hello, can someone please answer questions ( A,B) regarding this case study but my part is exercise 3

only.

answe (A,B) only.

answer regarding exercise 3 only.

1. Ten years ago, the International Development and Assistance Agency (IDAA) established a field oflice in Telan. the capital city of Ruritania. Ruritania is a relatively new country, having established its independence caly 15 yean ago. Since then Runitania has been struggling in its efforts to transition from a closed, commenand-directed state economy with litfle or no political freedom to a democracy with a market-bused economy. With its infrastructure and economy in shambles after many years of foreign domination and economic mismanagement, Puritarian officials are exifemely ancious to obtain both developmental assistance and foreign direct investment (FDI). Annual per capita income in Ruritania has been estimated by the IMF to be about 51500 . II. The new Country Director of the IDAA Country otfice in Telan is Milos Tyson, a specialist is macroeconoenic analysis. In a career in the IDAA spanning ever 20 years, Mr. Tyson has become widely recognized as one of the leading experts in his field, and has a repertation as an extremely hard-workiag perfectionis. His prior assignenents with the IDAA have all heen as an analyst, this is his firs assignment as a manager. III. Prior developenent peojects in Ruritania underwrittea by the IDAA have seen nsere than their share of problems, with coot overruns and long delays being move the norm than the exeeption. Before leaving for his new assignment, Mr. Tyson resetved a background bricfing from officials at the lieadquarters of the IDAA, where it was stressed that he was being given the assignemem as part of an effort to impeove performance on IDAA projects in Ruritania. He was advised that the former Director of the field office had recently been tiven a lateral transer to a staff assienment "more in keeping with his talents and abilities". He was also informed of rumots of considerable sqaff disscnsioe within tbe Telan field othec. As ambitioes as be was hard-working, he pronatsed himself that be would be successiul, no manter what it took: IV. Ruritania has considerable ol and natural gas reserves, but a very limited pipeline and refincry infrastrusture. The Board of Dirociors of the IDA has approved the Developmeed Assolation (DA) eredin for tbe firs phase of a possible malti-phase progect to build a 75 mile pipeline from one of the major ofl and gas fields to the Ruritanian seapot of Beloch and to construct a terminus at the port for trans-shipping crude oil and fatural gas so large ocean-going tankers. V. The overall project has been estimaned to cost 5400 million. The initial phase of the project, approved for $30 million, is composed of three sub-projects. The first subproject is to conduet an in-depth macroeconomic analysis of the economic viability of the project and the impact oe the Ruritanian cconomy if the full-scale project ware to be approved and coniplened. If this analysas is positive and the assessment is approved by the Board of Directors, the second sub-project contemplated is to conduct the necesary and appropriate enviroemental analysis of altetnatives and to obtain the necessary approvals from the Ruritanian Ministry of Ecology. The firal sub-project of the initial phase is to obtain an initial engineering design for the pipeline and port temminus. VI. The Ruritanian Manasement Usit (RMU) has been placed in overall charge of the project. The RMU is beaded by Sergei Kerinski, a foriner besiness associane of Nicholai Mestov, the Presidect of Raritania. Nicholai Mostev is a former "apparachnik" who became extremely wealihy during the chaotic process of privatizing state-owned enterprises ia the period imandiancly followisg Ruritantan independence. He was elected as President two years ago ce a reform platform, vowing to root out corruptive and to implement an ambitious program of ecobomic development and weial reform To date, there has been litle progress. In a recem speech, President Mostov hailed the pipeline and terminus proyect as "an historic opportunity to stimulase eur sconomy and attract billioes of dollars of foreign imvestment. Assignment Participants will be broken up into groups. Each group will elect a chairman. The scenario has been divided into seven exercises. For each exercise, the participants' responsibility will be to do the following: a. Identify situations that amount to "red flags" or raise concerns about ethics and integrity. Explain why each set of facts is a "red flag". b. For each "red flag", outline the ethical dilemma, the values at stake, the stakeholders, and the possible responses. Relate the dilemma, values, and responses to an ethical framework - including the formal World Bank values and Code of Professional Responsibility, but including as well as other ethical norms, particularly emerging global norms and best practices. Analyze the pros and cons of each possible response, and recommend the preferred response. Explain why the preferred response is both ethical and practical. Identify steps that could have been taken to avoid or mitigate the ethical dilemma. VII. Upon arrival at the Telan International Airport, Mr. Tyson was greeted by George Baker, the Acting Director of the Telan Country Office, and a delegation of Ruritanian officials, headed by Sergei Mostov. The group moved immediately to a private VIP lounge in the airport, where a sumptuous buffet awaited them. During his welcome speech, Minister Mostov spoke glowingly of the bright future for Ruritania that would result from gaining access to world oil markets, and promised every cooperation of the Ruritanian Govemment in ensuring the swift completion of the entire development project. VIII. After the ceremony, Mr. Baker and Mr. Tyson agreed that the first thing on the agenda was for Mr. Tyson to hold a meeting the next day with the entire staff of the Country office. Mr. Baker assured Mr. Tyson that "except for a few malcontents", the office was highly capable and professional, that reports of extensive staff dissension had been "greatly exaggerated", and were mostly due to the unrealistic attitude of the former Country Director, who had lacked appreciation of the "real world" and the difficulties of dealing with the Ruritanian Ministry of Finance. IX. The next day, Mr. Tyson arrived at the Telan Country Office, where the entire staff was in attendance. During his welcome speech, Mr. Baker praised Mr. Tyson as a "man who knew how to get things done" and who had the full support and backing of senior officials at Headquarters. Mr. Tyson then took the floor, and said that his first priority was to get the pipeline and terminus project "in high gear" so that he and the entire staff could demonstrate to the folks in Washington just how effective they were. He stated that he was committed to the success of the project, and would use all his energies to "overcome any obstacle" to ensure its successful completion. He concluded that he was prepared to work "night and day" to ensure the project's success, and that he was confident that the staff would be willing to do the same. X. During the initial meeting with senior staff that same day, Mr Tyson asked Mr. Baker why Georg Von Halstead, listed in the staff directory as the Operations Manager, was not present. Mr. Baker responded that Von Halstead was "just a technician" and that in any case he was one of the "malcontents", wasn't really a "loyal team player", and that there was a rumor that he may have submitted an anonymous complaint, spurious of course, of improper activities by certain staff members and problems with the pipeline and terminus project. Mr. Baker strongly advised Mr. Tyson to be "cautious" around Mr. Von Halstead, and not share any "sensitive" information with him. XI. The meeting then shifted to a series of progsess reports en the initial phase of the project. Mr. Karail, the project Task Manager, teported that the RMM was scheduled to award a contract for the condast of the macto-exponsic analyses within the next month of so. Because of the pecposed contract amount of 55 million, Mr. Karrai noted that prior review by the DDAA Regional Procuenenent Advioer was required, and that the bid evaluations were nearly cenpleted. Mr Karzai then noted that the RMU, in cober so minimixe potential delays, had decided that thcy wanted to proceed with the Envitonmental Assessment in a "reserved procurement" basis, and award the coetact estimuted at $4 million, to a Raritanian consulting fim called "Eowstudies". Mr. Karail statod that Ecostudiss was headed by Janos Blatvik, a former Minister, and that the asseument by the country offiee staff was that Ecostudies had "goed contacts" witlin the Ministry of Eoolegy aod had bete extremely effective in the past in conducting assesimertss and in obesining the necessary permits and permissions Mr. Karzai alwo stated that the RMU was cutronsly coefident that the macro-ccopomic analysis woald suppon the economic valoe of the overall pooject and that the necessary environmental permits would be obtained, despie cppositive from some "radical elements" characterixed as "pampered stualents and ebstructionists" who were opposed to any development and were "willing to let people starve in the naune of environmental absolutism", Accordingly, the RMU was coetempluting requetting approval for an "advance contracting and retreactive fitaocing" approach to the third sub-project, the engineering design for the pipeline and lerminas, even though the Bank had not committed to a loan for that pluse pending swecesuful compietion of the firs two subprojects. Mr. Tyson responded that he was impressed by the willinumess of the RMU to "Iean forward", and that this was the kind of "pet thing done" attitule be was hoping to find. Exercise 3 XII. Mr. Tyson returned to his office, very pleasod with what he had hearl. He was beginning to feet very confident that he woold be able oo "show the Regional VicePresideat what he coeld do4. Ar that poiat, liss secectry advised Mim that Mr. Voo Halslead was outside, requesting to see him. Albewigh he reealled Mr. Baker' 's warnibe. Mr. Tysun told her to show him in. Mr. Von Halsteat, who appeared emotionally upset, immediately launched inte a series of complaints about Mr. Baker and wamed that Ecostudies was a "sham company", and that their "rocond of success" had more to do with payments to officials of the Mimistry of Eeology than to high quality work. Mr. Tyson asked him why he had that vicw of Econstadich. Mr. Von Halstcad refosed to provide any speciffe evidence, saying har has information came from a "junior membet" of the Ministry of Ecology, who was in a -perition to lsow"- Mr. Von Halsead further stated that the socirec was very fearful of retaliation or cven asassination, and that he had made a soleme proenise of confidentialify to bis souree that be would never reveal his narse. Mr. Tyson was not impresied. He told Mr. Ven Halsead to coene back when be was calmed down, and thar he seeded to be pecpured to back ap any allegations with some hard evidence. After Mr. Von Halstead stomed eut, Mr. Tyson callod Mr. Baker to thank him ahout his waming, stating that Ven Halsecad had just left his office after engaging in a "tirade" that "wasn'I worth repeating", ceecps that Voa lalsead appeared to "have it in" for Mr. Baker. Mr. Tyson askod Mr. Buker lo bezin thinking about the steps they might noed to take to take care of the "Vee Halstead phublem