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This paper addresses whistle-blowing as a valid concept -- the contributing factors that encourage it, the typical responses by the organization, and the consequences to the whistle-blower. Current whistle-blowing laws are presented along with recommendations of what management can do to treat it as a positive management tool.
From the Paper:"When an employee steps forward and legitimately accuses an organization of wrongdoing, it can bring out the worst in everyone. The hierarchy -- right up the line to the CEO and the Board of Directors, if the allegations are serious enough -- may enact one of several scenarios. The company may instigate a cover-up. It could make the whistle-blower (instead of the allegations) the issue by trying to discredit the individual. It could retaliate against the whistle-blower. Or, in perhaps the most unethical of these scenarios, the company could pretend to listen, appoint the whistle-blower to solve the problem, deny access to needed information -- and make the whistle-blower the scapegoat when the wrongdoing persists."
Cite this Essay:
Whistle-blowing (2006, July 11) Retrieved October 23, 2014, from http://www.academon.com/essay/whistle-blowing-67577/
"Whistle-blowing" 11 July 2006. Web. 23 October. 2014. <http://www.academon.com/essay/whistle-blowing-67577/>