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This 3 page paper uses a supplied case study to answer questions about the Chevrolet Corvair and about Ralph Nader's activism with regard to the car. There are no additional sources listed.
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3 pages (~225 words per page)
File: D0_HVCrvair.rtf
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uses a case study of the Corvair and Ralph Naders criticism of it to answer five specific questions about the issues surrounding the development and marketing of this car. Questions
Can the president or CEO of an organization disavow himself or herself of the illegal or unethical actions of subordinates? No, absolutely not. The head of an organization is ultimately
responsible for the actions of any members of that organization, even if he or she is unaware of them or did not authorize them, and even if the organization is
huge, like General Motors. This is one of the most basic principles of leadership: "Top management is quick to take credit-and be rewarded with huge bonuses-for a firms success; to
repudiate any responsibility for the organizations failings or misdeeds is hardly appropriate. So, the protestations of ignorance of the Corvair-Nader affair by top GM brass should in no way excuse
them" (Corvair-Nader case study). How can an organizations orientation be changed from short-term to long-term profit maximization? GM originally brought out the Corvair to try and compete with European sports
cars, especially the Porsche, for a fraction of the cost. This would seem to be a worthy goal, but one which is not necessarily urgent. GM would have had time
to develop the car and solve the problems, but its clear that they wanted to make as much money as possible quickly. And that led to their disgrace, because it
became clear to everyone that General Motors was putting short-term profits ahead of everything else, including the lives of their customers. They rushed the car into production and even when
their engineers warned them that there were problems with the design, they built the car and sold it-and people died when it proved unstable and overturned. This was a result
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