Reference no: EM133342615

Case: You are the director of a mentoring program that provides after-school and weekend services to children ranging from ages 11-18. You have been in this current position for the last 3 years, after serving for 1 year as an assistant director. You began working at this facility immediately after graduating from Hiram. The duties of this job include hiring/retaining mentors to lead the afterschool and weekend activities, coordinating with local businesses for presentations and "field trips," and establishing and monitoring a monthly budget.

You have 2 assistant directors that work directly underneath you to support more of the day-to-day administrative tasks, like tracking employee hours and ensuring the daily operations run smoothly (but any issues are reported to you). Your facility currently serves about 70 children per day in a community where the average income is below national averages.

The children at the facility, as well as the staff, LOVE your leadership style, appreciate your commitment to the community and generally look up to you. You have been a dedicated director of this program and have personal relationships with many of the families whose children attend. As with any job, though, there are a few families that were not as pleased with you, given that you are a not a local member of the community (you grew up in a town 50 miles away).

You have been approached by a newer facility, in your hometown, to serve as their director (you did not directly apply for this position, but the owners have contacted you). Your duties would be similar to those you have now, but you would be serving on average double the population of children per day. You would have 3 assistants serving directly under you, and you would be receiving a 20% pay increase.

The facility has newer and more advanced technology and amenities than your current place of work. This community, however, does not experience the same struggles that your current facility faces. The average family income is at or above the national averages. You have heard of "issues" related to parents of the children attending the facility, in that the parents demand a certain level of attention and oftentimes try to insert themselves into the facilities decision-making processes.

To compound this issue, your current community has a social media page, and a (disgruntled) parent has just posted an update noting that they know of the offer you have received and they are unsure of your commitment to your current facility. Multiple community members have defended you on this social media thread, but a few parents have also questioned your commitment and care for the children of your current facility.

As a general note, you would potentially need to relocate, as you currently live 45 miles away from the new facility. Also, the "other benefits" (paid time off, healthcare) are relatively the same in both positions. Finally, you weren't necessarily looking to further your career in this area. You have been looking for a management position in healthcare, which is ultimately where you wanted your career path to go.

Question: You must decide: 1) how to handle the social media issue and 2) what you will do about the job offer. In order to make these decisions you will utilize the decision-making framework (7 steps) that were outlined in Chapter 2 of our text [Figure 2.2, page 49 et. al.] (Business Ethics by Hartman, DesJardins and MacDonald). In a thoroughly written essay, walk through the ethical decision-making process. Your essay should be polished and proofread and should be at least 2, and not exceed 3, full pages (single spaced with appropriate headings and margins). Your essay will be graded based on the writing rubric in Moodle (see "Effective Writing Rubric" under the Syllabus heading in the beginning of your course Moodle for details).