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Essay / Research Paper Abstract
A 4 page research paper that uses C.A.T. analysis in order to evaluating the ethics of a business scenario. The modern world frequently offers situations where ethical considerations are mixed and complicated, particularly in the competitive world of capitalistic business. A C.A.T. Scan, or "case analysis template," provides a matrix that aids in isolating pertinent ethical consideration to a particular scenario (Goodpaster, Nash and De Bettignies, 2006). The following C.A.T. scan concerns the Lex Service Group, a British firm, and the repercussion of its sale, which resulted in the closing of their Portsmouth Depot. This analysis employs the ethical perspective of utilitarianism, as espoused by John Stuart Mill. Bibliography lists 2 sources.
Page Count:
4 pages (~225 words per page)
File: D0_khcatlex.rtf
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Unformatted sample text from the term paper:
provides a matrix that aids in isolating pertinent ethical consideration to a particular scenario (Goodpaster, Nash and De Bettignies, 2006). The following C.A.T. scan concerns the Lex Service Group, a
British firm, and the repercussion of its sale, which resulted in the closing of their Portsmouth Depot. This analysis employs the ethical perspective of utilitarianism, as espoused by John Stuart
Mill. According to Mill (2004), the utilitarian perspective judges the morality of an act by its effects or results, i.e., its utility. Basically, actions that are "good" bring pleasure or
happiness, and benefit to society. What is "bad" brings pain or unhappiness (Mill, 2004). As this indicates, the morality of an action is based upon the possible detriment or benefit
that it can bring to identifiable parties (Goodpaster, Nash and De Bettignies, 2006). C.A.T. Scan Describe--It was company policy for the Lex Service Group that whenever a job became
redundant, the company would find the employee a suitable position. Goodpaster, Nash and De Bettignies (2006) offer a detailed description of the situation, that is, the considerable market forces that
drove the company to the sale; the competing perspectives involved and how company executives agonized over what course of action to take. Eventually, they decided upon a plan that gave
roughly 12 percent of the displaced employees a change at relocation within the company. Forty percent would be hired by the new buyer. Employees in their 60s were offered early
retirement, with a sizeable bonus pension as compensation. Some attrition in employee numbers from disciplinary dismissals and "a bit of natural wastage" (Goodpaster, Nash and De Bettignies, 2006, p. 143).
Ultimately, this left 45 people who would have to be told that they were being made redundant. It was expected that many of them would refuse relocation. Those who did
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