1. References

Managers play special tasks, which some would call tricky, in the day to day operations of a company. On one hand, they are employees themselves, but on the other, they have a lot of discretionary power and serve as advocates for the business owners and other parties. The general roles of a manager include planning, organization and implementation, evaluation, and monitoring (Heathfield). Furthermore, many managers are caught in ethical dilemmas due to conflicts of interests that arise from their unique situation. There are cases where a manager either seemingly failed to adhere to his/her responsibilities, whether to third parties or employers, while also compromising the employees under their supervision. In this paper, we will analyze a unique situation where managers failed his/her obligations to third parties while adhering too strictly to his/her obligations as an agent of his employer.

Business managers must adopt a set of ethical principles and fundamental moral rules; they also should supervise how businesses and management treat one another, stakeholders and society.They must take responsibility for employee’s moral behavior, and do it seriously enough so as to monitor, discipline, and even remove employees when the standards of morality are violated. In order to do so, for instance, they can create a whistleblower protection program. Managers can raise the level of conventional morality through moral power, the implementation of moral concerns, and by being instrumental in building the characters of others. He or she must demonstrate that moral integrity and competence are inseparable, that moral character and trust are indispensable traits of business management as a profession. By adhering to moral standards, moral managers acquire the ability to increase their discretion and thus win the third parties’ trust. Acting immorally is an abdication of responsibility.

Managers who willingly make sacrifices for the company above and beyond their job description, show loyalty, and significant value. There are many obligations of loyalty, for instance, the obligation to notify the organization of danger, the obligation to act in a way that protects its legitimate interests, and the obligation to cooperate actively with the corporate goals. However, since each party in employee-employer relationship seeks their own interest, loyalty is irrelevant. Lack of reciprocity on the part of the employer makes the company an inappropriate object of loyalty. Some managers simply work to get paid, and they are misguided if they see themselves as owing loyalty to the company. Therefore, perhaps loyalty shouldn't be understood as a willingness to sacrifice for the benefit of the firm, but the willingness to be faithful to assumed commitments even at the cost of some personal benefits.

Organizations frequently rely on the use of third parties, or entity that is involved in a transaction (Shaw). Such individuals or entities are not straight associated in the employee-employer relationship. In certain cases, they are critical to success in the market and profits; they’re at the heart of many organization’s processes and activities. Third party relationships exist in many situations such as compliance, sales, operations, market, decision-making, regulation, information security and financial risk. Hence, third parties can be suppliers, merchants, co-brands, partners, insurance carriers and even customers. .The economic relationship between the third parties and the management, in its extensive application, is important to the management of the cost compliance with the cost of regulation and organization, such as security. Organizations rely heavily on their third parties for improved profitability, faster time to rise in the market, competitive advantage, and decreased costs. With the third party involved, the social stability risk assessment has also gradually began to expand. Therefore, the company, specifically managers, have many responsibilities to the third parties such as Honesty.

Honesty is one of the fundamental basis in business. Business managers, above all, must be worthy of trust and honesty. They always need to deal fairly with company business partners, including current and prospective customers, suppliers, distributors, agents and other representatives. It is important to never manipulate, conceal or abuse privileged information, misrepresent material facts or engage in any other unfair-dealing practice. However, there has been some case where they some of them have failed this code of ethics; for instance, some cases managers aren't doing enough to encourage whistle blowing.

Whistle blowing is a conflicting matter in terms of employee honesty. On one hand it may be seen as loyal and on another, disloyal. “Employees have both moral and legal of obligation to be loyal to their employees” (Beauchamp and Bowie). Whistle blowing has positive benefits, but also disadvantages. The information that was provided is to prevent the company of wrongdoing which would probably cause the damage of the company. However, if the information that was leaked outside the company, it may also harm the reputation of the company and criminal consequence (Mathewson). Businesses have a responsibility to the public to act on whistle blowing intelligence or risk adverse consequences. Whistle blowers frequently put themselves at great risk, it also raises concerns about the employee’s responsibility to self and one’s dependent. Their situation is rendered more perilous by the failing of the U.S legal system (Ahmar). No one can say that whistle blowing is good or bad because it has both effects. Whistle-blowing can sometimes cause more problems than good. However, an employee has an ethical obligation to blow the whistle. It is beneficial for him/her to act ethically and show loyalty by not only obeying the rules and regulations of the organization, but also reporting wrongdoings that may affect the public at large.

References

Ahmar Ahmad, Syahrul, Rahimah Mohamed Yunos, Raja Adzrin Raja Ahmad, and Zuraidah

   Mohd Sanusi. "Whistleblowing Behaviour: The Influence of Ethical Climates Theory." Science   Direct. Elsevier B.V., 16 Jan. 2015. Web. 29 Mar. 2017.

"Court Documents." Gutierrez v. Wells Fargo Bank, NA. Kurtzman Carson Consultants, n.d.

Cowley, Stacy, and Matthew Goldstein. "Accusations of Fraud at Wells Fargo Spread to Sham

   Insurance Policies." The New York Times. The New York Times, 09 Dec. 2016. Web. 28 Mar.   2017.

Egan, Matt. "Wells Fargo workers: I called the ethics line and was fired." CNNMoney. Cable

Heathfield, Susan M. "What Does a Manager Do on the Job in the Workplace?" The Balance.

Korac-Kakabadse, Nada, Alexander Kouzmin, Phillip Reeves Knyght, and Andrew

   Korac-Kakabadse. "Introduction." The Impact of Information Technology on the Ethics of   Public Sector Management in the Third Millennium. New York Institute of Technology, n.d.   Web. 29 Mar. 2017.

Mathewson, Kirsty. "What's Ethical About Whistleblowing?" CSRwire The Corporate Social

Reding, Anaïs, Anke Van Gorp, Kate Robertson, Agnieszska Walczak, Chris Giacomantonio,

   and Stijn Hoorens. "Handling ethical problems in counterterrorism." Rand Europe. Rand   Corporation, n.d. Web. 27 Mar. 2017.

Shaw, Danny. "Managing 3rd Party Risks During a Crisis." Association of Local Government

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