Chapter 3 of 'Ethics for Managers focuses on the philosophical foundations of ethical decision-making, such as moral relativism, deontology, utilitarianism, virtue ethics and care ethics. It also stresses the importance of balancing ethical considerations with business realities, such as the need to remain profitable and meet customer demands (Gilbert, 2016, pp. 27-43). The chapter then considers different ethical problems, such as conflicts of interest. Finally, it offers strategies for making ethical decisions in difficult situations. By realizing these viewpoints and how business realities affect ethical choices, readers gain valuable insight into ethical dilemmas in the workplace.

In my previous work, Our managers have regularly informed us about the need to avoid fraud, waste and abuse of our time and our behavior during work. Furthermore, we were always threatened with being fired for questioning anything. However, when it came to our counterparts, "fraudulent Waste and abuse" seemed wrongly one-sided. If we raised our concerns, our employers responded with a dismissal: "If you do not like it, there is the door." It is unfair for an employer to threaten to fire employees for questioning their practices while turning a blind eye to the fraud and waste of their colleagues. In this field of work, because the pay is very lucrative and competitive, most of us stay quiet and watch as the hypocrisy happens because the position is "at will." This means that the employer can fire for any reason without liability.

In this particular case, I could not see any other way around the dilemma because the job was competitive and required certifications to obtain the position. There is also a list of people in reserve ready to fill the position if needed. Most of these contracts also have employees sign NDA's before entering and/or exiting employment.

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