Directions: Write a short script that shows how a General Manager should respond to an employee-whistleblower who had witnessed a bribing incident of a big client to the new Sales Manager. Write your answers on a separate sheet of paper.​

Answer:

that correct its answer

Explanation:

The reality of human interaction is that we often suspect that when we report, we’ll be punished. It starts at the playground when you are a kid and it doesn’t go away.”–David Skeel

“We all care about outcomes,” says Schweitzer, “but what is important is how we get to those outcomes. And so again this means that as leaders, we need to model the behavior we expect others to follow — we penalize wrongdoing, we have a commitment to getting things right and when we fall short of goals, we learn from it. But we don’t penalize people merely because of an outcome.”

Ethical leadership is an important factor in influencing a worker’s decision on whether to report an ethical transgression, but so is behavior from another source: coworkers. Employees look for social cues on whether to blow the whistle, find the authors of “Encouraging Employees to Report Unethical Conduct Internally: It Takes a Village,” published in Organizational Behavior and Human Decision Processes in 2013. Because formal or informal sanctions can come from either supervisors or coworkers, “if employees perceive that either their supervisor or peers are less ethical, they will be less likely to report unethical conduct internally,” the study finds.

Wharton management professor Samir Nurmohamed, one of the study’s co-authors, says that social pressure to act the same way plays out in the small matters as well as the large ones, and “prior research shows that when you feel close to someone at the workplace who lies, it can impair your moral judgment.”

Another factor is that places with strong cultures tend to attract and retain workers of a similar viewpoint, sometimes creating a concentration in workers more beholden to personal loyalties than ethical considerations. “Hiring people from different backgrounds and networks ensures that people in the organization aren’t dependent on that one job or organization,” says Nurmohamed. “It also sends the message that your organization values different viewpoints, and that there is not social pressure to act the same way.”