Reference no: EM13379326

Let's pretend that you are a Vice President or Managing Director in a large global firm where both you and your entire staff performance for the year depend upon the achievement of certain positive and desirable performance metrics.

In fact, yourentire staff will get a very attractive annual bonus that is tied into achieving departmental objectives. For example, your department will get to divide a handsome few million in bonus compensation for hitting the yearly performance targets. Obviously your team is very excited and everyone is looking forward to their share of that nice big bonus money.

OK, here are some related critical questions -

· What kind of ethical challenges do you think managers at a company may face when they have to produce certain measurable results?

· What if you really were a manager in such a position, and you became aware that your boss had been ‘fudging' a few - but not many - performance metrics to get the outcome that everyone wanted -- and expected you to look aside? You know that if you said nothing, everybody on your entire staff would be assured to get those performance based results and you'd get a really very nice cash bonus too (you could pay off your mortgage and send your kids to college!) What would you do?

· How can an organization mitigate or prevent this kind of situation from occurring? Is it even possible when a strong emphasis is placed on achieving certain results?

Please respond as concisely as possible toeach question. Credit will be given for the integration of academic theory together with the use of relevant, clearly explained empirical evidence and/or the use of well researched, relevant practical examples