Questions for Case Studies: In addition to the questions listed for each of the case studies,

each group is required, at the beginning of their presentation, to give a summary of the
case. At the end of each presentation, each group is also required to analyze the issues
discussed in the case from both Utilitarian and deontological perspectives.
CASE 1: Problems at InSpeech
1. What’s your appraisal of the situation at InSpeech in 19 88 ?
2. What are the origins of InSpeech’s problems?
3. What would you advise InSpeech management to do to turn the
company around and get it back on track?
4. How would you develop an ethical framework to guide the company
forward?

CASE 2: Sears Auto Centers (A)

1. As Brennan, what would be your principal concerns on June 19,
1992?
2. What’s your assessment of the allegations against Sears? Which of
the alleged practices do you find problematic? Why?
3. What are the origins of Sears’s problems? Who is responsible?
4. How well has Sears handled the matter to date? What should Brennan do
now?

CASE 3: Hutton Branch Manager (A)

1. What’s your appraisal of Howe’s technique for boosting his branch’s interest
income?
2. What about the other cash management techniques used by Hutton? How
strongly should management encourage (1) overdrafting, (2 ) chaining, and (3)
remote disbursement?
3. What are the origins of Pedersen’s problem? What accounts for Howe’s
overdrafting practices?
4. How would you advise Pedersen to handle the problem with Howe? Be specific.

CASE 4: Salomon and the Treasury Securities Auction

1. As Meriwether, what would be your principal concerns in June
1991?
2. What’s your appraisal of Mozer’s conduct?
3. What are the origins of Meriwether’s problem?
4. What options should Meriwether consider? What course of action
would you advise him to take?

CASE 5: AT&T Consumer Products

1. Should AT&T build its telephone answering machine plant in Mexico?
2. What obligations, if any, do AT&T managers have to their U.S. employees and to the
United States?
3. If Stevens decides on the Mexican site, what policies should he adopt on the following
issues: wage levels, gender preferences, environmental standards, working conditions,
and the payment of bribes?

CASE 6: Wetherill Associates, Inc.

1. Should Wetherill Associates, Inc. (WAI) modify its compensation system? Would you
advise management to introduce individual sales commissions for the sales force?
2. How does WAI’s approach to ethics compare with others you have studied? What
are the main features of WAI’s approach?
3. How important is the right-action ethic for WAI’s effectiveness as an organization and its
performance in the marketplace? In what ways does this ethic affect performance?
4. WAI managers say their approach is “very different from the conventional
attitudes thought to beget success.” What is your assessment of this claim?
5. Is the right-action ethic sustainable? What challenges do you anticipate as the
 company grows? How would you advise management?

CASE 7: Levi Strauss & Co.: Global Sourcing (A)

1. How attractive is China as a business opportunity?

2. What is your assessment of the global sourcing guidelines? Would you have
voted for the guidelines as written?
3. How vulnerable is Levi Strauss & Co. to the charge of "moral imperialism"? How
concerned should company executives be about this issue?
4. As a member of the China Policy Group, what would you recommend on (1)
continued sourcing and (2) possible direct investment in manufacturing or
marketing ventures in China?