nstructions:
1) Read Chapter 4 in the required textbook about the concept of "whistle-blowing". Then accessthis web page from the NATIONAL WHISTLEBLOWER CENTER in the U.S. that gives a list of more than 50 people in high-ranking positions that were involved in a whistleblower activity:
2) answer these questions by posting on this discussion forum your answer of about 5-7 sentences (click the "add" button below to post your answer).
QUESTION 1: Of the list of whistleblowers,who is the person that you admire or you could admire for their heroic acts of whistleblowing? Why?
QUESTION 2: What ethical theory from the textbook (you can go back to Chapter 3 too) do you think applies in the case of this person?
QUESTION 3: Do some researchon social media sites or the internetabout that person that you chose for Question 1 and tell us what they are doing right now? Are they employed? Are they still an activist? A good social media outlet for professionals where you can locate information about people is LINKEDIN.
Chapter 4 Whistle-Blowing © 2012 Pearson Education, Inc. All rights reserved. What is Whistle Blowing? • Whistle-Blowing – The release of information by a member or former member of an organization • Evidence of illegal and/or immoral conduct in the organization • Conduct in the organization that is not in the public interest © 2012 Pearson Education, Inc. All rights reserved. The Loyal Agent Argument • The Loyal Agent Argument is – An argument against the right of an employee to blow the whistle because • An employee is an agent of an employer – The main obligation of an agent is to act in the interest of the principal © 2012 Pearson Education, Inc. All rights reserved. Exit, Voice, and Loyalty • In Albert O. Hirschman’s book Exit, Voice, and Loyalty, he states – Members of organizations can respond to dissatisfaction by • Leaving the organization • Speaking up and making the dissatisfaction known in the hope of bringing about change © 2012 Pearson Education, Inc. All rights reserved. Exit, Voice, and Loyalty • Hirschman writes, loyalty is – A factor that keeps people from exiting an organization and activates the voice option • According to Hirschman, those who speak up are the most loyal – They want to get organization back on the right track © 2012 Pearson Education, Inc. All rights reserved. Existing Legal Protection • Civil Service Reform Act of 1978 prohibits retaliation against – Federal employees who report instances of waste and corruption in government • It also set up the Merit System Protection Board (MSPB) – Receives and acts on complaints of retaliation © 2012 Pearson Education, Inc. All rights reserved. The Arguments against Whistle- Blower Protection • Whistle-blowing might be used by employees to: – Protest company decisions or to get back at their employers – Cover up their own incompetence or inadequate performance © 2012 Pearson Education, Inc. All rights reserved. The Arguments against Whistle- Blower Protection • Legislation protecting whistle-blowers – Would encroach on the right of employers to conduct business as they see fit • Would add another layer of regulation to the existing legal restraints on business, – Making it more difficult for managers to run a company efficiently © 2012 Pearson Education, Inc. All rights reserved. The Arguments for Whistle-Blower Protection • If whistle-blowers come forward – Dangers to the public will be brought to light • We have a moral right to the freedom of speech and should be protected. © 2012 Pearson Education, Inc. All rights reserved. Benefits and Dangers of a Policy • Benefits – Company learns about problems early • Can take corrective action before the problems become public – Affirms a company’s commitment to good ethics • Creates an ethical corporate climate © 2012 Pearson Education, Inc. All rights reserved. Benefits and Dangers of a Policy • Dangers – Encourages employees to report on each other – Can create an environment of mistrust and intimidation © 2012 Pearson Education, Inc. All rights reserved. Components of a Whistle-Blowing Policy • An effectively communicated statement of responsibility • A clearly defined procedure for reporting • Well-trained personnel to receive and investigate reports • A commitment to take appropriate action • A guarantee against retaliation Chapter 5 Trade Secrets and Conflict of Interest © 2012 Pearson Education, Inc. All rights reserved. Trade Secret Protection • Trade Secret – Information used in the conduct of a business that isn’t commonly known by others • Examples – The ingredients/chemical composition of a product – The details of a manufacturing process © 2012 Pearson Education, Inc. All rights reserved. Trade Secret Protection • Confidential Business Information – Information concerning specific matters which are kept secret • Not used to manufacture anything or provide a service • Example – The salary of an employee © 2012 Pearson Education, Inc. All rights reserved. Trade Secret Protection • Economic Espionage Act of 1996 (EEA) – Made the made the theft of trade secrets a federal offence – Intended to prevent the theft of trade secrets for the benefit of foreign governments © 2012 Pearson Education, Inc. All rights reserved. Trade Secrets as Property • Ownership of a trade secret does not confer a right of exclusive use. • It is a right to not have the secret – Misused or wrongfully acquired by others • Once the information is widely known, it ceases to be a protectable trade secret. © 2012 Pearson Education, Inc. All rights reserved. Noncompetition Agreements • Noncompetition Agreements – Restrict an employee from working for a competitor after leaving a company • For a certain period of time • Within a given geographical territory © 2012 Pearson Education, Inc. All rights reserved. Confidentiality Agreements • An explicit contractual obligation – Is more stringent than the obligation of confidentiality that employees have as agents • By relying on an enforceable obligation of confidentiality – Companies place unnecessary restraints on employee mobility and career prospects © 2012 Pearson Education, Inc. All rights reserved. Competitor Intelligence Gathering • Unethical methods for gathering competitor intelligence are: – Theft and Receipt of Unsolicited Information – Misrepresentation – Improper Influence – Covert Surveillance © 2012 Pearson Education, Inc. All rights reserved. Conflict of Interest • Conflict of Interest occurs when – A personal interest interferes with a person’s acting • So as to promote the interests of another © 2012 Pearson Education, Inc. All rights reserved. Actual and Potential Conflicts of Interest • An actual conflict of interest occurs when – A personal interest leads you to act against the interests of • Someone whose interests the you are obligated to serve © 2012 Pearson Education, Inc. All rights reserved. Actual and Potential Conflicts of Interest • A potential conflict of interest occurs when there is the possibility that a person will – Fail to fulfill an obligation to act in the interests of another • Even though the person has not yet done so © 2012 Pearson Education, Inc. All rights reserved. The Kinds of Conflicts of Interest • There are four kinds of conflicts of interest: 1. Exercising biased judgment 2. Engaging in direct competition 3. Misusing a position 4. Violating confidentiality © 2012 Pearson Education, Inc. All rights reserved. Managing Conflict of Interest • Major means that can manage conflicts of interest – Objectivity, avoidance, or disclosure – Competition – Rules and policies – Independent judgment – Structural Changes Chapter 6 Privacy © 2012 Pearson Education, Inc. All rights reserved. Challenges to Privacy • The Freedom of Information Act (FOIA) was passed in 1966. – Intended by Congress to make government more accountable for its actions • Unfortunately it compromised the confidentiality of information about private individuals © 2012 Pearson Education, Inc. All rights reserved. Workplace Monitoring • Efforts to improve employees’ well-being can undermine their privacy • Wellness programs result in the collection of medical data. This data can be used – To terminate employees or defend against workplace injury claims. © 2012 Pearson Education, Inc. All rights reserved. Workplace Monitoring • Employee Assistance Plans (EAPs) – Help in handling personal problems and drug addictions – Information gained held in confidence, but is available for company use when an employee • Files a workplace injury claim, sues for discrimination, or wrongful discharge © 2012 Pearson Education, Inc. All rights reserved. Consumer Privacy • Concern about consumer privacy has focused primarily on – The gathering and use of information in database marketing • This information may be used in many ways including the making of offers that – Are tailored to appeal to specific customers © 2012 Pearson Education, Inc. All rights reserved. Consumer Privacy • Direct Mail – Being placed on a mailing list according to your characteristics • Benefits – It is low cost for the companies – The consumer gets offered things of interest to them © 2012 Pearson Education, Inc. All rights reserved. Issues in Consumer Privacy • Primary use of information – Information we provide for a purpose • Secondary use of information – The use of information for some other purpose than what it was provided for © 2012 Pearson Education, Inc. All rights reserved. Definitions of Privacy • The right to be left alone • Control over information about ourselves • The condition of not having undocumented personal knowledge – About one possessed by others © 2012 Pearson Education, Inc. All rights reserved. Utilitarian Arguments • Utilitarian arguments appeal to consequences. – Harm is done to individuals when inaccurate or incomplete information collected © 2012 Pearson Education, Inc. All rights reserved. Kantian Arguments • Kantian themes in defense of a right to privacy are: – Autonomy – Respect for persons. © 2012 Pearson Education, Inc. All rights reserved. The Privacy of Employee Records • The task of justifying a right of privacy consists in both – Demonstrating the value of privacy –