Ethical Decision Making: A Framework for Managers

Question 1 

Daniel Terris has provided a new representation and assessment of a moral system at one of the global' largest protection for temporary employees. In the mid-1990s, there was a program that relied on a pre-parceled gaming console in which characters from the Dilbert animation were offered. This program was launched by Lockheed Martin's chief executive officer; Norman Augustine while he emphasized the responsibility of all specialists for the proper measurement of their actions can occupy deliberation from the seemingly more significant responsibility of top management and the ethical intricacies of decision-making. As a result, this impacted both the workers and the company itself (Terris, 2005). Today, organizations have their obligations to employees in spite of the fact they will be incapable of appreciating the efforts of workers who abide by the company's ethical standards. 

Lockheed’s high-ranking officials held firmly to the notion of creating a firm that offered a conducive working atmosphere that could better both the life and the conduct of every employee. The leaders supported the concept of conducting fair business dealings, and this resulted in the inception of Lockheed Martin ethics program that was steered and overseen by the defense industry initiative (DII) to make sure that the company engaged in fair business throughout each of the stakeholders (Terris, 2005). 

Question 2 

It does not matter the sector a business operates in; competition is everywhere. The world has turned into a full place as every company is looking at winning the fight, i.e., making more profits. That is why it is vital to stay ahead of the competition. Several firms adhere to the set rules and play by the set conditions of the fair game. Today, nevertheless, some corporations are engaging in unfair business practices to gain a competitive edge. In doing so, an organization exploits consumers as they deem fit. In Terris' case (2005), he shows how Lockheed payoffs to secure deal overseas, were made in the form of bribes distributed to top-level government officials. As other competitors were using the same underhand approach and backdoor common practices to secure contracts, I believe this tactic is fair because each competitor was trying to benefit from the situation. 

These backdoor business dealings and underhand practices stopped once the fighter jets became overpriced, as the parties involved were interested in paying for costs suffered to secure contracts through bribery. In the wake of Lockheed overseas bribery scandal in the 1970s, the company lay down its first code of moral ethics. Later the temporary employees united to promote an equal opportunity environment with DII (Terris, 2005). This was a defining moment in enlisting Norman Augustine. This would ensure the company strengthens its policies and procedures to provide that even the most remote violation of the law detected in the future. 

Question 3 

The defense industry has always been plagued with bribery and graft allegations. According to Nicholas (2015) bribes catered for defense, transactions contributed to the Congressional Hearing that led to the passage of the U.S. Foreign Corrupt Practices Act (FCPA). On this front, Lockheed Martin developed an ethics mentoring program to more directly or generally help spur the growth and development of subcontractor ethic programs. Under this system, practiced organization officials work together with significant vendors on their ethics programs. In this relationship, both parties learn as the company’s ethics officer and the vendor companion spend time working through the main aspects of a robust program. The DII played a critical role in the Lockheed Martin's ethics program, as the defense industry is synonymous with corruption and graft. The revelation of bribes paid by the organizations contributed to the congressional inquiries and debates that preceded the passage of the United states FCPA (Nicholas, 2015). The DII has functioned as the country's most creative sector consortium, fostering a spirit of commitment to excellence in ethics programs and values efforts. The position of DII Coordinator was formed to administer the public accountability process, plan best practices forum, organize summits and other agendas, maintain a data clearinghouse, and oversee day-to-day activities related to the DII. Lockheed Martin's Program demonstrates the spirit of justice and fairness. The company committed ethics officials to pursue their work with innovation and diligence, but no one is questioning or allowing them to take on the bigger picture. 

Lockheed has played a leading role in bringing a formal consideration of ethical issues into the very center of its initiative. Not just is Lockheed Martin an improved organization for those efforts; via its supportive measures, its programs have had valuable impacts on others within and outside of the defense industry. By its very essence, ethics counterattacks achievement and conclusion. Regulations and cases tend to condemn integrity to a specification, instead of a process of introspection that identifies gray domains and obstinate predicaments (Terris, 2005). To their acclaim, Brain Sears and others at Lockheed Martin have acknowledged this, and have attempted to integrated complexity into their program by views on challenges. 

Question 4 

Both Norman Augustine and Dilbert were capable of spearheading the proposed transformations in the ethical program through the action of decision-making. Both leaders managed to figure out the best to manage Lockheed Martin towards success (Terris, 2005). They both believed in establishing a new division to strengthen the organization for the long haul rather than auctioning off the division to generate revenue. Norman and Dilbert also found in business ethics and often thought that this was a form of interrelated ethics or expert ethics that act as checks and balances for moral standards and ethics issue that has the potential to arise in a business situation. Moreover, the two leaders applied to every component of the business along with the conduct of workers and organizations. Norman understood his place in the more prominent web of employees and shareholders. It is not about the leader as an individual; it concerns something more significant–the purposes and vision of the company. Norman recognized that value is in the success of the employees in Lockheed Martin. 

On the other hand, Norman and Dilbert created an environment of fairness where everyone raised his or her voice. This created an atmosphere which had a live conversion regarding ethics and values, and ensure that employees were answerable and responsible as regards whether they were living the values. By supporting such a conversation to life implies that individuals should have an awareness of options, and pick on a day-to-day basis to remain with the organization and goal, as it is significant and motivates them. Making a firm dedication to the conversation to life ensured that both leaders led ethically. Overall, being ethical decision makers was essential to both Norman and Dilbert. Through their help as discussed above, they were capable of helping Lockheed Martin turnaround with its ethics program and thus had an effective business span. 

References 

Nelson, K. A., & Klebe, L. (2017). Managing Business Ethics Straight Talk about How to Do It Right, Seventh Edition (7 th Ed) . Hoboken, New Jersey: John Wiley & Sons. 

Nicholas, P.M. To Whom Does a Defense Industry Firm Owe a Duty When There is an Opportunity to Pay a Bribe . Retrieved from https://www.law.upenn.edu/live/files/4359-philip-m-nichols-to-whom-does-a- defense-business 

Terris, D. (2005). Ethics at Work: Creating Virtue at an American Corporation . New Hampshire: Brandeis.