AN ETHICAL DILEMMA*As Lavonda sat in the Ethics Office of the vice president ofEmma-Action Pharmaceuticals (EAP), she was worried. Becauseshe was new in the company and didn't know the unwrittenrules, the chain-of-command philosophy, and the employeesand associates around her very well, her time in the office wasvery uncomfortable. Given how well things had started, it waspainful for her to remember how she had gotten here.Lavonda had been lured away from her last companybecause of her expertise in the pharmaceutical industry andher early success in management. Out of college just threeand a half years, she had gotten out of the gate remarkablyquickly. She had helpful mentors, challenging tasks that sheexcelled in, and came in below budget on each assignment.Lavonda was typically described as effective and efficient; infact, at the last company, they even started to call her "E"But the lure of a six-figure salary, the encounter with Allen(her future boss at EAP), and the chance to be close to herelderly mother made it nearly impossible for Lavonda to say no.She loved her mother and, being an only child, felt responsiblefor her. Her mother once said that she would prefer to take herown life rather than move to a nursing home.In the beginning, Lavonda's immediate supervisor,Allen, had been very charming and taught her about thecompany, its products, the salespeople, and the politics.She knew from experience that she would have to earnthe respect of the salespeople she would manage, all ofwhom were 10 years her senior, and the fact that thesemen had never had a female boss was just another hurdleto overcome. Allen had helped her find a nice house in agood neighborhaod, had assisted with the moving, andeventually had become more than her superior. The monthsslipped by, and their relationship had become close"to thepoint where they began to discuss living arrangements.And then something strange happened-she heard a storyabout Allen and Karline.Karline, who had come to EAP six months prior toLavonda, worked in Human Resources, and in a few shortmonths she had become head of the HR department at EAPamidst rumors of Allen "helping her get the promotion. Sixmore months passed, and Lavonda learned that the rumorsabout Karline and Allen were probably true. She heard thesame type of scenario that she had experienced for herself:friend, helping with housing, possible intimacy, and so on.The rumors became so intense that Lavonda confronted So now here Lavonda was, about to meetwith the vice president of ethical affairs. As she gotup from the chair, she pondered her alternativesand what had led her there. In school she hadlearned that each company had its own individualcode of ethics, but she didn't know the reality ofthe code at EAP until it was too late.2. Discuss Lavonda's alterratives and possibleprofessional and prhate outcomesfor her.3. Is Allen in violation of sexual harassment andor sexual discrimination laws in the UnitedStates?4. Certainly Allen has damaged Lavondasperformance levet however, discuss whetherhe has created a legally hostle workQUESTIONS • EXERCISES1. Keeping in mind the facts and timeline of thissituation, discuss Lavonda's situation in termsenvironment.*This case is strictly hypothetical any reremblance to ealpersons, companies, or situations e concidentaof legal and ethical issues.

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AN ETHICAL DILEMMA*As Lavonda sat in the Ethics Office of the vice president ofEmma-Action Pharmaceuticals (EAP), she was worried. Becauseshe was new in the company and didn't know the unwrittenrules, the chain-of-command philosophy, and the employeesand associates around her very well, her time in the office wasvery uncomfortable. Given how well things had started, it waspainful for her to remember how she had gotten here.Lavonda had been lured away from her last companybecause of her expertise in the pharmaceutical industry andher early success in management. Out of college just threeand a half years, she had gotten out of the gate remarkablyquickly. She had helpful mentors, challenging tasks that sheexcelled in, and came in below budget on each assignment.Lavonda was typically described as effective and efficient; infact, at the last company, they even started to call her &#34;E&#34;But the lure of a six-figure salary, the encounter with Allen(her future boss at EAP), and the chance to be close to herelderly mother made it nearly impossible for Lavonda to say no.She loved her mother and, being an only child, felt responsiblefor her. Her mother once said that she would prefer to take herown life rather than move to a nursing home.In the beginning, Lavonda's immediate supervisor,Allen, had been very charming and taught her about thecompany, its products, the salespeople, and the politics.She knew from experience that she would have to earnthe respect of the salespeople she would manage, all ofwhom were 10 years her senior, and the fact that thesemen had never had a female boss was just another hurdleto overcome. Allen had helped her find a nice house in agood neighborhaod, had assisted with the moving, andeventually had become more than her superior. The monthsslipped by, and their relationship had become close&#34;to thepoint where they began to discuss living arrangements.And then something strange happened-she heard a storyabout Allen and Karline.Karline, who had come to EAP six months prior toLavonda, worked in Human Resources, and in a few shortmonths she had become head of the HR department at EAPamidst rumors of Allen &#34;helping her get the promotion. Sixmore months passed, and Lavonda learned that the rumorsabout Karline and Allen were probably true. She heard thesame type of scenario that she had experienced for herself:friend, helping with housing, possible intimacy, and so on.The rumors became so intense that Lavonda confronted So now here Lavonda was, about to meetwith the vice president of ethical affairs. As she gotup from the chair, she pondered her alternativesand what had led her there. In school she hadlearned that each company had its own individualcode of ethics, but she didn't know the reality ofthe code at EAP until it was too late.2. Discuss Lavonda's alterratives and possibleprofessional and prhate outcomesfor her.3. Is Allen in violation of sexual harassment andor sexual discrimination laws in the UnitedStates?4. Certainly Allen has damaged Lavondasperformance levet however, discuss whetherhe has created a legally hostle workQUESTIONS • EXERCISES1. Keeping in mind the facts and timeline of thissituation, discuss Lavonda's situation in termsenvironment.*This case is strictly hypothetical any reremblance to ealpersons, companies, or situations e concidentaof legal and ethical issues.

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