Desperate Air

810 Words Jul 17th, 2012 4 Pages
Desperate Air: What would I do?

Management is often faced with ethical dilemmas that have no clear cut correct answer. In our case study, (1)Desperate Air, George Nash, Vice President of Real Estate faces a conflict of values similar to the CEO in Seglin’s article, “How to Make Tough Ethical Calls”. They both want to tell the truth and they want to protect their companies, their investors, their employees, and their own livelihood. Neither Mr. Nash nor the CEO conducted a through examination of the problem they faced. I believe the decision to remain silent made by both Nash and the CEO to be short sighted, based solely on short term profit, and would not have been the route I would have taken.

Given the same set of
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I would have used this information as in report to management to support my decision.

Nash also failed to consider the additional loss of consumer confidence and capital if the sale went through and Fledgling sued DAC for fraudulent misstatement about the condition of the property. Nash also failed to consider his social responsibility to the rest of the environment by not addressing the issue as soon as it was brought to his attention. Similarly the CEO failed to consider his responsibilities to the passengers that were flying on planes that could have lost power due to the malfunctioning product. I would have included these issues in a cost benefit analysis which would support my decision to management.

My management report to Benton Williams would include a brief summation of the information gathered by the team, a cost benefit analysis of closing the deal versus being forthright with the information we uncovered. If the land could be cleaned of toxic waste, I would recommend telling Fledgling of the problem and offering to clean it. If it could not be rectified or Fledgling walked away, I would recommend taking the property off the market. The potential damages in the form of costly

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