically this dilemma as the manager and a PR person for this company? Answer: 8. From the textbook case study question #2 page 334. How would you fit at PRI as an employee? Do your "ethics match the company's ethics? Embed your dialogue through Contrast (Contrast key word). Answer: fect" for you... but that the 50% fee Comments and Afterthoughts is a lot of money. We are only aware of this case because the employee informed PRI. There may Reality: What Happened be many cases of which PRI is unaware. Together, the employee and Client L approached PRI'S CEO. Dilemma 6: Unrealistic Financial Fore- The 50% fee was waived in exchange casting The senior management team for increased business for PRI. is recognized and rewarded for business growth, organic growth of existing cli- Comments and Afterthoughts ents' accounts, and new clients. In order to appear successful, many of the senior This is a win-win situation and is rare. managers are overly conservativethat There are three clients that currently is, they "sandbag" or low ball their fore- owe PRI fees for employee recruitment. casts of clients' planned spending with Since the client relationships have been the agency. Then when actual revenues terminated, PRI has little leverage for are higher than originally planned, the collection. Legal suits have been filed in senior manager looks like a hero and is these three cases. awarded a bonus accordingly. 331 What's Written Dilemma Forecasts should be accurate for the good of the company. Dilemma Your boss does not support this plan and has an adversarial relationship with the head of Human Resources. A staff member has requested a con- densed workweek. . You know that approving this request may be a career-limiting move for both you and the staff person in this "face-time" culture. Your bonus is based on increased ac- tivity from the annual forecast of the organic growth of existing clients (as well as new business). All your clients have increased their budgets for next year. If you claim this in the annual fore- cast, you will need to grow the busi- ness even more over the year to realize your bonus. Reality: What Happened The manager encouraged the staff person to wait 90 days and see how other staff members manage their workload on this plan. The manager suggested to the boss that the staff person participate in Reality: What Happened Reality: What Happened Sandbagging! Results: A scramble to hire more staff, inappropriate expense planning, and overall inaccurate information for decision making. The manager suggested to the boss that the staff person participate in the flextime plan as a show of sup- port for the CEO (self-promotion). The boss said, "NO!" Comments and Afterthoughts The reward system needs to be changed to encourage behavior that is desired- namely, accurate forecasting. Comments and Afterthoughts Employee participation in this flextime program is less than 5%. The corporate culture is contradictory to a traditional 40-hour week, much less a flexible 40-hour week. The regular week is 50 plus hours of face time. PRI's Ethical Profile Dilemma 7: Promised Versus Re- alized Employee Benefits This is a dilemma of cultural conflict. As in many companies, PRI has a "face- time" culture. The senior leaders paid their dues by working long hours and, consequently, expect their junior staff members to do the same. Although PRI presents itself as a results-ori- ented agency, the "face-time" culture dominates. Additionally, there are po- litical battles among some of the se- nior leaders. This conflict filters down to middle management and below. How can a middle manager fairly lead his or her staff without limiting his or her own advancement? Leadership The managers at PRI seem to relate to their constituencies from an amoral orientationalthough willful wrongdoing probably does not exist, little, if any consideration is given to the moral implications of decisions and actions. PRI manag- ers often act without consideration of or concern for the consequences of their actions for other stakehold- ers; instead, they operate on the basis of the "ends justifies the means." The egotistical nature of the organi- zational culture feeds into this style of leadership. Motivations that drive managers' actions include power, ego, and economics. The leadership has a short-term focus and lacks trust or long-term relationship-building qualities. What's Written PRI offers a new flextime condensed workweek available to all employees, with manager approval (created by Human Resources). 332