College of
Business
Administration
College of
Business
Administration
The Legal and Ethical Environment of Business
The first set of question relate to the `Johnson Controls' Case, in conjunction with Israel's article Leadership Values Enhancement as a Discernment Process for Change.
1) What do you see as the fundamental moral dilemma in the Johnson Controls case? Cast this in terms of the following formulation: The moral dilemma represents a conflict between ___________ and ___________ .
2) In your own words, briefly describe the issues within the Johnson Controls case. Frame these issues using the values set present within Friedman's argument...then re-frame the issues using the values set present within Dr. Israel's "Leadership Values Enhancement Model". Demonstrate how the company's response to the issues would differ using the two models (values sets).
3) As the director of human resources for Johnson Controls, would you support or change the policy on women performing lead-exposure tasks? What ethical justification can you provide for your position?
4) What ethical justification can be provided for giving--or not giving-- women the choice to accept the risk of exposure?
5) To what extent should a woman have the right to make decisions that will affect not only her health but the health of her unborn child? To what extent should a woman's consent to or acknowledgment of danger mitigate an employer's liability? What if a child born with lead-induced birth defects sues? Should the mother's consent apply as a defense?
6) The U.S. Supreme Court eventually decided Johnson Controls' policy was discriminatory and a violation of Title VII (International Union v. Johnson Controls, Inc. 5. At what times, if any, should discrimination issues be subordinate to other issues, such as the risk of danger to unborn children?
The second set of question relate to the Collin's article What Comes Next?:
1) What do you stand for?
2) Collins suggests "...we're going to see three significant changes in business because of what these people will create. Number one, we're going to see companies increasingly assume that what they stand for in an enduring sense is more important than what they sell. Second, I think we'll see a shift away from focusing on strategy to building mechanisms. And third, we're going to see people building companies that do not depend on charismatic leader."
Do you agree or disagree with Collins' claims? What evidence can you cite in support of your agreement or disagreement?
3) Collins argues that "[t]o put your core purpose to work, you need mechanisms--the practices that bring what you stand for to life and stimulate change."
Describe one mechanism which would bridge the link between purpose and practice in the organization for which you currently work.
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