Read the case and answer following questions: ~( please make sure you answer every part)

1. For the main actors, identify, analyze and support your analysis on the individual factors affecting the past and present behaviors of the main actor (person you are in the scenario), including but not limited to discussion on the influences on these parties of:

• Stage of moral development
• Moral Philosophies
• Ego Strength
• (include all areas from the PPT on individual characteristics)
• (also include any other areas that you think are important/valuable)

2. For each of the other direct stakeholders, identify, analyze and support your analysis on the individual factors affecting the past and present behaviors of the direct stakeholders, including but not limited to discussion on the influences on these parties of:

• Stage of moral development
• Moral Philosophies
• Ego Strength
• Demographic variables
• (include all areas from the PPT on individual characteristics)
• (also include any other areas that you think are important/valuable)

3.Identify, analyze and support your analysis of the individual factors potentially affecting the indirect stakeholders, as appropriate.

4.Identify, analyze and support any future considerations of the individual factors, not previously covered, impacting any of the parties discussed.

5. Based on your analysis of the individual factors affecting yourself (the main actor) and all stakeholders.

6.What is your appraisal of the likelihood of you (aka the main actor) acting accordingly to:

• Your ethical standards?
• To the combined, balanced stakeholders' view of ethical standards?

7. What steps would you recommend to you (aka the main actor) and other stakeholders who have agency (choice) in this situation in order for you to uphold:

• What you feel is the highest ethical behaviour?
• What you believe is a balanced stakeholder perspective on ethical behaviour?

Case A Oil Taxi1 Oil Taxi was started about 15 years ago in the area of Fort MacKay, Alberta, which is situated just south of the Fort McKay First Nation's land and approximately 60km north of Fort McMurray, AB. The economy in the area is dominated by the oil industry because of the prominence of oil sands in the area. About 15 years ago, Albert MacBride wanted to find an entrepreneurial solution to serve the oil industry's growing demand in the area. On a visit to Fort McMurray, he happened to be near the main railway station and observed as the oil companies struggled to get their equipment and oil shipments efficiently on and off the train. Many of the workers were standing in place as it took nearly two hours for the handful people who had the training to move the equipment arriving and the oil containers. The majority of the drivers and other oil company employees were at a standstill during the loading/unloading process. From that experience, Albert's idea of an Oil Taxi was born. Albert put all of his savings into starting a new company. Oil Taxi focused on making crude oil containers easier to move on and off the train and on and off the trucks carrying the oil to the train. His unique design was easy to fabricate and worked as an attachment to most company's existing equipment and carriers. His company started with 34 people who could fabricate their main product the Oil Taxi. Because he met a real industry need, his business grew quickly in the first 5 years and then again 9 years after being founded. Oil Taxi now had 300 people working in five locations in Alberta. Oil Taxi continued to service the Fort McMurray area as well as other prominent oil industry areas throughout Alberta. Given the rural nature of the area, Oil Taxi had become the second most prominent employer in northern Alberta. Second only to the main oil company working in northern Alberta. Unfortunately for Albert and his employees, the oil industry was starting to decline because of increasing regulations on oil and gas companies and because of the trend in many parts of Canada towards electric cars and the use of other renewable energy sources. Oil and gas waslosing its iron-grip on the economy. This impact, in turn, was trickling down and affecting Oil Taxi. Over the last three years, they had seen a combined decrease of 48% in their annual prots. Albert and the other top managers, all of whom were committed to providing sustainable employment for their employees, had cut their own divisions' spending budgets and even taken pay decreases to keep all of the current employees on. These cuts had been felt throughout the organization. A prime example of this was when Albert and Chief Operating Officer, Owen, made the decision for the company to no longer pay for some of the safety gear that employees were used to wearing on the job as well. As well, Albert and Owen decided to cancel any unrequired safety trainings. Albert, Owen and the other top managers made sure that Oil Taxi paid for what they felt was the legal requirement for work safety standards, but they no longer provided full safety kits as some of the items extremely costly, but not necessary. This had been a hard decision because Albert and his top managers had always been committed to go above and beyond for their employees. What's more, about four months ago, Albert and his HR top manager, Sandra, had made the tough decision to cut back hours by eliminating one of the three shifts, moving down to two shifts per day. 1 Other than the names of the cities, the name of the Fort McKay First Nation and the presence of oil companies in northern Alberta, all of the information in this case is fictional. Any resemblance to real people or situations is purely coincidental. Even though the [LomJine employees hadn't lost anyjobs, the shift changes made them feel insecure about theirjob security, not to mention they already felt harddoneby for having to buy some of the safety gear out of their own pocket. There were budding discussions of unionizing amidst the employees. They wanted job security and they wanted to feel safe doing theirjobs again. Albert and Sandra had both heard the rumors of unionizing and were concerned about what to do next. Albert couldn't guarantee the job security that the employees wanted because he couldn't see the oil and gas industry changing much in the next few years. And as for the safety equipment, while he had been reluctant to cut these expenditures three years ago, the company had been able to stay aoat because they were saving upwards of $400,000 annually from choosing to do the minimum in terms of providing safety equipment and safety trainings. That was equivalent to nearly 12 employees' fulltime salaries on the frontline. He couldn't cut more from the top managers' salaries or he was certain they would seek employment elsewhere, leaving a huge human resource gap at the top. He knew that if he had to cute 12 employees to pay for the safety gear and W it would mean layoffs in the Fort MacKay ofce, which was his hometown. Twelve people in Fort MacKay was almost as much as 20% of the town's population. The impact would have a ripple effect in the lives ofthese employees. Right now, only about 50% of Fort MacKay was even employed full-time, so laying off employees in Fort MacKay would really be a hit to the whole Fort MacKay community. The reduction in tax dollars from oil and gas companies moving out combined with the loss ofjobs in Fort MacKay could lead to the one K12 public school in the area shutting down. As several of the teachers in the Fort MacKay's K12 school were also employed at least parttime with the Fort McKay First Nation's schooling system, losing their primary income from the Fort MacKay public school would be personally devastating, possibly even leading to relocation and deserting their roles with the Fort McKay First Nation's school. Consequently, the impact on these teachers, especially if they chose to relocate would have widereaching impacts for Fort MacKay and the Fort McKay First Nation's educational systems. He wanted provide more for his employees, he was desperate to keep Fort MacKay as above ground as possible, and he didn't want to put the school system in a vulnerable position, but he just couldn't figure out how to make things work. If he gave all the employees what they wanted (above what he was required to give), he would have to sacrifice a W in an economically and educationally vulnerable community. If he didn't give the workers what they wanted, then he risked them unionizing, which could be higher demands for salary, job security and safety equipment, which could potentially mean more employees were laid off and the necessary cuts might lead to him losing key top managers. Albert couldn't find a way forward that didn't feel wrong