The following situation contain ethical conflicts. Answer the question based on the situation given below applying ideas, principles of ethical conduct and different aspects of justice as discussed in the session on Business Ethics. Smita and Punit Smita Gupta, an aerospace engineer, tells about a difficult career experience in which her friend Punit plays a central role. My friend Punit and I are employed by ABC Systems Corporation. We started about the same time after graduating from engineering school five years ago. The company does a lot of defence work, mostly for the Air Force, and it’s big. Punit and I worked on project teams doing tests to make sure that electronics shipped to customers met specifications. We have very similar backgrounds and job records, and there has always been a little competition between us. But neither one of us pulled ahead of the other on the corporate ladder. That is until last winter. At that time, we were assigned a special project to modify the testing protocol on certain radar components. The success of the projects was critical; it had to be done before Republic bid for two more years on its big radar systems contract. About 40 percent of our people work radar. We rolled up our sleeves and put in long hours. After a month, though, Punit volunteered to be on a companywide task force developing a new employee privacy policy. Privacy is a big deal to M Krishna (MK), our CEO. Punit continued to work with me, but he gradually put more and more of his energy into the privacy project. I had to start taking up some of the slack. He enjoyed the task force meetings. They met in the dining room at the Mahindra Country Club and he could hobnob with MK and some of the other big shots. He worked overtime to impress them. We finally finished the testing project and it was a success. But toward the end I did the lion’s share of it. One day, Punit made me angry by ending a capacitor test at 94 hours instead of the 100 hours you really have to have for validity. He did it because he was late for a privacy task force meeting. Overall, I guess Punit helped a lot, but he didn’t do his share all the way through. Last month the assistant manager of the radar project left the company and Punit and I both applied for the position. It was a pay raise of several grades and meant getting a lot of recognition. They chose Punit. The announcement in the company newsletter said that he was a “strong team player” and mentioned both the testing project and the privacy task force as major accomplishments. I don’t think it was fair. Q. Was Punit fair to Smita? Was Punit’s promotion fair to Smita? Was the company wrong to promote Punit?
The following situation contain ethical conflicts. Answer the question based on the situation given below applying ideas, principles of ethical conduct and different aspects of justice as discussed in the session on Business Ethics.
Smita and Punit
Smita Gupta, an aerospace engineer, tells about a difficult career experience in which her friend Punit plays a central role.
My friend Punit and I are employed by ABC Systems Corporation. We started about the same time after graduating from engineering school five years ago. The company does a lot of defence work, mostly for the Air Force, and it’s big. Punit and I worked on project teams doing tests to make sure that electronics shipped to customers met specifications. We have very similar backgrounds and job records, and there has always been a little competition between us. But neither one of us pulled ahead of the other on the corporate ladder. That is until last winter.
At that time, we were assigned a special project to modify the testing protocol on certain radar components. The success of the projects was critical; it had to be done before Republic bid for two more years on its big radar systems contract. About 40 percent of our people work radar.
We rolled up our sleeves and put in long hours. After a month, though, Punit volunteered to be on a companywide task force developing a new employee privacy policy. Privacy is a big deal to M Krishna (MK), our CEO.
Punit continued to work with me, but he gradually put more and more of his energy into the privacy project. I had to start taking up some of the slack. He enjoyed the task force meetings. They met in the dining room at the Mahindra Country Club and he could hobnob with MK and some of the other big shots. He worked overtime to impress them.
We finally finished the testing project and it was a success. But toward the end I did the lion’s share of it. One day, Punit made me angry by ending a capacitor test at 94 hours instead of the 100 hours you really have to have for validity. He did it because he was late for a privacy task force meeting. Overall, I guess Punit helped a lot, but he didn’t do his share all the way through.
Last month the assistant manager of the radar project left the company and Punit and I both applied for the position. It was a pay raise of several grades and meant getting a lot of recognition. They chose Punit. The announcement in the company newsletter said that he was a “strong team player” and mentioned both the testing project and the privacy task force as major accomplishments.
I don’t think it was fair.
Q. Was Punit fair to Smita? Was Punit’s promotion fair to Smita? Was the company wrong to promote Punit?
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