review a series of business scenarios involving ethical matters. You will then use those scenarios to determine whether the parties involved behaved ethically or not, as well as explain the impacts of the situation, what else may have affected the decision making, and how it could have been addressed more effectively.

Part 1

Using the case study from the Part 1 Scenarios document, address the following prompts:

• For each person in the scenario, did he or she behave ethically or unethically? Explain why, providing at least one scholarly resource to support your answer.
• How could this scenario have been addressed more effectively?
• What are the potential internal (leadership/management) and external impacts of this unethical behavior on the organization?
• Did organizational, positional, or personal power affect the ethical decision making of those involved? Explain why or why not?
• part 1 case study
• Alisha Anderson, Corinne Maddox, and the HR Executive A new CEO, Alisha Anderson, met with her leadership team to emphasize the importance of trust within their positions and to reiterate the need for the team to demonstrate trust throughout the company. She did this because employee morale had been quite low for some time due to a lack of trust in leadership and the staff feeling unsupported. After recent layoffs and the changing of CEOs, however, morale had hit an all-time low. After the meeting, Alisha also met privately with Corinne Maddox, who is an employee working under of one of Alisha's direct reports, an executive team member named Erwin Patel. Alisha and Corinne had a full discussion about moving Corinne into an office with a window, a privilege typically reserved for employees at the executive director level and above. After the meeting, Corinne went directly to HR to tell them that the CEO had approved her transition into a window office and HR needed to handle the move. The HR executive went immediately to Erwin and asked him if he knew about the move and if he had authorized it. Erwin hadn't heard anything about it, but he disclosed to the HR executive that he had recently been told by another member of the team that Alisha and Corinne seemed to be meeting alone in Alisha's office a lot lately. This same team member shared that she overheard Corinne having a hushed conversation in the break room during which she was bragging to another coworker about how she was going to "take full advantage of the dirt" she had on Alisha for as long as she could. This team member had expressed concerns to Erwin that Corinne was getting special treatment because of whatever secrets she knew about the CEO's personal life. When the HR executive addressed Alisha, she said, "Look, I authorized it, so there is no need to discuss anything further!" The HR executive and Erwin were concerned, but they weren't sure there was anything they could do. For this scenario, you will examine the behaviors of Alisha Anderson, CEO; Corinne Maddox, the employee; and the HR executive

Part 2

Using one case study from the Part 2 Scenarios document, address the following prompts:

• Does this business adhere to ethical practices? Why or why not?
• What are the potential internal (leadership/management) and external impacts of these business practices on the organization?
• part 2 case study

DS Clothiers, a sportswear company based in the UK, has gained worldwide popularity as the new high-fashion brand of comfortable yet elegant clothing separates for adults. Daphne Simms, the company's founder, is a young entrepreneur who has received much praise from business experts for her use of up-and-coming designers to keep costs low while providing these young creative self-starters a chance to break into the fashion industry. In addition, the company's social media team is known for being able to effectively reach its customer base. The company's social media presence, as well as its affiliation with a couple of pop stars and athletes, has gained them worldwide notoriety in a short time, with very little monetary investment. Recently, a popular fashion magazine received some information from a source inside the company about the foreign suppliers DS Clothiers was using, claiming that these low costs, combined with high prices, allowed the company to bring in enormous profits. After further investigation, the magazine ran a story about the labor conditions in these countries, where employees work for long hours at very low wages in sometimes dangerous environments. The source also described the unreasonable expectations set

for the company's employees, especially the social media team, claiming that employees are expected to be available 24 hours a day and work 70 hours a week on average. The magazine interviewed someone who claimed to have worked over 85 hours in a week. The board of directors immediately identified and fired the whistleblower. Those in leadership were divided on how to proceed. Some thought that it might be time for some changes, while others felt singled out and that the attention was unjustified because many other companies did the same things without issue. The company's sales took a major hit after the article went to press, and Daphne Simms immediately responded by issuing an apology on the company's website and social media platforms. She also did numerous media interviews to address the company's tarnished reputation. During this same time, in an effort to promote good business practices, DS Clothiers partnered with an organization located in the UK that promotes fair labor practices and environmental sustainability worldwide. The partnership raised some concerns in the business community, however, because the chairman of the organization, Thomas Simms, is Daphne's father.

Note: Be sure to reference at least two scholarly sources to support your work. Use the Walden Undergraduate Template to complete this Assignment.