Case Analysis Report Rubric.edited

WORLD CLASS BULL MGT-334: CASE ANALYSIS REPORT MGT-334: HUMAN RESOURCES MANAGEMENT Johnson C. Smith University, Charlotte, NC CASE ANALYSIS REPORT “WOLD CLASS BULL” (Due Date: Sunday, Dec 3, 2023) Submitted by: Martha Stewart (JCSU ID: 00981574) Instructor: Dr. Nayyer (Nick) Naseem Submitted by Martha Stewart JCSU ID : 800981574 Page 1 of 18

WORLD CLASS BULL MGT-334: CASE ANALYSIS REPORT Table of Contents Executive Summary ..................................................................................................................................... 3 Introduction ................................................................................................................................................. 4 Key Issues .................................................................................................................................................... 5 Situation or SWOT Analysis .......................................................................................................................... 6 Strategic HR Goals and Objectives ............................................................................................................... 8 Business Ethics ........................................................................................................................................... 10 Discussion on HR Ethical Issues Involved and Need for Disciplining .......................................................... 12 Recommendation ...................................................................................................................................... 12 Implementation Plan ................................................................................................................................. 14 Appendices ................................................................................................................................................ 16 References ................................................................................................................................................. 18 Submitted by Martha Stewart JCSU ID : 800981574 Page 2 of 18

WORLD CLASS BULL MGT-334: CASE ANALYSIS REPORT whereby business ethics become part and parcel of each organizational activity within an entity. Implementation Plan: This proposed implementation plan enhances ethics, eliminates inconsistencies, as well as realigns the employees' attitudes toward the revised policies. The process includes training and workforce realignment, amending policies, costing and timelines for execution, defining the work scope to be covered, measuring ROI metrics, monitoring, and continuing process improvement. This will strengthen the ethics of SFS, creating an atmosphere within the employees that matches the values of the company. In this regard, the measurable metrics shall indicate the effectiveness of the plan and also prove that this investment yields positive returns in the long run. Introduction SFS specializes in offering specialized fleet services and unique solutions to organizations faced with managing large vehicle fleets. Its main objective is to improve the efficiency of fleet operations, optimize customer support, and ultimately enable its clients to achieve unprecedented excellence.) SFS was established on the ethics and the quest to set high standards in the industry. In order to remedy this situation, SFS was established five years ago and only recently went through a major overhaul after a scandal of alleged kickbacks forced it to reassess its corporate model entirely. It was this critical moment that led to the formulation of a firm corporate code of ethics, which is a reference guide aimed at ensuring honest and just practices across the entire spectrum of the firm's activities. Leading the sales efforts at SFS is Vice President Jeremy Silva – one of the key players in the effort to make the company's comeback after the scandal. Jeremy's task was to overcome challenges regarding the provision of his contracts, but he encountered a big challenge of capturing Armadillo Gas & Power fleet management's contract. The armadillo, a significant force in the power industry, had a reputation for rigidity towards switching over their fleet-service vendors. This occurs in the context of implementing FleetNet by SFS, a revolutionary online tool for fleet management. The system uses GPS and real-time data analysis for clients to understand what is happening in the fleet: location, fuel consumption, driver's performance, maintenance records, etc. FleetNet was an innovative approach, but it did succeed until some crucial people like Dale Landry – Armadillo's CFO, got convinced that they were wasting time and money in trying to solve problems without first understanding their causes. This narrative saw the emergence of a protagonist, "Fort," a person named Christopher Knox. Fort, the famous sales god with a golden touch, aimed at defeating Armadillo's resistance. Fort's atypical approach in which he took advantage of his understanding of Dales's passion, mainly about a coveted longhorn bull known as Big Buddy, to formulate a relationship extending beyond what convention dictated as a client- vendor one. The tension in the narrative continues to build when SFS's Vice President of Human Resources and Chairperson of the ethics review board, Samantha Williams, raises questions regarding Fort's methods. William argues that Fort's action might have violated SFS's code of conduct, more specifically in regard to dishonest trading. Thus, it lays the Submitted by Martha Stewart JCSU ID : 800981574 Page 4 of 18

WORLD CLASS BULL MGT-334: CASE ANALYSIS REPORT foundation for the conflict between Silver's sales team and the ethics review board concerning whether it is a creative selling technique or an unethical practice. A critical analysis of such dynamics in relation to the existing and new sales practices will form part of this paper in section II. Similarly, section III discusses ethics issues in SFS against the backdrop of challenges facing the competitive fleet management market. In the course of investigating this case, we get to see why Fort was such an approach, what the ethical conflicts attached to it, and why it matters for SFS's reputation or client relationships. Key Issues World Class Bull summarizes many of the critical ethical issues concerning SFS and, in particular, Chris Knox. Unpacking certain aspects of the case leads to some clear challenges that have provided insights into what makes ethics and creative selling techniques coexist. Ethics Code Ambiguity: The corporate code of ethics stands as one of the most severe problems that SFS has to overcome. Despite serving as a guide, there are doubts that it can handle non-common selling techniques. This case poses questions on whether the then-current ethical codes sufficiently embrace the evolving sales tactics, particularly those complex calls for discernment of personal convictions in interpersonal relations. Despite an element of vagueness inherent in the code, it is difficult to determine its utility in circumstances akin to Fort's conduct. Deceptive Business Practices: The core issue in this ethical conundrum is whether Fort's operations, including his association with Dale Landry, are unethical trade processes. According to Samantha Williams, the vice president of human resources, who is also a member of the Ethics Review Board, he claims that using his personal contacts to land a contract contravenes the code of ethics. This debate is about a fictional story that goes beyond business ethics on whether it's creativity in selling or deceitful. Potential Harm to Relationships and Reputation: A further serious problem arising from Fort's approach relates to potential damage to clients' trust in SFS and its brand. Williams states that the revelation of Forth's tactics could render obsolete the client's trust in the company. The case provides a basis for discussing the delicacy of balancing getting sales targets versus protecting long-run client relationships. In this manner, the general principle is that if something succeeds in the short-run but damages the reputation for the longer term, then it is not worth doing. Leadership Divergence: However, within SFS, there is a confrontation between two positions held by Jeremy Silva, the vice president of sales, and Dr Bill, the leader of the ethics review board. Jeremy strongly supports Fort, stating that there was no cheating or violation of the ethics code. These gaps raise broader issues regarding leaders' agreement on their firm's ethical practices and the effects of these conflicts on an organization's ethics climate. Ethical Blind Spots and Reassessment: The issue also draws attention to the possibility that the company has some ethical blind spots. As a way forward, Williams points out that, perhaps, the said code of ethics may not fully account for cases such as those pertinent to Fort's suggestion of a review of the ethical norms. Fort's actions raise a Submitted by Martha Stewart JCSU ID : 800981574 Page 5 of 18

WORLD CLASS BULL MGT-334: CASE ANALYSIS REPORT there is inadequate organizational cohesion about ethical conduct. The effect of this divergence will also have an impact on the ethos of a company as a whole. External Situation Analysis Opportunities 1. Growing Fleet Management Market: Complexity is increasingly associated with the management of vehicle fleets, which offers SFS an opportunity to widen its market base. This shows that there is a need for highly sophisticated systems such as FleetNet in line with SFS’ innovativeness. 2. Technological Advancements: As far as SFS is concerned, some new innovations in technology, like data analytics and IoT, offer a chance to extend the current fleet management process with respect to this company. Keeping abreast of the latest technology trends can only enhance the company's competitiveness. 3. Strategic Partnerships: In connection, SFS may collaborate with technology providers or industry associations as a way of broadening the reach and offering them integrated solutions. Such strategic alliances could also increase the total value proposition offered. Threats 1. Competitive Landscape: Fleet management is a very competitive industry where multiple players are fighting for market dominance. SFS is exposed to the risk of its rivals developing comparable innovative products and hence requires keenness to stay ahead. 2. Regulatory Changes: The company operates under differing regulatory frameworks, which may be reformed and will alter its activities. Understanding changing laws and regulations is essential in ensuring compliance threats. 3. Reputation Risks: Issues of ethics posed by the case can damage the image of SFS. While that may appear suitable for Fort's customers, bad things happen in business. For instance, that may affect the organization's credibility, including from existing and future customers. 4. Public Relations Challenges: One of the threats is managing public perception in light of the ethics scandals. Negative publicity may damage customer relations, employee confidence as well as investor’s trust. Prevailing Business Environment 1. Competitive Environment: Fleet management operates in a cutthroat environment with companies that bid for contracts by demonstrating the efficiency of their solutions over rivals'. In such an environment, SFS needs to keep innovating so as to distinguish itself. 2. Social and Cultural Dynamics: In this context, Dane Landry is CFO at Armadillo and is interested in a valuable bull longhorn prize. These individual and cultural idiosyncrasies are essential to consider when trying to meaningfully connect with clients; however, they raise ethical issues. Submitted by Martha Stewart JCSU ID : 800981574 Page 7 of 18

WORLD CLASS BULL MGT-334: CASE ANALYSIS REPORT 3. Political and Legal Landscape: Political and legal changes shape the regulatory environment surrounding fleet management services. It is critical to comply with the requirements and keep up with the laws so as not to face legal danger. 4. Technological Infrastructure: Availability and reliability of technological infrastructures, including a robust data network and secured cloud platform, affect the efficacy of SFS fleet management solutions. As such, it requires that we are cautious when managing our infrastructural facilities that depend heavily on advanced technology. Strategic HR Goals and Objectives The strategic objectives will assist SFS to strike a delicate balance by enhancing its business competence, innovativeness, as well as ethics in the complex marketplace portrayed via the "World-Class Bull" case. Therefore, it can be stated that HR defines how the company's culture will look, inspires staff members to follow the corporate values, as well as helps establish an ethics-supporting atmosphere within the organization itself. The second part discusses the overall HR objectives and goals for SFS as a whole and the issues raised by this ethical problem. General HR Goals and Objectives Talent Acquisition and Development The intention is to use a strategic approach to recruitment, aiming at top-class people who are a model of fairness and creativity. The purpose of this objective is clear, given the fact that the success of SFS depends on the quality of labor force integrity. Ethical values are considered one of the critical elements in the recruitment process carried out by HR as the company strives towards (Zhu, 2021). Moreover, through the provision of ongoing training opportunities for its staff, HR aspires to nurture an educated and value-driven workforce capable of contributing towards the viability and prosperity of Speciality Fleet Services. Ethical Training and Awareness The company should establish broad training in ethics programs that will focus on understanding the company's code of ethics and the consequences of ethical decisions. This goal stems from understanding the need to arm employees with adequate information and means to respond appropriately to any ethics-related issue in order to promote an integrity-based business environment (Govender, 2023). The company seeks to instill in its employees a common viewpoint regarding appropriate behavioral practices through broad ethical training where these employees shall be equipped with appropriate and ethical guidelines they can refer to whilst making ethical decisions within the company's ethical framework. Leadership Development The goal envisages the cultivation of ethical leadership at all organizational structures, highlighting that good strategy without ethics can harm the business more than expected. This objective is based on the belief that ethical leadership influences the development of organizational culture. Human resources stresses the cultivation of ethic- centered leaders because leaders are role models, and they determine behavior and choice of actions with regard to their teams (Konttinen, 2023). Through building ethically Submitted by Martha Stewart JCSU ID : 800981574 Page 8 of 18

WORLD CLASS BULL MGT-334: CASE ANALYSIS REPORT This implies updating a code of ethics from time to time to make it appropriate for employee behavior. It is because of the recognition that it is also essential to adapt to an ever-changing business environment and revise appropriate ethics codes where necessary. In this case, it is essential that HR plays an active role in sustaining the code as a reliable instrument for guiding ethical decision-making within the organization (Figueroa- Armijos et al., 2023). As a result, the company has established to annually evaluate and improve its own code of ethics so as to remain current with modern business problems. The employees are then presented with straightforward rules that give guidance to professional behavior, leading towards desired ethical practices. This strategy reveals that HR strives to uphold the highest degree of morality within the organization. Training on Ethical Gray Areas As such, these aimed at creating specialized training for grey areas in ethics, offering employees strategies for resolving scenarios that are morally unclear. This aim stems from the fact that, in some circumstances, ethical issues can come up. It is vital to develop specialized training programs addressing these grey matters in order to provide the required skills and information for dealing with such intricacies. Through such tailored training, HR promotes organizational ethics, making sure that people know how to solve problems in which ethical decisions might not be obvious. It assists in creating a workforce that is ethically sensitive and can make principled decisions in different circumstances. Cultural Reinforcement through Recognition The goal is to identify cases of ethical conduct among employees in order to strengthen the desired corporate culture. This objective is based on the fact that positive reinforcement is one of the most effective tools for molding behavior. In this light, it strives to highlight acts of ethical behavior to portray the significance accorded to uprightness in corporate governance at the workplace by actively recognizing and rewarding them (Ndlovu, 2021). Moreover, it acknowledges individual efforts and motivates commitment toward ethics to cultivate a positive ethical workplace in totality. The integration of recognition programs by HR helps to build an ethical culture whereby people are expected and rewarded for righteousness. Business Ethics There is an intricate dance involving the fleet management industry where SFS has to define and adhere to the ethics that are consistent with the culture of ethics. The essence of business ethics is actually the basis of corporate social responsibility and determines the identity of a company for consumers. A complete code of conduct on business ethics at SFS should be observed, as well as the expected behaviors by the staff toward enhancing the ethical climate in an increasingly competitive scenario. Core Business Ethics Principles: Openness and openness of internal communications with the organization's internal and external environment are guiding principles of the company. Employees should be able to share relevant data openly with no reservations, raise concerns or ethical questions as soon as they arise, and contribute to an atmosphere of transparency in interactions involving colleagues and clients. Submitted by Martha Stewart JCSU ID : 800981574 Page 10 of 18

WORLD CLASS BULL MGT-334: CASE ANALYSIS REPORT Decision-making integrity is based on the highest moral standards of integrity that permeate every organizational choice and action. Honest, fair, and moral are expected to influence the employees' decisions. They also need to avoid conflicts of interest, disclose any possible conflicts, and abstain from fraud and other unscrupulous approaches. The principle that guides respect for stakeholder interests includes looking after stakeholder interests such as those of workers, customers, suppliers, and the surrounding community. The employees should ensure they put customers first by maintaining long- lasting relationships (Nayal, 2022). Furthermore, they should exhibit professionalism by treating their colleagues, clients, and business associates accordingly but in a way that enables them to have confidence in the business. The general principles governing the company include adherence to all relevant laws, regulations, and industry standards. When an employee is not sure of what the law requires in a particular matter, they should seek clarification. In addition, workers have an obligation to immediately notify any infringements or legal hazards to promote a climate of lawfulness and ethical practices in SFS. Innovation in ethics involves promoting innovation while adhering to ethics and social needs. Ethically, creativity in employees should be encouraged. Moreover, innovation should be evaluated so as not to affect stakeholders and society and, therefore, to prove that it is a responsible practice. As such, SFS encourages employees to consider ethically sustainable innovation to ensure any novel technology or business practice is morally sound. The practice of fair and clean competition as a means to avoid any sort of bribery, corruption, or illegal business dealings guides fair competition and corrupt practice control at SFS. Competition should be healthy and at an ethical level without practices that seek to undermine others. Employees should also not solicit or accept bribes, kickbacks, or other forms of corrupt payments. Employees should always report misbehavior both within and within SFS so as to create an environment of honesty and fair play in the firm. The pillar of environmental and social responsibility at SFS is driven by the belief that such aspects are fundamental elements of business conduct. Responsible business decisions should involve some consideration of their possible environmental implications. Furthermore, getting involved in socially responsible activities which have a positive impact on society is promoted. Ethical buying processes along with ethical supply chain and business operations are also expected of employees whereby the business adopts an approach that is environmentally friendly and beneficial socially. Upholding Business Ethics in the Context of the Case In light of the "World-Class Bull" case, certain business ethics principles become particularly relevant to address the existing challenges: Ethical Sales Practices At SFS, ethics in sales stem from one fundamental value: sell honestly to clients openly and fairly. Applying this principle in the case context highlights the need for the sales team not to use deceitful or manipulative approaches during negotiations to clinch businesses. The organization's ethics should dictate clear rules of ethical selling, and the management should ensure these are observed. That way, the company will foster a society of high-integrity dealings that are free from unfair practices. Submitted by Martha Stewart JCSU ID : 800981574 Page 11 of 18

WORLD CLASS BULL MGT-334: CASE ANALYSIS REPORT negotiable. However, the ethics violation in relation to the sales team needs a fair amount of discipline. It is important to note that while striving to meet business purposes, ethics should always come first. By cultivating a transparent atmosphere, focusing on a product's merits, and adopting preventive techniques, Specialty Fleet Services will remain successful and hold a clean name. Recommendation SFS’s HR leadership needs to implement proactive steps to avoid such ethical issues as those in the “World-Class Bull” case. The following recommendations aim to enhance clarity about business ethics policies among employees and communicate the potential repercussions of ethical violations: A multi-pronged approach should be adopted to promote ethics and good conduct in the organization. Primarily, proposing a comprehensive revision and an upgrade of the current code of ethics should be prioritized. Work together with the legal and compliance department to ensure compliance with industry standards, clearly communicate your expectations, and incorporate real-life situations for practical understanding. In addition, regular ethics training programs should be implemented to create an ethics culture in an organization. The programs should comprise regular workplace training where case-based studies are presented by experienced external ethicists. In addition, they could also provide the means of engaging in various forms of questions and answers related to ethical issues for solving the same. Setting up an ethics hotline or committee is essential in giving employees an avenue where they can report their concerns confidentially. It entails establishing an anonymous reporting system, providing people with information on how they can report the cases, and appointing a cross-functional ethics committee to identify and offer recommendations for suitable corrective measures against the observed infractions. Furthermore, it is necessary to spell out the impacts of unethical behavior. These measures involve specifying particular disciplinary actions, such as penalties in case a person breaks the rules, and ensuring all employees are aware that such punishments will be imposed; finally, it is important to include real cases or scenarios such as the ones in actual situations of what happens if one fails to. Another critical approach is integrating ethics in performance appraisals. This involves incorporating an ethical component in the performance appraisal system, rewarding individuals demonstrating appropriate conduct, and handling deficiencies under corrective action. Dialogue about ethics is essential for cultivating a collaborative environment. The managers should organize periodic town hall meetings where employees can raise issues, clarify matters, and stress the duty each has towards ethics. Additionally, consistent communications regarding ethics in business, as well as the necessary resources, must never stop. Ongoing reinforcement of ethical behavior may involve developing and distributing materials that outline ethics, implementing a company-wide communications plan, and finally, setting up an online resource repository. Sales leadership collaboration is stressed to ensure that sales ethics are incorporated into sales initiatives. Proactive measures suggested include joint workshops, Submitted by Martha Stewart JCSU ID : 800981574 Page 13 of 18

WORLD CLASS BULL MGT-334: CASE ANALYSIS REPORT promoting sales leadership to act by example, and encouraging working relationships between sales and ethics approval boards. The periodic review of policies will ensure that they are dynamic and reflect the industry’s changing norms. Review, request for input from stakeholders, and timely update of policies upon change in regulations or market behavior. Lastly, ethics surveillance and reporting should be ensured. First, ethical compliance metrics should be incorporated within the standard reporting mechanisms. Updates should be provided to the leadership team and the workforce on various ethical initiatives. Secondly, periodic audit reviews should be conducted to determine the efficacy of training programs as well as the implementation of policies. Through such recommendations, the HRO's leadership at SFS will build a practical framework that has an ethical substratum besides developing a culture where business ethics form part of all organizational functions. Such an ethics foundation not only prevents ethical anomalies but is also instrumental in clear information, awareness creation, and active prevention strategies, which will be the basis of this resiliency. Implementation Plan Fig. 1 Objective: An implementation program will be implemented to strengthen ethics and avoid anomalies of the 'world-class bull' case. This will involve retraining of staff, policy change, and cost-timing-area-ROI analysis against a set of measurement metrics. 1. Retraining Program: Objective: Improve ethics awareness among the employees and integrate it with newly adopted policies. Components: • Ethical Training Modules: • Design interactive lessons on ethics in marketing, dealing with customers, and dealing with private individuals’ details. • Sourcing of external experts as part of specialized training programs. • Workshops and Role-Playing: • Hold workshops, on-site and online, using realistic ethics problems. Submitted by Martha Stewart JCSU ID : 800981574 Page 14 of 18

WORLD CLASS BULL MGT-334: CASE ANALYSIS REPORT • Metrics: • Sales: Measure any substantial gains in sales as a resulting factor of increased integrity among customers and ethical salesmanship. • Company Reputation: Measure changes in the public image by tracking online and offline sentiment. • Employee Morale: Frequently undertake polls to determine workers’ levels of commitment and ethical atmosphere awareness. • Discipline: The number of reported ethical issues and subsequent disciplinary actions. • ROI Calculation: • Measure the ROI by weighing those costs against the gains from increased sales and a more solid reputation. • Also consider the less visible advantages like increased employee commitment and lowered staff retention rate. 6. Continuous Improvement: Objective: Set up processes for consistent progress using feedback information and dynamic industry benchmarks. Components: • Feedback Mechanisms: • Use anonymous feedback systems to get input from staff as to whether the strategy is working. • Perform periodic reviews of feedback and tweak training modules and policies. • Benchmarking: • Match the company’s ethical standard with that of the industry. • Review policies periodically in relation to the changing ethics environment. Through the systematic implementation of this plan, SFS can build on solid ethics in the organization, enhance a culture of integrity, and bring about congruence between employee behaviors and SFS's values. Measurable metrics on these grounds would allow continuous review and a positive ROI in the longer term. This strategy is designed to address ethical risks as well as promote lasting organizational excellence and image. Appendices SWOT analysis for Specialty Fleet Services (SFS): Internal Factors Strengths Weaknesses Innovative FleetNet System - Positions SFS as a leader in comprehensive fleet management. - Ethical code ambiguity can lead to challenges in application. Leadership and Experience - Leadership, led by Jeremy Silva, has successfully navigated challenges. - Divergence in perspectives between sales and ethics leadership. Skilled Sales Team - Adaptable and strategic sales team. Submitted by Martha Stewart JCSU ID : 800981574 Page 16 of 18

WORLD CLASS BULL MGT-334: CASE ANALYSIS REPORT Internal Factors Strengths Weaknesses Commitment to Ethics - I established a corporate code of ethics to guide decisions. - Ambiguity within the code may lead to differing interpretations. External Factors Opportunities Threats Growing Fleet Management Market - Opportunity to expand market share with innovative solutions. - Intense competition in the fleet management industry. Technological Advancements - Leverage rapid technology advancements for enhanced solutions. - Regulatory changes impacting operations and compliance. Strategic Partnerships - Collaborate with industry players for broader reach. - Ethical considerations posing a risk to SFS's reputation. Prevailing Business Environment Competitive Environment - Continuous innovation is essential for differentiation. Social and Cultural Dynamics - Understanding personal and cultural nuances for client connections. - Potential public relations challenges amid ethical controversies. Political and Legal Landscape - Adherence to compliance and awareness of legislative changes. - Legal threats due to changes in regulations. Technological Infrastructure - Dependence on advanced technology requires vigilant infrastructure management. Submitted by Martha Stewart JCSU ID : 800981574 Page 17 of 18