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Essay / Research Paper Abstract
This 3-page paper focuses on the article "Values added: Rules and values in ethical decision making," by Verschoor and Ponemon. In addition to reviewing the article, this paper also discusses ethical behavior evidenced by Boeing in the espionage case concerning rival Lockheed. Bibliography lists 2 sources.
Page Count:
3 pages (~225 words per page)
File: D0_MTethfin.rtf
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Unformatted sample text from the term paper:
more than corporate rules. In fact, they note, there are frequently situations for which there may not be applicable rules (Verschoor and Ponemon, 2000). Even in those situations in which
four steps might be used to reach an ethical decision on an answer, the only thing an employee might realize is - he/she has an ethical dilemma on his/her hands
(Verschoor and Ponemon, 2000). And when an employee is faced with a legitimate situation in which his/her values might comply with a corporations rule or accepted practices; corporations may not
appreciate the fact that an employee isnt following the rules (Verschoor and Ponemon, 2000). But then again, such a corporation isnt likely to retain the loyalty of either employees or
stakeholders (Verschoor and Ponemon, 2000). Bending accepting accounting practices, even if the reasons seem right at the time, is "at best, shortsighted and, at worst, potentially destructive," the authors note
(Verschoor and Ponemon, 2000). Enron provides a perfect example of the bending of Generally Accepted Accounting Practices - much of society is still feeling the fallout today, two years after
the company imploded, taking its employees and stockholders down the drain. Although Enron technically did no wrong in burying its debt in other companies, it wasnt the moral or ethical
thing to do, either. When the truth came out, the stock slid quickly, bankrupting employees and investors almost overnight. Instead of rules,
the authors conclude, the corporation needs to consider the actual dilemma and articulate the decision-making rationale for such - especially the rationale for moving toward breaking a rule or practice
(Verschoor and Ponemon, 2000). In such a case, employees can ascertain if they actually work for employers that share ethical values --and a negative answer to the question can help
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