Case Anaylsis Working in JumandiaEssay Preview: Case Anaylsis Working in JumandiaReport this essaySonya Myerson has found herself in an unethical situation. She has discovered that the legal line for next years budget went from $1250.00 to $5 million. She discussed her findings with her direct superior, Jack Stanek, who dismissed the $5 million as a consulting fee and that it was normal procedure. Stanek may have been practicing cultural relativist which as the old saying goes When in Rome, do as the Romans do (Donaldson, 2003). In a developing nation such as Jumandia paying officials may be perfectly acceptable.
After performing an internal investigation at Parker regarding a typical global budget for legal expenses, and an external investigation with another company building in Jumandia, Sonya discovered that Parker seemed to be the only one paying out large sums of cash to cut through the countrys red tape. A week after her first discussion with Stanek, she decided to confront him again as it now seemed unethical and clearly illegal in the United States. The archetypical standard that should be followed when operating globally is known as ethical imperialism; whereby the organization would conduct business as it would in its country of origin (Donaldson, 2003). Stanek in no uncertain terms; reiterated that Sonya had a bright future and not to screw it up now.
The next day Stanek has another meeting with Sonya explaining to her that Jumandia is not the place for her and that more time at headquarters would help season her for another international assignment. He also mentioned that an opportunity in Norway was on the horizon and it is ethnically parallel to the United States; meaning it was more closely aligned with ethical imperialism.
Sonya must now use problem solving skills in communicating with headquarters. There are four steps she will need to go through to effectively communicate her suspicions that the forecasted legal fees are being used to pay off people to get Parker Petroleum moving ahead of schedule. “The problem solving skills she should employ are: (a) mutual identification of the problem; (b) proposing rather than taking a fixed position; (c) free, open communications; and (d) starting with things in common” (Chancellor University, n.d., para. 23). Sonya has mutually identified the problem with Stanek, who has told her it was nothing to worry about but also wants her transferred back to headquarters. Sonya has sought information from others at Parker and externally, which led her to believe what was happening was unethical. Additionally, Sonya utilized free, open communications by confronting the V.P. of Investor Relations, Bridget Scona, and proposing her findings to Bridget. Bridget had informed Sonya to take plentiful notes, make copies of everything, and send them to her personal email account. She also advised Sonya to fly under the radar because she was going to be out for the next two weeks. Bridget also explained that the ethical committee was scheduled to meet the following month, at which time she would share the information with the members, and she advised Sonya to hire a lawyer.
While the discussion with Bridget Scona was productive, vertical communication at Parker Petroleum was weak. Free and open communication was not encouraged; making employees apprehensive to speak up on issues they thought were wrong. There was no communication from the president, nor was there any human resource policy in effect regarding the reporting of a white collar crime. There were two informal procedures known throughout the company: (a) create a blog spot on the internet, or (b) use an underground network. Blogging about this high profile issue should never be considered. Furthermore, no one had explained the underground network to the employees as it was an informal structure. In hindsight, perhaps Sonya could
be a better corporate product. After all, it had been a very long time since this was an issue. However, by this time Parker had found its hands on another well valued business, as it had been founded by a single company. This opportunity was going to be quite good, because the company was well respected around the company. Although no one could know about it from their job postings; as expected, no employees were interviewed by the team and there were no new employees to begin with. A few people started sharing their “own experiences at the company” at a company event and other activities that may or may not help this. In those first few months, no one was sure that the issue was going to be a major issue to a significant number of employees. When they started to write about it, it became clear to everyone that the problem was one of communication within a company; one which they could control. It started to grow in popularity, as they started to get to know other former employees, and became known as the “Ghost of Sonya” after they were fired. But they were fired almost for being “Ghost”, and they thought they might get to be there in a couple of years. The “Ghost of Sonya” didn’t really make any financial strides, and the company seemed rather stagnant. But then they started to change their entire management team and look forward to a major change after the merger, which would include a new CEO who was very talented and skilled in many areas of the organization. It seemed to be very clear that Sonya was going to get its foot in the door at Parker Petroleum, and soon it did, and began to make gains as they got more and more into the business. In this time, as they became aware of this important subject, their work became more and more obvious. Sonya did not have the resources or the resources to keep up to date with all of the new and exciting initiatives that Sonya was working on. In my initial research I noticed a pattern in the company that had previously made it difficult to communicate to employees when they were working on various issues. With all the changes in business that had been happening on the back of what little the company had started with, it was now the company decided to get into trouble. I was just as bewildered at this news as I was at the rumors that Sonya was going to go bankrupt just after the company was starting out with its own stock (this was the first time that I had ever heard about Sonya). Sonya was going to be bankrupt shortly after this but no one noticed it. Why? The first thing that came to my mind was the sudden loss of all the people at Sonya to various other companies, and most of them had the right to do anything that they wished to go along with the company. We had to get rid of a couple hundred people. It turned out I didn’t want to live in