The text examines how a CIO can handle Schrage's scenario by utilizing the recommended process for ethical decision-making. The CIO should prioritize addressing the problem outlined in Schrage's initial scenario, which involves the potential consequences for current employees if the CRM is implemented. Although there is no guarantee of widespread job cuts, it remains a feasible outcome. To tackle this issue, the CIO should communicate with employees to examine various scenarios and establish suitable courses of action for each one.
In the event of an unavoidable mass layoff, the company has various options. One option is to reassign the laid-off employees to different departments within the company. Alternatively, the CIO could seek advice from other professionals, like a CEO from another company who may have open positions. In this case, the emphasis would be on identifying potent
...ial solutions for the problem at hand. Prior to making any hasty decisions or drawing premature conclusions, it is crucial for the CIO to collect all pertinent information and data.
It is important to arrange a meeting to discuss ideas for addressing the problem that have been gathered through the collected information. It is unethical to lie as it goes against the principle of truth-telling. Additionally, not sharing information could lead to mistrust between the CIO and other employees. It is important to consider both potential short-term losses and long-term gains when implementing ethical solutions for Schrage's scenarios. The decision-making process surrounding ethics can greatly impact a company's success or failure.
Implementing an ethical solution may result in an initial financial loss, but this investment is necessary to prioritize employee welfare. Although these losse
can be gradually recouped, the company would ultimately benefit from enhanced trust, loyalty, and public approval. Additionally, prioritizing employee well-being would also attract more prospective employees to the company.
Choosing to disclose the information in the second scenario aligns with the virtue ethics approach. While there may not be a course of action that solely produces beneficial outcomes, it is important to consider the long-term results. Although disclosing the information could potentially lead to short-term obstacles such as the boss becoming a hindrance, it ultimately fosters trust among the employees.
Employees feel secure when they have a boss they can trust. However, businesses often face a dilemma where they have to decide between prioritizing ethical values or financial gains. This decision is crucial because there are instances where ethics and financial benefits clash, leaving only one option. Schrage's scenarios demonstrate this predicament and raise the question of whether it is ethically correct to disclose certain information.
If the CIO opts to reveal the information, he will face resistance and will need to find a means of appeasing employees (such as offering them alternative jobs), which would demand considerable effort. On the other hand, if he chooses to withhold the information, both terminated and remaining employees will lose trust in the company. They may then seek employment elsewhere at a more secure company. As emphasized in the article, who would want to work for a company that dismisses employees as soon as a better opportunity arises?
In the second scenario, both the ethical choice and the issue of truth-telling are relevant. Selecting ethics may lead to some financial loss but would establish
greater trust among employees. Conversely, withholding the truth could increase profit but would result in employees distrusting the entire company. From my perspective, there are times when making ethically sound decisions is most advantageous for the company. Ultimately, although IT remains a business, without worker trust, stability cannot be achieved for the company.
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