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Case Analysis: Fuzzy Math

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Date:
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Summary

The case is related to an outbound call center company, ConnectCo, located at Ontario,

Canada, where a newly appointed manager, Joe Davis faced an ethical dilemma in reporting and

planning division of the company. While performing his duties, Joe Davis noticed that the

organization had no formal set of procedures, rules and regulations for execution of contracts

with their customers and suppliers and therefore, upon suspecting a wrong doing into the

organization, he immediately contacted the relationship manager and vice president of the

company for Canadian operations to confirm the matter. He made several attempts for resolving

the matter with the vice president and the relationship manager, but all of his efforts brought no

fruit to the organization because of the ignorance of the top management over the suspected

wrong doing or misinterpretation of the terms of contract with Symbol. Therefore, after

confirming his findings about the suspected wrong doing, he realized that the organization has a

culture of corruption, but he was quite uncomfortable with the situation because being a

relationship and planning manager he need to respond to the Symbol over the amount owed by

the company.

Moral Awareness

In my point of view the management of the company had moral awareness because they

knew everything, happing in the company at that time, but the relationship manager and vice

president pretended to be unaware about the matter or suspected wrong doing as identified by the

Joe Davis. Therefore, he felt that there is a strong culture of corruption into the company because

the management of the company gave no value to such a serious breach of contract with the

Symbol. He also evaluated that the company had no formal or standard code of ethics as a part of
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their strategic plan, while the management had also ignored the need of such rules and continued

their policies and actions in their traditional manner, which was showing either their ignorance to

the policies and procedures of the company due to lack of a strategic plan or knowledge about

the penalties to borne as a result of serious breaches of the terms of the contract or the

management were trying to deceive their client.

Davis Actions and Cognitive Dissonance

Being an experienced manager and consultant, Davis would first decide to explain the

risk associated with that particular situation that how the company would be treated or sued in

the court of law for claiming damages, if the Symbol realized that the company was corrupt with

it in that particular transaction. In order to make such explanations, he would be required to

propose a complete set of code of ethics, so that every individual employee in the organization

could obtain better understandings of such rules and moral values. It would be suggested to the

executive managers of the company to build their attitudes and behaviors as a role model for

their subordinates, so that other managers and employees can follow them for making right

decisions. He would suggest that it is the primary responsibility of a company to build loyalty

and trust among its employees, so that they could enhance their performances by working in a

highly trustful environment. He also thought that if the management does not cooperate with

him, he would inform the officials of Symbol about what was going on into the ConnectCo,

which would result at maximum in termination of his employment from the company. However,

the management of Symbol would also file a legal suit against the company and claim damages

against the offence they did, which would be proven as more expensive for the company.

Moreover, Joe Davis was more likely experiencing cognitive dissonance because he thought that

the company would be at least transparent to its employees, society and clients, but it was proven
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as against to his beliefs and thoughts. He would not trust his company anymore, until and unless

the company should regain the trust of its employees by reviewing its ethical and moral values

while taking into account the recent developments in the industry or society as a whole.