Case Study #2 (due Day 7)Steven leaves his desk as a financial analyst and proceeds to the welcoming reception being held in the cafeteria for his new supervisor.The new manager Wendy has been transferred to Steven’s division because of her proven talent for organizing and improving the efficiency of operations. A no-nonsense type of manger Wendy was experienced and determined to perform her new assignment with the same vigor that had brought her so much success throughout her career.During the reception Wendy circulates throughout the room introducing herself to her new subordinates and asking for any suggestions that would make the department a better place to work. When she gets to Steven he tells her about something that has been on his mind for awhile: that people seemed to gain promotions and given the ability to work overtime based on who liked them and not on the quality of their work. Wendy politely stated that she would be more than happy to look into this matter as this behavior would have no place in the teams that she leads.When Steve arrived for work the next day he received a phone call from Wendy’s secretary asking that he meet with her later that morning. As soon as he entered her office Wendy looks him dead in the eye and said “I will not tolerate individuals in this organization who are not good team players. You led me to believe yesterday that there are people in this office who are not acting in the best interests of the company and I want to know who. I want names of managers and I want you to keep me informed of anyone that you see hurting the company or I have got to think that maybe you are part of the problem around here.” Stunned by both the tone and content of her statement Steven quickly tried to think of how to respond.1. Summarize the case2. What are the relevant facts?3. What are the ethical issues?4. What are the possible alternatives for Steven?5. What are the ethical issues faced with the alternatives?6. What are the practical restraints?7. What action(s) should be taken?
