EthicsandIntegrityinBusiness:NavigatingEthicalRisksandTransgressionsintheWorkplaceCase F

CaseF:PreferentialTreatmentinExchangeforBusinessOpportunities

Andrea'sstrongperformancecontinuedtogetrecognizedandshewaspromotedtoSeniorManagerofaproductline-herfirstpositionwithinternationalresponsibility.ShemanagedacoregroupintheUnitedStates,withsmallfledglingEngineeringCenters(ECs)inthreedifferentcountries.Therewasalotofpressure on her business unit - and on her - to grow these operations, so she spent a lot of time travelingtothedifferentECsandmeetingwithherregionalteams.EachregionalEChadadirector,allofwhomreporteddirectlytoAndrea.

Inoneofhervisits,Andreaparticipatedinameetingwiththelocalgovernment.Hercompanywasvyingwithtwootherelectronicscompaniesforasignificantcontractworthmillionsofdollarsinsalesoverseveralyears.ThemeetingwentverywellandAndreawasimpressedwiththerapportSamuel(herdirectorfor thatregional EC,anda localnationalof thatcountry)had withthelocal governmentofficials.

Astheywereshakinghandswiththegovernmentofficialsattheendofthemeeting,Samuelturnedto the most senior-level official in the government delegation and said, "And don't forget to send me yourson's resume and I will see that it gets prompt attention." The senior-level government official replied,"Thank you, Samuel. I appreciate anything you can do. And, I will also see that your bid for this businessgetsappropriateconsideration."

Andrea'seuphoriafromthegreatandproductivediscussionsimmediatelyturnedtouneasiness.Althoughshehadnoproofofanywrongdoing,theconversationbetweenSamuelandthesenior-levelofficialseemedwaytoointimateandfelttoomuchliketherewerespecialfavorsbeingexchanged.Afterthinkingthroughitalittlemore,sheconsideredthatperhapsshewasoverreactingand,eventhoughthatmightseemwrongintheUS,perhapsitwasanaccepted"norm"inthisculture.Shewastoouncomfortabletorespondduringtheconversation;instead,shedecidedtothinkonherownaboutwhat,ifanything,todo.

AndreaandSamueltookthegovernmentofficialsouttodinnerthatevening.Afterdinner,whenAndreaand Samuel were alone, she asked Samuel about the earlier exchange regarding the senior official's son.Samuelseemedatfirstalittleputoff,butthenreplied,"Andrea,Iunderstandyourconcern,butthisisnottheUnitedStates.IntheUS,therearemanylawsandevencustomsthatworkfinefortheUS,whichIfullyunderstand,butwearedifferenthere.Iguaranteetheothercompaniesbiddingonthisprojectaredoingalot more to supplement their technical proposals. I can also tell you his son is a fine young man and wouldmakeagreatemployeeonourteam."

This didn't make Andrea feel any more comfortable; in fact, it made her feel more ill-at-ease. SherealizedthenthatanypotentialactionsshetookweretotallyuptoherandwouldnotnecessarilyhaveSamuel'ssupport.Inaddition,theycouldcompromisethegoodrelationshipshercompanyhadestablished,throughtheworkofSamuelandhisteam,withthelocalgovernment.Shewentbacktoherhotelbar,ordereda glass of wine, sat in a corner booth by herself, and pondered her next course of action.

Question:

As a manager critically examine, summarize and recommendation for the situation analysis