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Ethics of Management 7th Edition Hosmer Solutions Manual
Ethics of Management 7th Edition Hosmer Solutions Manual
The basic argument of this chapter is that moral philosophy adds one more
evaluative dimension, an ethical perspective, to help in making the decisions and taking
the actions that benefit some people but harm others, or that recognize the rights of some
people but ignore the rights of others. Philosophy, of course, is the study of thought and
action, and moral philosophy has been defined as the study of proper thought and action,
how we should think and how we ought to behave. Many people feel that both “should”
and “ought” in this context are overreaching – that is, that no one individual has either the
right or the ability to decide what are the right beliefs and proper actions for everyone
else in the world – but essentially moral philosophers propose the existence of a set of
universal statements of belief and objective norms of action that are based upon reason,
not upon experience. .
The norms and beliefs that most of us hold intuitively are derived from our
religious and cultural traditions and from our economic and social situations, and thus
upon our experience. They are subjective and personal. Moral philosophers, however,
believe that there are some norms and beliefs that can be said to be objective and
universal, to be based upon reason because logically they would lead to a good society in
which everyone cooperated for the benefit of all. Remember this phrase “cooperate for
the benefit of all”. Ethical principles are not claimed to help in the determination of a
proposed balance of benefits and harms, of rights and wrongs, because a renowned moral
philosopher once declared those principles to be worthy of that standing. Instead, they
are said to be worthy of that standing because they have a logically understandable
connection to a more cooperative society that will eventually benefit everyone within that
society.
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for the benefit of all because everyone will believe that their needs for liberty,
opportunity, dignity, and respect have been acknowledged and included. Those objective
norms or universal statements are: 1) Long-term interests; 2) Personal virtues; 3)
Religious injunctions; 4) Government requirements; 5) Utilitarian benefits; 6) Universal
duties; 7) Distributive justice; and 8) Contributive liberty. The problem is to get students
to use, and so become familiar with, those eight concepts. Market forces and legal
requirements were familiar ideas (or ideals) to most members of my classes; ethical
principles were not familiar, and I found that students had to be encouraged to use them.
My students seemed to worry that they might appear to be economically naïve or
politically biased. I tried to be as supportive as possible, and every now and again
announced that no one in my classes would be on their own in making an honest attempt
to apply moral reasoning to managerial problems. I promised to help. Now, on to the
assignment questions, the class start-ups, and the different cases for this chapter:
The ancient Greek philosophers believed that the goal of human existence was the
“active, rational pursuit of excellence.” Do you accept that as the goal of human
existence? If not, what in your view should be the goal of human existence?
Why does the Golden Rule appear in almost all of the world’s religions? Is it
because this concept has been verbally transmitted from one religion to the next,
or does it represent some basic element or need in our human character?
The Utilitarian principle is that we should always select the alternative with the
greatest net social benefit (excess of good over harm). That seems simple, but in
reality, it is complex. What makes it complex?
If you were asked to defend the ethical principle that we should never harm the
least among us (those with least income, education and power to influence
events), how would you do so? Why should people accept that as an objective
and universal rule of conduct?
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concepts better than if we discuss them in detail. This seems to me to be particularly
true in the early stages of the course when I want to get the students to feel more
comfortable talking about their opinions, their views, their beliefs, and their values.
By the time we get to Chapter IV on ethical duties, members of my classes do appear
to feel more comfortable in those areas, but now they seem uncomfortable in talking
about objective norms and universal beliefs. The differences between objective and
subjective, and between universal and personal, are not issues they have encountered
frequently in the past. I find that it helps to illustrate those differences with issues
taken the daily newspapers.
If you want to try some current issues taken from the daily newspapers let me
suggest that privacy in employment always seems to be thought provoking. You can
generally find some issue dealing with employee privacy in newspaper or on
television. Should an employer read employee e-mails sent and received over office
computers during normal working hours in order to ensure that attention is being paid
to the job? Should an employer videotape employees in offices, hallways, factories
and lounges (though obviously not in restrooms) in order to measure performance and
record conduct? Should an employer be able to forbid smoking outside of work, or
make obesity a reason for discharge, in order to improve health? There is an
economic rationale for each of those actions, and no clear legal prohibition, so that
members of your classes will have to make use of the ethical principles. But, if like
me, you prefer to get right to the cases, then here are my notes on the three short ones
that follow Chapter IV.
I’m proud of this case. It should provide the base for an interesting discussion,
primarily because students have flown on airlines, and probably have had some bad
experiences. I would suggest that you start the discussion by asking if any members of
your class had been stuck in an airplane and kept on the tarmac for what seemed an
unconscionable time. If so, ask that student what it was like, how did the crew react,
what were the explanations that were given, etc. Then, move on to the assignment
questions, and for the first one “Should airline have a hard and fast rule limiting the
amount of time passengers can be held onboard a delayed airplane?” Ask for volunteers
to take each side because both have legitimate defenses:
1. “No” to a hard and fast time limit. The assignment question asks those who endorse
this side to imagine that they are expert witnesses engaged by the airline to present
their view in a civil trial for damages filed by passengers who were on the flight that
was delayed at the Rochester, Minnesota airport. I assume this argument would be
almost entirely economic, with some legal support:
• In order to keep air fares down to an acceptable level so that people can afford to
fly it is necessary for airlines to operate as efficiently as possible. When a flight
is delayed by weather the airline never knows when conditions at the destination
or over the route will clear enough to complete the flight. If passengers are
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allowed off the plane it takes time to get them back on board, and there are always
some who are found to be missing; they either didn’t hear the announcement or
decided to drive to their destinations. The reloading creates additional delay, and
the skies are so crowded now, particularly after unexpected delays, that airlines
have to get formal confirmation that the route is clear and that the runway is
available for landing before they can take off. Air travel is complicated and
complex. We know that it is uncomfortable to be kept on a crowded plane, but
the alternative is the inefficient operations of expensive airplanes and higher
ticket prices.
• This economic argument evidently makes sense to the Congress because
requirements for a firm time limit on tarmac delays have been considered many
times but never passed. Congress saw the “uncomfortable passenger delays vs.
higher ticket prices” dilemma, and picked the delays as less harmful
• After the student volunteer completes his/her “for the delays” argument such as
those immediately above, you might ask the rest of the class to picture themselves
as one of the lead attorneys for the stranded passengers who are now suing the
airline for damages, explain that after a witness for the defense completes his or
her testimony at a civil trial the judge will give them an opportunity to ask their
own questions. Those questions should be as damaging as possible to the
defense. What damaging questions would they ask? My suggested question
would be, “Have you yourself ever been forced to remain on a crowded airplane
that was delayed by weather problems or mechanical difficulties, and if so for
how long? Unless the witness can answer, “Yes, and for seven hours”, then you
follow up with “How can you talk about ‘uncomfortable’ conditions when you
don’t know how hellish it really is”?
2. “Yes” to a hard and fast time limit. The argument here would be that efficient low
cost airline operations are fine, but they should not be undertaken with severe external
costs imposed upon the passengers. It may not be illegal to impose those costs, but it
is: a) against the long-term interests of the airline; b) nothing of which the airline
could be boastfully proud; c) neither compassionate nor kind to the passengers; d)
counter to the right to be unrestrained in movement; e) if it is O.K. to confine airline
passengers in cramped and unpleasant conditions than it has to be permissible to
confine airline executives in similar conditions; and f) the passengers are the least
among the participants in this situation, and should not be harmed by confinement.
3. Why do airlines resist the hard and fast time limit? My view is that they are looking
only at their short-term costs and profit, not at the long-term effects upon their
revenues and reputation or at the increasing probability of eventual regulatory
restrictions. Also, it appears that they believed that they could blame confinements on
board delayed airplanes on the operators of the terminals (disputed statement in the
case that there were not enough employees available at the terminal to get passengers
safely off the plane) or on the government (disputed statement in the case that there
were not enough security officials to process passengers as they got off the plane).
.
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4. Why did not the senior pilot of the stranded jet take charge? This assignment
questions asks why the senior pilot not get off the plane, go into the terminal, and
negotiate with the terminal manager to get the passengers off the plane and into far
more comfortable and calming conditions. Maybe it was against company policy for
the pilot to leave the plane, as an emergency might develop on board. Maybe it was
against the law, for the same reason. But, there already was an emergency. My view
is that airlines, by their constant demands upon airplane crews for lower pay scales
and harsher work schedules have lessened the willingness of the members of those
crews to take helpful and thoughtful actions. Instead, many pilots, stewards and
stewardesses seem to have simply given up, essentially saying “This is your problem,
buster” to the airlines when they encounter a delay. Poor employee morale and lack
of motivation is often said to be one of the consequences of profit focused managerial
decisions and actions.
5. What are the best and worst experiences students have had on airlines? My
suggestion is that you end this section of the class by asking for the personal
experiences of students, both good and bad, on airlines or other very profit oriented
firms. I would assume that you will get far more bad than good. If that is true, keep
track of the numbers, and at the end ask if that disparity is important enough to be
addressed by business schools, and if so how?
The first assignment question is for students to write out a definition of “integrity”
that they would be proud to read aloud if called upon in class. My grandson, who is
starting graduate school, happened to read this set of short cases and told me that college
students today will just look up that definition on Wikipedia. That may well be true. In
one sense I’m disappointed that they would not think out the meaning for themselves but
in another pleased that decent reference materials are now so readily available. Below is
a definition that is essentially my interpretation of the Wikipedia entry:
“Integrity” comes from the Latin term meaning whole or complete. When applied
to a person it conveys a sense of completeness or consistency between that
individual’s actions and his or her goals, norms, beliefs and values. In short, a
person with integrity will act according to his or her standards of conduct, and be
openly proud of those standards and those actions.
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Maybe it is more important for a manager to decide what his or her standards are,
based upon his or her goals, norms, beliefs and values, and then be absolutely open about
and proud of those standards. You might close this section of the class by saying that
one of the purposes of your course is to provide an opportunity for members of the class
to think logically about their goals, norms, beliefs and value, and how those fit together
into their standards of conduct, and whether those standards are the ones which they will
feel proud to have adopted at the end of their careers, just before retirement..
Neither the State of California nor the Federal Government in Washington, D.C.
was in a financial or political position to “bail out” the CALPERS retirement fund. There
were just two options: a) extend the retirement age of all state employees to 70 years; or
b) increase the return on the remaining assets by making more profitable but higher risk
investments. The first alternative was strongly resisted by almost all members of the
police and fire departments, most school teachers and many state office workers. The
second alternative was supported by the Chief Investment Officer at CALPERS. In
defense of that person it could be shown that if the rate of growth of the U.S. economy
returned to that experienced from 1990 to 2005, the CALPERS pension fund could be
made whole again, and the promised pension payments could be sustained, if these higher
risk investments were made quickly, while market prices were down.
The first assignment question asks what action students would recommend to
members of the board of directors at CALPERS. The first “a” alternative – extending
the retirement age – would be economically feasible because it would result in a
substantial reduction in the amount of benefits paid but legally “iffy” in that the state
employees all had signed contracts that specified retirement at their age of choice. It
would be very difficult to overturn those contracts in a civil court. The second or “b”
alternative would appear to be economically feasible if growth returned to “normal”, and
it was legally permissible, but ethically questionable. Would it be right for the managers
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UNLOADING
The next day was very wintry—sea fog with a temperature -10°.
We took advantage of this for the members of the expedition to flit
ashore and make themselves at home in the Coal Company’s station.
The airmen—Riiser-Larsen, Dietrichson, Horgen, Omdal, in company
with Ellsworth and Ramm—got their cozy little house. Zapffe and I
were quartered in the Directors’ house and the others in the hospital.
The sailing-boat workshop was cleared and prepared as a dining-
room. This was baptized “the salon.” Here the scepter was waved by
our steward, purser, chemist, and purveyor of entertainment. Yes, dear
steward, you won all hearts with your glad, happy spirit. To me you
were an invaluable and priceless aid with your dutiful and
conscientious work.
THE GAMES ON MAY 17TH
Provisions
Salt Beef 400 gr. per man per day
Chocolate 250 gr. „
Biscuits 125 gr. „
Dried milk 100 gr. „
Malted milk 125 gr. „
Total 1000 gr. kg.
Rucksack
1 change, diary, compass, matches tinder, housewife, snow
glasses, cup & spoon, pipe & tobacco, linen thread, sail-cloth gloves, 1
pr. ski-shoes, 1 long knife, 1 pr. skis, 2 staves, 1 pole, 1 sleeping-bag
* * * * *
On the 29th of April the “Fram” attempted to go to Green Harbour
to fetch and take the mail. However, she did not get far before the ice
stopped her. By dinner time the next day she had returned.
Ellsworth and I now went every day to the wireless station in order
to take the time signal from the Eiffel Tower so that we might check our
watches. We had each three watches for use on the flight. Fortunately
they never went wrong. We checked the time signals for fourteen days
before our departure and thus we were absolutely certain of the
correctness of our watches.
On the 4th of May, a strange restless and unsettling sort of day, we
began to long for the moment when we could leave. The
meteorologists announced that that particular morning would be a fine
opportunity to go and we were not long in replying, “All is ready.”
“Fram” and “Hobby” got orders to make ready to sail northwards and
all hands were called on deck to help to get everything in order. In the
meantime a northeasterly wind sprang up and retarded the mechanics
from completing the final little “finishing-off” touches. We were
therefore compelled to put off our intended start until the weather
improved. In the meantime the boats made ready and on the next
evening—May 5th—“Fram” and “Hobby” steered northwards in order
to reconnoiter round the Danske Öen to see if they could find a good
place for us to start off from on the ice. That evening we had -18° c. No
work could be done. On the 6th we received a wireless from the
“Fram” from South Gate which announced that the weather was very
uncertain and that we ought to wait. They announced also that they
had found no suitable starting place on the ice. The ice all around was
uneven and banked up and consequently useless for our purpose.
After the machines were ready to start we saw clearly that the
maximum weight of 2,600 kg., which the factory said we could carry,
was going to be considerably increased. We could see that if we had
to make the flight we must at least carry 3,000 kg.—perhaps more.
The two, Riiser-Larsen and Dietrichson, thought that it would be quite
possible to rise with this from the ice. Director Schulte-Frohlinde
doubted the possibility of this. The two former, however, had great
experience in rising from the ice and my trust in them was complete.
To rise from the water with this weight would hardly have been
possible. On the eighth evening “Hobby” came back announcing that
the ice conditions were bad, the weather was stormy and the
temperature as low as -23° c.
We decided, therefore, to wait some time hoping for an
improvement in the weather and a more reasonable temperature.
On the 9th N 25 left its “cradle” on Spitzbergen for the first time
and made a few trial runs on the ice. Everything went well and the pilot
was very satisfied. On the morning of the 11th “Fram” returned, thus
finishing this part. Now we were all ready to make use of the first
opportunity which the meteorologists should advise. The temperature
rose quickly and steadily and in the days that followed it was quite
clear that spring was coming.
The 17th of May dawned and was spent exactly as it should have
been. A salute in the morning, Olympic games, and a gala dinner in
the evening in the “salon.” On the 18th Dr. Bjerknes announced that
the prospects were so good that we should hold ourselves ready for a
flight at short notice. We were ready. The weather on the 19th was still
not exactly as the prophet wished it to be. In the meantime, however,
we made “all clear” and got the machines down to a definite starting
place where one could slide down a grade direct on to the fjord ice.
Local bad weather on the 20th prevented us from starting. The filling of
the petrol tanks was finished and by eventide we were absolutely
ready.
As I, on the morning of the 20th of May, stuck my nose out of the
window I realized at once, without further confirmation from our
weather prophets, that our day had arrived. It was brilliant summer
weather with a tiny breeze blowing from the fjord, exactly what the pilot
wished for. The starting time was fixed for four p.m. The sun was in a
favorable position for our sun compass and gave us the greatest aid
on our flight. Even at breakfast time we could notice that there was a
little excitement in the camp. Many of the members of the expedition,
who otherwise would still have been invisible during the time I usually
took my breakfast, had in this case already breakfasted and
disappeared. It was unnecessary to send a messenger round to say
the day had arrived. Every one was making his preparations for
departure and the different members could be seen with hands full of
private belongings disappear beside the machines and return empty-
handed. Each of these little journeys brought more weight and by the
time the last pin was fastened we were carrying a load of 3,100 kg., or
about 500 kg. more than we were supposed to carry. Director
Frohlinde had always insisted in his opinion that we ought to make
some trial trips. The airmen said, “No.” As the differences of opinions
will be disentangled later on I shall not say more about this here. All
the morning a crowd of people were crossing over to the starting place.
Everybody who could be there was on the spot. Dinner was taken in
the “salon” and if some one had come in by chance he would have
noticed something unusual going on. The only guests we had in the
“salon” were six Thermos flasks, set up ready for the road. These
contained chocolate; beside them were our only provisions for the
flight, and the box of Mrs. Clausen’s good oatcakes. The only person
who disturbed the dinner’s quiet and friendly course was the steward,
who thought he ought to wish his comrades a good journey and thank
them for assembling there. Thus was the last dinner at an end and the
“salon” again took on its old form as the Coal Company’s sailboat
works. “Sic transit gloria mundi.”
As I left my good and comfortable quarters in the house of the
Director, his good-natured housekeeper Berta stood there with two
packets, which she held out to me. “There is one for each machine,”
she said. “Just a little ‘snack’ for the journey.” Oh, Berta, could you but
see how gladly and with what warm thanks in our hearts we took the
delicious sandwiches and eggs carefully and slowly from the
packages, eating them with pleasure, as our last civilized meal for a
long time to come,—you would certainly be overjoyed!
At three o’clock in the afternoon we were all gathered beside the
machines. As I have already remarked—one is never ready. Director
Frohlinde went round and looked carefully at everything. Green, the
Rolls-Royce mechanic, listened first to the one and then to the other of
the motors. At four o’clock all four motors were warming up. It was a
sign for all of us that our hour was almost there. Both sun compasses,
which had been set at four o’clock, started going—and the motors
started humming. Whilst we put on our heavy flying clothes the two
flying men and observers did likewise, wearing similar garments—thick
underclothes of wool with leather on top. The point which I personally
had always been afraid of during a flight was the condition of my legs.
The tremendous speed, which necessarily causes a strong draught
and lowers the temperature, puts our shoes naturally to a very strong
test. It was not often that my experience proved of actual use to me,
but this time I really did get some good out of it. On my earlier journeys
it had often been necessary for me to stand hour after hour as
observer. When the temperature was below -50° c. and -60° c., which
often happened, one must have very special footwear. I found out then
that one ought to have good warm footwear on, preferably loose
leather stockings and leather shoes (such as the Eskimos wear), and
in addition to this the feet should be put into enormous canvas shoes
filled with senna grass, which forms a complete lining to the shoes and
renders protection to the feet. That time years ago we had taken no
Eskimo shoes, but used felt shoes with a pair of thin stockings and
above these we wore gigantic canvas shoes filled with large quantities
of senna grass. The result was brilliant. Not only did we not freeze, but
one or two grumbled because they were too warm. The pilots wore
thick leather gloves which gave complete protection to their hands.
Personally I wore only an old pair of woolen gloves as I had to write
continually. The mechanics were not so heavily clad, as they were
continually on the move, passing between the petrol store and the
motor, and for this reason they had to be lightly clad. As soon as we
were dressed the various members took their places. Ellsworth and I
were in the observation seats. Riiser-Larsen and Dietrichson were in
the pilots’ seats and the two mechanics, Feucht and Omdal, were
beside the motors. My place was in the observation seat of N 25,
which lay forward. In the seat behind me—the pilot’s seat—was Riiser-
Larsen and in the petrol store behind him was Feucht. In N 24 the
arrangements were the same for Ellsworth, Dietrichson, Omdal.
Feucht, who had accompanied Director Schulte-Frohlinde from Pisa,
was only taken on as a member of the expedition a few days before
the start; he had up to that time remained in the Factory’s service. He
is a German by birth and had been employed by the Factory for a long
time, being considered an exceptionally capable mechanic which will
be proved here later. Every one was now ready to say good-by and a
long queue passed by the machines. Mention of the photographer
must not be forgotten, either, in this connection.
Whilst we waited the motors continued to run and the clock went
round to five. Before the two planes got away the following orders were
sent out: (1) The command of the remaining part of the expedition
should be taken over by Captain Hagerup of the “Fram.” (2) In fourteen
days from the start the expedition’s return by flying-machine might be
expected. “Fram” and “Hobby” should remain together in the fairway by
the Danske Öen so long as it was possible to see the North Coast.
Should the light diminish “Hobby” must steer towards the east as far as
conditions allowed, but not east of Verlegen Hook. (3) After fourteen
days had passed “Hobby” was in any event to steer eastwards if
possible as far as Nordkap. After collaborating with “Fram” they were
to take up the work of patrolling as near the edge of the ice as
possible, both ships keeping a sharp lookout. (4) From the 16th to the
19th of May “Fram” shall remain in King’s Bay for boiler-survey. (5) The
ships (if necessary “Hobby” doing this alone should “Fram” have gone
back earlier) shall remain by the north coast of Spitzbergen and
continue patrolling for six weeks counting from the start; “Hobby” going
afterwards to King’s Bay to collect the remaining material to be
delivered at Tromsö, where it will be sent back in accordance with
special instructions here enclosed. The despatching will be attended to
by the chemist Zapffe. (6) When “Fram” goes to King’s Bay for boiler
survey it will give those members of the expedition who wish it the
opportunity to accompany the boat to King’s Bay in order to travel
home by the first opportunity. (From here Horgen, Ramm and Berge
are the first to return when both boats definitely set off.)
First Lieutenant E. Horgen, who was engaged as the expedition’s
reserve airman (after he had obtained permission from the Norwegian
American Line, where he was first mate), became the expedition’s
leader on board the “Hobby.” The services Horgen rendered us were
many and valuable. I would have liked so much to have granted his
great wish to fly northwards with us, but there was no room. Next time I
hope to see Horgen an active participator in the flight. He belongs
absolutely to the type which I have always sought for, calm, resolute,
and afraid of nothing. As a flyer Horgen is now counted among the
best.
THE CREW OF N 25
LEFT TO RIGHT: RIISER-LARSEN, AMUNDSEN,
FEUCHT
THE CREW OF N 24
ELLSWORTH, DIETRICHSON, OMDAL
It was now ten minutes past five. The motors were quite warm and
Green nodded approvingly. His smile expressed complete satisfaction.
A last handshake from Director Knutsen and then good-by. The motor
was running at top speed as N 25 trembled and shook. The plan was
that our machine should make the first start and try if possible to start
out over the fjord with the wind in order to glide and swing at a low
altitude between the fjord boundaries. If this were not successful we
were to set our course direct against the wind, towards King’s Bay
Glacier. It was also agreed that the machines should try to keep
together during the entire flight. What the one did the other should do
afterwards. One last pull and then N 25 was free and glided gracefully
down the slide on to the frozen fjord. The trip was started. “Welcome
back to-morrow,” was the last I heard as with tremendous speed—
1,800 revolutions a minute—it set off towards the starting place in the
middle of the fjord. There we noticed all at once that the ice was
bending right over and the water surging up. In a second the machine
was across the fjord heading straight for the glacier and making 2,000
revolutions. This was one of the most anxious moments. Could the
machine bear the tremendous excess weight or must we stop and
lighten it? The pilot sat at the wheel. Had he been seated at the
breakfast table he could scarcely have looked less concerned. As the
speed still continued, and we were nearing the glacier at a mighty rate,
the pilot’s coolness seemed greater than ever. His mouth was the only
indication of his resolution and determination. We went over the ice
like a hurricane. The speed continued and continued; then suddenly
the miracle happened. With a mighty pull the machine raised itself from
the earth. We were in the air. The master stroke was accomplished. It
seemed to me after the breathless anxiety that I at last heard a light
Ah! which grew into a ringing shout of joy.