Andika Daffa Elianto

12010119190124
Class X.IUP

Final Exam of Business Ethics course

1. If you act as the director of a company, what would you do (1) to prevent whistle blower,
(2) when your employee choose to blow the whistle, and (3) after incident of whistle
blowing?
2. What is the meaning of Participation Right in the work place?
3. How would you distinguished a job from a career and a job from a calling?
4. Masculinity and women in the advertisement content has become ethical issue for
decades. In the articles that we discuss in the one of the class session, there is a chance of
changing the condition by growing numbers of women in the advertising and promotion
business/industry as a creative behind the scene teams. Give us your opinion and use
keywords from business ethics field to support your point of view.

General instruction: the combination of using keywords (business ethics’ vocabularies) and an
example from real world practices, always a plus to get higher mark in this course.
Answers:

1. Whistleblowing is still considered a hazard for many companies. Where workers can at
any moment and in a world that has reasonably comprehensive legal security, it is not
difficult to see why harmful knowledge about what takes place in their company on a
variety of media forums. However, the word "whistleblowing" is not a terror. The
concern about whistleblowing for the majority of corporate executives is that a case will
be lose control. When a crisis is brought to light beyond the corporation, it is more
difficult to overcome, not to mention potentially damaging, both with the media and with
its own employees, the image of an organization.
a. Prevent Whistleblower
i. Perform focus groups & evaluations: Improve the workforce's awareness
of whistleblowing values and the related threats of retribution by focus
groups and polls. Develop questions that show whether workers are
willing to avoid (or not complain) domestic regulatory channels and why.
Age, length of service, race, obligation and schooling should be diverse in
the focus groups.
ii. Establish and broadly spread information security strategies with a range
of monitoring pathways: Establish and update procedures that can be
accessed by workers. Add easy and uncomplicated security measures in
addition to codes of ethics. Include them and make them available through
various other platforms in the employee guides. Make sure they provide
different sources of news.
iii. Conduct whistleblower-specific management instruction: Managers
receive a large number of reports from whistleblower individuals
personally, and the reactions of managers appear to differ and generate
risk. In order to better answer grievances, administrators require
whistleblower-specific training on a regular basis.
 iv. Report on Grievances Replies: Show staff you are dedicated and take their
grievances seriously, to protect whistleblowers. Please take the
opportunity to give general (anonymous) examples from an internal
forum, newsletter or intranet. In terms of the general character of the
lawsuit, some fundamental aspects of the prosecution, the pace at which
this case has been settled, the benefit the complaint has conferred on the
organization and where applicable, the benefit earned for reporting by the
whistleblower.
v. Conduct an in-depth analysis and publish to the extent possible: Promoting
a successful inquiry is important, so employers can implement rapid
response mechanisms demanding that inquiries be carried out immediately
after a report is filed. It should be noted to whistleblowers that such details
should stay private but that the organization would, as far as possible,
provide the findings of the inquiry.
b. When your employee chooses to blow the whistle?
If any workers plan to blow, the whistleblower should meet to get all the details
possible to make sense of the situation. In certain instances, an initial
communication with a manager will be successful. A thorough inquiry could be
required in more serious situations. The company is responsible for determining
which action to be done more efficiently. It must be remembered that if a study
concludes that the disclosure is untrue it does not indicate that a worker has
maliciously raised the disclosure. It is common practice for administrators to
comply with disclosures:
i. Have an anonymous contact service
ii. Proceed seriously and systematically with all details given
iii. Support the employee in tough or worrying times with access to
mentoring, guidance and counselling
iv. Assure the informant that their contact would not alter their working role
v. Document on the plea for secrecy by the whistleblowers.
vi. Manage the whistleblower's desires in terms of intervention and/or input,
along with consistent timing for updating.
vii. Provide a transcript of the conference and provide the whistleblower with
a copy.
viii. Require the employee to be accompanied at every meeting of the
disclosure by a representative of the trade union or colleague
ix. Provide support mechanisms to help restore trust and working ties after
disclosure is made such as mediation and dispute resolution, aid restore
trust and working relationships. Any actions or steps made after an
employee's disclosure would be helpful to track them. For organizations it
is also common practice:
1. Document the amount of information collected and its purpose
2. Keep records of the feedback date and material for whistleblowers
3. Perform annual assessments to check whistleblowers' satisfaction.
c. After the Incident of Whistleblowing
Following the employee's decision to blow the whistle, I will visit the whistle-
blower to collect all the information needed to clarify the situation. In certain
 instances, an initial communication with a manager will be successful. A
thorough inquiry could be required in more serious situations. The company is
responsible for determining which action to be done more efficiently. It must be
remembered that if a study concludes that the disclosure is untrue it does not
indicate that a worker has maliciously raised the disclosure. The employee will
normally try internal monitoring systems before publication first after the event
occurs. Jobs also erroneously categorize something as misconduct that was not
incorrect, at all. Remote surveillance gives administrators the ability to initiate an
inquiry and to remedy the situation. It is safer for an individual who goes to
government to demonstrate that wrongdoings have taken place; the offense must
be significant and whistling should have a chance of avoiding corruption. In the
case that the information it offers satisfies those requirements, whistle-blower at
work enjoys constitutional immunity against becoming victims or fired. It is still a
matter of fact whether a single divulgation fits certain requirements.
2. Employees ought to have the right to take part in the decision-making process. The
universal right to respect includes recognizing people as independent decision-makers,
free of violence on the part of others. Human integrity is related to people's right to direct
and monitor their lives. Any other alternative threatens to regard people as mere objects
and means and not as subjects and ends of themselves. Esteem for this integrity forbids
workers from being only viewed in the manufacturing sector as replaceable commodities.
Employees should instead be entitled to codetermine all measures that have a major
effect on their working lives. The involvement of workers would potentially have
multiple beneficial results. The first is to establish conditions of self-respect for workers
through participatory management. Institutions that facilitate and reward employee
engagement would enhance the psychological importance and appreciation of the
workers of essential psychological products. Second, workers who engage in the
decision-making process are less likely to feel alienation and burnout mental and physical
harm. The engagement of workers can be an efficient way of putting sense and purpose
into working lives and can counter physical and psychological harm. For example, in a
financial crisis, the organization decided to include its syndicate representation on the
management board as it demanded economic concessions from its union. This act
allowed Chrysler its workers to engage in corporate decision-making on the highest level
of their company. The UAW President Douglas Frasier, the Union's delegate, may
consciously represent employee needs. He was not able to consult with his own financial
and legal advisors, if he lacked the requisite skills.
3. A career is a role that pays the bills and provides a chance for success and development.
However, once you get to the top, a job can be pointless. In the meantime, function is
what we do in order to satisfy basic needs. A call: Sees your intent and beliefs associated.
Yeah, a call will pay the bills, but it also applies to the disparity in the universe. It is
primarily my own purpose, from my perception, to discern between work and calling. A
work from a job comes as the worker wishes to earn the reward, pay the bills and see the
job as a 'leader' to a better place. They work for growth, to obtain a greater role, to be
successful, and to attain high levels of social status. In the other hand, a calling job
derives from the personal opinion that the job is an important thing to do with your life,
without any compensation and without adding to your personal mission. These people
 also see their work as an expression of their own passion and in themselves to make a
difference for themselves or for the world in which they live.
4. Representations of gender in advertisements provide powerful models of behaviour to
emulate or react against. Masculine images typically convey power, strength, virility,
athleticism, and competitiveness whereas feminine images show beauty, submissiveness,
nurturance, and cooperation. Such themes appear repeatedly in popular culture (including
advertisements) and are often accepted by those who see them as natural aspects of the
human condition. Gender equality is defined as the realization of equal rights,
responsibilities, and opportunities between men and women. Gender-positive advertising
is simply the public expression of those equal rights, responsibilities and opportunities.
It’s the promotion of gender-inclusive messaging, which gives the interests, needs and
priorities of both genders equal consideration. For example, certain women can no longer
relate to women seen in commercials because of old gender stereotypes in advertising. In
terms of acceptance of stereotypical portrayal of each sex in movies and ads it's also a
viewpoint gap between women and men. Although 85% of women note stereotypical
portrayals of the role of women in gender, only a few men agree that the depiction of
women in advertising and publicity is troubling or that this issue should be resolved.
There is still a large amount of men who believe there is no problem whatsoever.

The "Find Your Magic" initiative that takes a brand away from decades of objectification
is an example of a campaign that shattered stereotypes of success in a branding business.
It calls men to tell Macho myths and depicts the contemporary world of attraction, the
real magic of two equals. Another indication of this is the advertisement "My Mutant
Brain," which a mode corporation introduced to advertise the new perfume. The ad shows
a woman leaving a dull black-thong case and dancing in a nutshell. This breaks the brand
from the cumbersome tale that perfume advertisements appear to follow (i.e. a woman or
man wearing the perfume in an extremely glamorous situation). More than 10 million
views have been gained and viral status reached. This shows that non-stereotypical and
inclusive advertisements are the way forward. They demonstrate that firms that stick to
the current gender-positive advertisement market imperative will face the future of
growth.

This disparity persists because men have the bulk of specialist positions seen in
advertising. Men prefer to play knowledgeable characters naturally like a psychiatrist or
an advocate and more time to position themselves or to speak in the ad. Meanwhile, there
is shortage of women depicted as potential ad chiefs. Women are often sexualized and
presented in more overt and equally important ways as second best. For e.g., in the world
of comedy, men almost twice are depicted as humorous, whereas woman performers are
typically depicted in sexually provocative clothes. Women seen in advertising are usually
on average ten years younger and more likely to appear in kitchens. This lack of
representational equity and change impacts both men and women. By the age of six,
teenage girls believe they're less brilliant mentally than young boys. Many women prefer
essential tasks in life and face pressure not to make any mistakes or shortcomings. The
stigma of being rough, homophobic, violent, and so on, on the other hand makes men feel
caged. These dilemma representations contribute you under peer pressure, which reduces
your ability to communicate about your problems, your self-esteem and your behaviour.
In relation to men's views, this has undergone a transition in the last five years, with
society gradually embracing the various expressions of "manhood" in which both
emotional power and physical strength are respected. This current reality is not expressed
in gender-based ads.