Managing Organizational Behavior 2nd Edition by Timothy Baldwin,Bill Bommer,Robert Rubin

Exercise 2

Being a Responsible Whistle-Blower
As a manager in your firm, you have become disturbed with some of the claims that are being made (by people in your marketing and sales group) about some of your products. Although you often work with that department, you are employed in a different function and not sure if you should "stick your nose" into that area. Moreover, although you feel something of an ethical obligation to ensure that no customers are harmed by false information, you also are very concerned that blowing the whistle in this case could prompt serious repercussions and potentially be detrimental to your career, cause the loss of trust and friends in the firm, and even impact your family.