Ethical Decision-Making in An Organization

As soon as (after just more than 11 months of work on assessment project) the feasibility assessment for the new aircraft type was at last complete in draft form, the writer of this situation was a member of the team that presented the learn to the executive vice president from the company. The executive vice president was charged with reviewing the feasibility discover just before a final version of the learn was presented to the top management committee that would review the financial feasibility learn and make a recommendation on a future from the project that would accompany the presentation with the feasibility discover on the board of directors for their approval.

At this point, the assessment team, of which the writer of this case was a member, was aware that the projections indicated that financial breakeven would almost certainly arrive approximately 13 months later that the criterion established for the new aircraft model. The same cost causes that pushed the financial breakeven thing beyond the criterion time-point also contributed to slower sales projections for your new aircraft model mainly because the higher projected prices led to higher projected sales prices, and also the longer the time in between project launch and financial breakeven the greater was the effect of imputed price inflation in the economy.

Needless to say, the executive vice president, an ardent backer on the new aircraft model, was not happy with the draft version of the

 

The Choice and Evaluation in the Result

Reflection over a Past as an Indicator to your Future

My second option was to tell a member in the top management in whom I had trust of the real character with the financial feasibility discover being prepared, and leave further action on a matter to him

My third choice was to place my concerns in writing and submit them for the CEO

The ethical issue confronting the writer of this situation as being a member on the financial feasibility assessment team to your new aircraft type was regardless of whether to go on the financial feasibility assessment team leader and the executive vice president to acquaint all members of the top management committee with the situation. In essence, the message would be that that the directed changes for the financial feasibility assessment could not be supported by reasoned analysis (based over a extensive jobs performed).

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