Opening case: Louise Simms and the government official
Louise Simms, newly graduated with a Master of Business Administration (MBA) degree, was hired by a firm based in the United States. With minimal training, she was sent to join a company partner to negotiate with a high-ranking Middle Eastern government official. The partner informed Simms that he would introduce her to the government contact and then leave her to "get the job done." Her assignment was to "do whatever it takes to win the contract: it's worth millions to us."
The contract would enable Simms's firm to select and manage technology companies that would install a multimillion-dollar computer system for that government. While in the country, Simms was told by the official that Simms's firm had "an excellent chance of getting the contract" if the official's nephew, who owned and operated a computer company in that country, could be assured "a good piece of the action."
On two different occasions, while discussing details, the official attempted unwelcome advances toward Simms. He backed off both times when he observed her subtle negative responses. Simms was told that "the deal" would remain a confidential matter and the official closed by saying, "That's how we do business here; take it or leave it." Simms was frustrated about the terms of the deal and about the advances toward her. She called her superior in Chicago and urged him not to accept these conditions because of the questionable arrangements and also because of the disrespect shown toward her, which she said reflected on the company as well.
Simms's supervisor responded, "Take the deal! And don't let your emotions get involved. You're in another culture. Go with the flow. Accept the offer and get the contract groundwork started. Use your best judgment on how to handle the details." Simms couldn't sleep that night. She now had doubts about her supervisor's and the government administrator's ethics. She felt that she had conflicting priorities. This was her first job and a significant opportunity. At the same time, she had to live with herself.
Questions:
1- Summarize the case in 4 lines.
2- Identify the main stakeholders in the case and the concern of each.
3- What are the main issues raised by the case? (Think in terms of Values and Ethics, Organizational leadership, emotions and motivation).
4- Simms lives an ethical dilemma. Explain.
5- According to you, how should she proceed to handle it?