Business Ethics and Criminal Behavior

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Fraud and other unethical practices originate from various situations and conditions. Furthermore, those committing these acts are often the individuals and groups of people least expected. The unethical behaviors can result from the power of names, the Galatea effect, and the acceptance of small thefts. The power of names is an important factor here as they agreed to crimes like bribery which may lead good people to commit fraud. The names allow for a light understanding of bad connotations. On the other hand, the Galatea effect happens when employees do not feel responsible because their own image is not a part in defining how productive they are. Therefore, crimes are more likely to happen (Nisen & Groth, 2012). Finally, the acceptance of small thefts is common as the simple things going missing is not a significant matter in the workplace. With time, such limits of ignoring these behaviors growing leading to fraud.

I agree with the above arguments as people achieve their goals based on the values they uphold. They have their priorities set right, and eventually they push themselves to make sure they live according to how they had planned (Marshall, 2014). The environments where we work influence greatly who we turn out to become. Thus, if the rules are flexible, the chances are that cases of fraud are likely to arise. The things we value play a significant role in our life as we either feel satisfied or not. Hence, by bending the rules to suit our needs, unethical behaviors are inevitable but, we became happy and contented with the results. Important to note is that changes in the limits of our values are possible and therefore we might accept what is wrong to suit our needs and values.

Whistleblowing, Harder than it looks

Whistleblowing is not an everyday thing, but whenever it occurs, the information revealed becomes news. However, deciding on whether to speak out or ignore is the primary problem. Much focus has been on the ethical behaviors of employees, noticing fraud becomes difficult as there are no clear-cut rules about this issue. In most organizations, reporting misconduct does not necessarily mean the management will take action. On the other hand, deceiving employees might follow to the extent of treating them badly (Tugend, 2013). The ethics procedure adopted by the company determines whether employees will be willing to come out and report unethical behavior or not. The legislation regarding the protection it accords whistle-blowers is also an important factor if fraud cases are to be revealed.

Concerning the R.U. Kidding case, he ought to come out and report the fraud committed by Rocket Man regarding his over-priced in-house rates. R.U. Kidding should follow the right channel for the management to be able to solve the issue. Moreover, Rocket Man's actions are likely to injure the financial future of the organization substantially. Despite the need to uphold ethical behaviors, whistle-blowers should be aware that the decisions the management are likely to take should not necessarily favor them. Kidding may face legal challenges in the process of restoring sanity in the organization. Organizations should be willing to create an environment where whistle-blowers can raise their complaints. Whistle-blowers aim to expose the hostile environment they work. For this reason, if I was R.U. Kidding, I would report the issue to the management.

References

Marshall, T. (2014). Do The Right Thing: Making Ethical Decisions in Everyday Life. The Learning Network. Retrieved 26 January 2017, from https://learning.blogs.nytimes.com/2014/04/01/do-the-right-thing-making-ethical-decisions-in-everyday-life/?_r=3

Nisen, M. & Groth, A. (2012). 27 Psychological Reasons Why Good People Do Bad Things. Business Insider. Retrieved 26 January 2017, from http://www.businessinsider.com/27-psychological-reasons-why-good-people-do-bad-things-2012-8?op=1/#nnel-vision-1

Scheuerman, W. (2014). Snowden and the Ethics of Whistleblowing. Boston Review. Retrieved 26 January 2017, from http://bostonreview.net/books-ideas/scheuerman-snowden-greenwald-harding-sagar

Tugend, A. (2013). Opting to Blow the Whistle or Choosing to Walk Away. Nytimes.com. Retrieved 26 January 2017, from http://www.nytimes.com/2013/09/21/your-money/deciding-when-to-blow-the-whistle-and-when-to-walk-away.html?pagewanted=all

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