Read and understand the c-a-s-e scenario below Jerome, who oversees loss prevention at Westwind Electronics, inhaled deeply before he began arguing in favor of the modifications he was suggesting to the business' shoplifting policy. He was aware that persuading Michael would be challenging. Michael, the chain's president and CEO, is the son of the company's founder. It is still a family-run business with headquarters in Phoenix, Arizona. Along with the business, he also inherited his father's rigid moral code. Jerome said, "I think it's time to follow the example of other stores. He emphasized that the majority of other retailers didn't bother reporting shoplifters to the police or filing charges unless they had taken items worth more than $50 to $100. Michael's father had established a zero-tolerance policy against stealing when he launched the company, but Westwind still adhered to it now. Jerom wished to change that policy with one that only prosecuted people who were between the ages of 18 and 65, had committed theft of more than $20 in merchandise, and had never committed theft at Westwind before. He pushed for letting first-time offenders under the age of 18 or over the age of 65 off with a severe warning regardless of the value of their illegally obtained products. Arrests would be made for repeat offenders. Jerome noted that the neighborhood police were growing weary of being called to our stores every time a teenager put a CD in his jacket pocket. Every time he filed charges against a shoplifter who had made off with a $10 item, Westwind lost money. "And besides, we just can't afford the costs associated with prosecuting everyone." The business had to retain legal counsel and give workers overtime pay for their court appearances. To keep up with the workload, Jerome was also considering employing extra security guards. Passing on the costs of its zero-tolerance policy to customers wasn't really an option for Westwind because it was already engaged in a struggle it was losing with the mass retailers who were competing all too well on price. The people who are affecting the company the most are dishonest employees and those organized thievery rings, Jerome said. us. After Jerome finished his meticulously prepared statement, there was a lengthy pause. Michael reflected on the fact that his late father was an astute businessman and someone for whom honesty was a fundamental tenet. He would undoubtedly assert that theft is theft if he were around today and that imposing a minimum was equivalent to approving crime as long as it wasn't excessive. He regarded. with Jerome. "You know, we both have adolescents. Is this truly the message you want to convey, especially to children? You and I both know that nothing they enjoy more than pushing boundaries. If Westwind went under, many employees would be looking for another way to make a living. In his heart, Michael believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Michael then faltered as he found himself looking at the latest financial figures on his desk-another in a string of quarterly losses. After reading please answer the following questions: give 3 s-h-o-r-t and 3 l-o-n-g- -o-b-j-e-c-t-i-v-e- -b-a-s-e- -o-n- -t-h-e- -g-i-v-e-n- -c-a-s-e What is your opinion about the c-a-s-e scenario? (y-o-u-r- -p-o-i-n-t- -o-f- -v-i-e-w)
Read and understand the c-a-s-e scenario below
Jerome, who oversees loss prevention at Westwind Electronics, inhaled deeply before he began arguing in favor of the modifications he was suggesting to the business' shoplifting policy. He was aware that persuading Michael would be challenging. Michael, the chain's president and CEO, is the son of the company's founder. It is still a family-run business with headquarters in Phoenix, Arizona. Along with the business, he also inherited his father's rigid moral code. Jerome said, "I think it's time to follow the example of other stores. He emphasized that the majority of other retailers didn't bother reporting shoplifters to the police or filing charges unless they had taken items worth more than $50 to $100. Michael's father had established a zero-tolerance policy against stealing when he launched the company, but Westwind still adhered to it now. Jerom wished to change that policy with one that only prosecuted people who were between the ages of 18 and 65, had committed theft of more than $20 in merchandise, and had never committed theft at Westwind before. He pushed for letting first-time offenders under the age of 18 or over the age of 65 off with a severe warning regardless of the value of their illegally obtained products. Arrests would be made for repeat offenders. Jerome noted that the neighborhood police were growing weary of being called to our stores every time a teenager put a CD in his jacket pocket. Every time he filed charges against a shoplifter who had made off with a $10 item, Westwind lost money. "And besides, we just can't afford the costs associated with prosecuting everyone." The business had to retain legal counsel and give workers overtime pay for their court appearances. To keep up with the workload, Jerome was also considering employing extra security guards. Passing on the costs of its zero-tolerance policy to customers wasn't really an option for Westwind because it was already engaged in a struggle it was losing with the mass retailers who were competing all too well on price. The people who are affecting the company the most are dishonest employees and those organized thievery rings, Jerome said. us. After Jerome finished his meticulously prepared statement, there was a lengthy pause. Michael reflected on the fact that his late father was an astute businessman and someone for whom honesty was a fundamental tenet. He would undoubtedly assert that theft is theft if he were around today and that imposing a minimum was equivalent to approving crime as long as it wasn't excessive. He regarded. with Jerome. "You know, we both have adolescents. Is this truly the message you want to convey, especially to children? You and I both know that nothing they enjoy more than pushing boundaries. If Westwind went under, many employees would be looking for another way to make a living. In his heart, Michael believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Michael then faltered as he found himself looking at the latest financial figures on his desk-another in a string of quarterly losses.
After reading please answer the following questions:
give 3 s-h-o-r-t and 3 l-o-n-g- -o-b-j-e-c-t-i-v-e- -b-a-s-e- -o-n- -t-h-e- -g-i-v-e-n- -c-a-s-e
What is your opinion about the c-a-s-e scenario? (y-o-u-r- -p-o-i-n-t- -o-f- -v-i-e-w)
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