Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
Martha McCaskey Case Study RDS
Transcript of Martha McCaskey Case Study RDS
Tooba Karim, Sophie Chou Martha McCaskey’s Case Plan of action for the completion of the Silicon 6 project Relinquish responsibility of the project.
She should inform either Richardson or Malone that she is leaving the company because of ethical conflicts.
Look for new career options.
different consulting firm
potentially create her own consulting firm McCaskey Mistakes McCaskey does not speak up during critical points in her career.
When she was interviewed she did not ask important questions.
One of the reasons she choose to work for IAD is because Malone made her feel wanted, over the actual experiences she had to offer.
She did not know her own limitations.
She did not address behavior she believed was unethical or unfair. Leadership Lessons Always stand up for your beliefs and ethics.
Be the person who takes up the challenge and goes above and beyond expectations.
Value and respect your employees.
Be loyal to your company, but not to the extent of compromising your ethics.
Be cooperative and willing to work with a team. Sources http://www.fbi.gov/about-us/investigate/counterintelligence/economic-espionage Reasons why she should quit the company and the project. Examples of Strong Leadership Davies brought up McCaskey's need for a vacation to Richardson
Richardson has a charismatic personality that allows him to persuade people easily
McCaskey's amicable personality enables her to befriend most of the new guard and build up connections. Ethical Reasons
The vice presidents and group managers do not care about the employees.
At the rate it is going this branch of Seleris is doomed to failure.
Devon seems overly helpful and the situation in which they met is too coincidental.
She has potential and talent that would be put to waste.
It goes against The Economic Espionage Act of 1996. Examples of what not to do Richardson has no defined ethical policies for his employees.
Malone sees his employees as disposable.
Malone has no ethical boundaries.
Richardson and Malone exclude employees.
Hackert suggested unethical methods.
Kaufmann is very loyal, but compromises his ethics.
Davies does not provide proper training to new employees about the company's practices and policies The Economic Espionage Act of 1996 What she should do in the long run Work at a more ethical company to build up connections and experience in the field.
Create her own consulting company
She has the abilities and the charisma to garner trust and respect.
She is similar to a moral version of Richardson.
Kaufmann or other members of the new guard could be asked to join her. Title 18 U.S.C. Section 1831 and 1832
Anyone who "knowingly performs targeting or acquisition of trade secrets." (FBI, EEA 1996), violates the law.
Obtaining of proprietary information could subject her to jail time.
It would end her fledgling career.
She would lose all credibility in the industry.
The old guard has less to lose than her. Project Outline 1. Plan of Action
EEA of 1996
2. Mistakes that were made and possible solutions
3. Leadership lessons that can be learned