Reference no: EM132707920

Question: You are a strategic planner for a multinational corporation with a HQ in London, which owns and manages a tea plantation in China. The organisation's advertising emphasizes the organisation's 'partnership with the developing world'. In recent weeks, the organisation has been the subject of a series of critical articles in a national paper. The articles have contained detailed data about the pay and conditions on the plantations and have described those pay and conditions as exploitative. The newspaper has also commented unfavorably on the arrangements, which the organisation has made with the country's government for the repatriation of profits. The information in the articles has been accurate, and it is evident that a member of the organisation has been supplying the information, although the organisation has a rule that a member of staff 'must not disclose commercial information to unauthorized persons' and another one which says that 'all contacts with the press must be handed by the properly authorized officers.'

At a social function, a member of your department inadvertently makes it plain that it is he who has been supplying the information to the newspaper. He immediately recognizes what he has done and says you 'must ignore what I've said or I'll be sacked'. There are also reports that the plantation workers resent being managed by a manager who demonstrates individualist cultural traits and knows little about their culture, especially when one of the long serving planters is held in high regard by the locals.

1. Evaluate the ethical leadership issues raised in this multinational corporation

2. What are possible other ethical considerations?

3. What challenges and solutions are associated with cross cultural management?

4. Who are theorists i can use to do comparisons?

5. Which companies might have had similar situations?