Case Anaylsis Martha McCaskey

MARTHA MCCASKEY CAPSTONE CASE ANALYSIS

Martha McCaskey Capstone Case Analysis Specific Reasons Underlying Martha¶s Situation

The underlying reasons for Martha¶s situation stem from ethical issues and legal necessities.The first ethical issue stemmed from Tom Malone, COO of Seleris Associates¶ Industry Analysis Division Division (IAD). He had informed a client that IAD had relevant re levant information about Silicon 6. Silicon 6 was the code word for for the company¶s project project whereby information would be covertly obtained from a competitor regarding a new micro-chip.Malone had misled misled the client when he informed them that Phil Devon had worked for the company that made the micro-chip and was willing to share information.If it was true that proprietary information information was going to exchange hands, the economic espionage act could very well be violated. McCaskey misrepresented herself to Devon by c laiming to be a representative from an international company wishing to build build a semiconductor plant in the United United States. She also needed to ensure that Devon did not break any non-compete agreements as he is under contract with a European company. IAD¶s client client also sent confusing signals. signals. The client wanted the illegal information, but did not want to partake in breaking any antitrust ant itrust laws (i.e., price fixing allegations). Furthermore, the client offered up incent ives to Devon in an effort to receive the insider informat information. ion. This situation situation would need to be handled with great care as to not violate any laws. The

strategies Martha could have taken to influence her bosses;

Regardless of how McCaskey approaches her bosses, she must be prepared for the worst. wo rst. She must be willing to dea l with negative feedback and po ssibly being pressured to continue down the path that directly conflicts with her values and and beliefs. McCaskey will need need to employ the pull and push technique when she communicates with upper management, as it will serve as

1


a guide on how to proceed with with her career at IAD. The question arises, arises, should McCaskey stay and comply with the unethical pr inciples being set until she gets promoted, and the n attempt to change how things are done? Or, perhaps, she should cut her losses losses and resign at this this point. Despite the consequences, McCaskey will need to carefully navigate the situation. McCaskey could have had a meeting with Tom Malone and Ty Richardson to discuss the values of the company and integrity integrity of the company (Chancellor University, University, n.d.). She should also present an alternative way to complete the Silicon 6 project. project. Once Malone and Richardson are confronted and directly asked about how IAD does business, they would be hard pressed to endorse such tactics (Chancellor (Chancellor University, n.d.). McCaskey needs to use this this as an opportunity to learn and grow as a manager. manager. As a future future leader, many tough decisions lie lie ahead of McCaskey. She could point out that the company company has an obligation to be held accountable for for its actions (Feiner, 2004). McCaskey will need to use candor to effectively effectively get her point across to Malone and Richardson (Welch, 2005). She may even have to take this this further up the chain of command in order for others to see what is really really taking place. After all, all, the parent company was started by three accounting professors pro fessors whom have been known to lead by example. Three

Potential Strategies for McCaskey to Employ Strategy One

In a Monday morning meeting with Davies and Hackert: McCaskey: Good morning morning gentlemen. gentlemen. Davies and Hackert: Good morning McCaskey. McCaskey: I would like like to seek your guidance on an issue issue that I have been wrestling with with on the Silicone Silicone 6 project. What is the legal line concerning ethics to this this project and what I mean is how far is to far before we get ourselves in trouble? 2


Davies: Can you be a little clearer clearer on your question. question. McCaskey: Sure, the path I am currently currently on could get us into trouble trouble legally. I have not been honest with my source, Devon, on what I am really after. Not to mention mention our client, who is asking asking for us to perform industrial industrial espionage to a degree. Is there some some gray area for me to maneuver in? Hackert: Are you suggesting suggesting that you are doing doing something illegal? illegal? Davies: Do you have an issue with with how we do business? McCaskey: To be honest, we have a plaque plaque on our wall and our website website about our Mission, Mission, Vision, and Values. Values. It is the values I have some concerns. concerns. We seem to be treading on some thin ice when it comes to how we get our information for our clients and I just need clarification on how to proceed. Hackert: McCaskey I think think you might want to seek legal counsel on how to precede further as I am not a lawyer. Proceed with caution as this could turn ugly for for you. McCaskey: Thank you both for shedding shedding some light on how to move move forward. Strategy

Two

Meeting with Ty Richardson McCaskey: Hi Mr. Richardson. Richardson. Richardson: Hi McCaskey, How are you? McCaskey: I am not not doing so well to be honest and would like like to talk to you about something something you may not be aware is is happening. As you know I have have been assigned to the Silicon Silicon 6 project and I feel that our company company maybe breaking some laws. With that said I have spoken to our source Devon and came clean with what we are really after.

3


Richardson: What did did Devon reveal to you? McCaskey: He has no hard data on the new new chip as he has been gone from from the company for over 12 years. He is however free of non-compete clause. clause. They were working on the chip when he was st ill employed employed but the information may not be 100 percent accurate. Richardson: I can see see you are wrestling wrestling with an ethical dilemma. McCaskey when you you are a leader you will need to make tough choices and you made one by coming and telling me this today. today. I could fire fire you right now but what do you you propose we do going forward? McCaskey: Let me handle this project my my way. Let me talk talk to the client and and tell them what our source can deliver. If they disagree disagree and want to travel a less less ethical road then send Kaufmann in to do the dirty work and I walk away.If they agree to my terms and conditions then when this is over you create an ethics and values task force and you put me in charge of it. Richardson: If I don¶t? McCaskey: I walk walk away anyway. Richardson: Okay McCaskey I will grant you you this request. It took a lot of courage to come in in here and lay lay it on the table. I admire admire you for that. Now let¶s let¶s see what you you can do. Strategy

Three

E-mail to Managing Director of Seleris Dear Managing Director, My name is Martha Martha McCaskey and I work in the IAD IAD office in San Francisco. I have a problem and seek your guidance. guidance. I have been been assigned to head up the Silicon 6 project. project. I feel feel as if I am

4


being pressured to do unethical things here at IAD. I have lied to to a person by claiming to be someone I am not in order to gain valuable information information for our client. Some of our senior senior executives do not care how we get the information information whether legally or illegally. To them it it is all about the bottom line. There are individuals in in our office besides myself myself who questions are leaders¶ motives and actions. actions. I would be happy to discuss this further further as I request your your help in this matter.

Sincerely,

Martha McCaskey

5


References

Chancellor MBA 6120. (n.d.). MBA (n.d.). MBA 6120 Module 3 lecture 1. 1. Retrieved from http://chancellor.angellearning.com on February February 26, 2010. Chancellor MBA 6120. (n.d.). MBA (n.d.). MBA 6120 Module 4 lecture 1. 1. Retrieved from http://chancellor.angellearning.com on February February 26, 2010. Feiner, M. (2004). The Feiner points of leadership: The 50 basic laws that will make people want to perform better for you. yo u. New New York City, NY: Warner Business Books. Welch, J. (2005). Winning. New York City, NY: HarperCollins HarperCo llins Publishers, Inc.

6

Case Anaylsis Martha McCaskey

Recommend Documents