Worldcom

Looking at WorldCom it is apparent that the company leadership did not establish the framework for an environment of integrity and ethical standards; this is the first and probably the biggest problem. Next, there was no communication between leadership and workers, without two-way communication workers have no idea as to where leadership is trying to take the organization or if something is wrong with the process. The solution or fix to this problem is to change the way the organization operates by establishing the key components of ethical behavior identified by Pepperdine University as virtuous values. These values consist of the following: Wisdom and knowledge, self-control, transcendence, justice and fair guidance, love and kindness, courage and integrity. I think it would be fair to say that these values shape the core of an ethical organization. Organizations should making difficult decision within the constraints of what is morally and ethically right. Kerns, Charles D. (2003) says, “The redeeming grace is the perception that such decisions are made with fairness and integrity.” Without some type of code of conduct, it is proven fact that organization will make bad decision that hurt all parties involved. According to the Securities and Exchange Commission Report (2003), Mr. Ebbers describe efforts to produce as corporate ethic code as a “colossal waste of time” (p. 18).

From a deontological framework prospective, none of WorldCom’s senior leaders made to decision by on a code of conduct, an oath of office or values. In my opinion all decision made by this leadership was to benefit them and not the company, employees, stakeholders or stockholders. There were a few workers at WorldCom that exhibited some morals, values and integrity, Cynthia Cooper and her colleagues whose names were not identified in my references. Ms. Cooper was an internal auditor for WorldCom who discover some of the accounting irregularities. “Originally, assigned...