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Nelson Mandela and His Great Human Personhood Corporate Human Person Case 3.2: Freedom Fighter, Doctor, Communist, Lakshmi Sahgal Business Case 3.3: Dr BUSINESS Cases in Corporate Ethics: Contemporary Challenges and Imperatives; Strategy & General Management, Ethics and Social Justice, Organizational Behavior, Human Resource, Operations. Case 3.1: A Giant Passes: Nelson Mandela and his Great Human Personhood Ozzie Mascarenhas SJ, PhD DRD Tata Chair Professor of Business Ethics, XLRI Jamshedpur, India | Published: June 2015 | Redistribution or use without the expressed, written permission of The Global Jesuit Case Series is prohibited. For information on usage rights, contact the Global Jesuit Case Series at [email protected] ________________________________________________________________________ Cases in Corporate Ethics: Contemporary Challenges and Imperatives Jesuit Series, Madden School of Business, Le Moyne College, Syracuse, NY Donated by: Ozzie Mascarenhas SJ, PhD JRD Tata Chair Professor of Business Ethics, XLRI, Jamshedpur, India June 15, 2015 The fifteen cases in Business ethics included here represent the first installment of the thirty cases promised to the Cases in Business Ethics – The Jesuit Series at the University of Le Moyne, Syracuse, NY. We have added three more. The remaining eighteen cases will follow shortly. The thirty three cases illustrate and depend upon the content of corporate ethics outlined in Table 1. As might be clear from Table I, the Course in Corporate Ethics has three parts: Part One explores the ethical quality of moral agents embedded in the capitalist markets such as the human person, the fraud-prone person, the virtuous actor (virtue ethics) and the trusting executive (ethics of trust). Part Two investigates the ethical quality of moral agencies of executive decisions, choices and actions when supported by ethics of critical thinking, moral reasoning, ethics of rights and duties, and ethics of moral leadership. Part Three examines the ethical quality of moral executive outcomes as seen through the ethics of executive moral responsibility and ethics of corporate social responsibility. Even as research method and methodology are determined by the specific subject matter of inquiry, so also a course method and pedagogy and business cases are dependent upon the specific subject matter of managerial ethics. The Business ethics theoretical framework visualizes eleven chapters as indicated in Table 1. Each Chapter is illustrated by three contemporary business cases, cases that happened or that got closed during the course of the semester when the courses was taught in 2012-2015. In general, one of the three cases is international in character, one is national (relating to the Indian economy and markets), and the third relates to industry market situations. The ethical questions provided at the end of each chapter are best answered with the aid of the corresponding chapter content. The cases and content are part of the Book on Corporate Ethics: Contemporary Challenges and Imperatives that is prepared for publication (Sage) by the end of 2015 by the author of the Cases. Most of the cases capture major current market events during 2012-2015, and the content of the cases is presented without much stylizing and dramatizing as is usual with formal cases. The cases pose several ethical and moral questions, responses to which welcome group dialog, debate and discussion. Some of the cases reflect “Shades of Grey Areas” in business ethics that do not necessarily require one correct answer in terms of right or wrong, good or evil, true or false, just or unjust, fair or unfair. The cases stimulate ethical and moral reasoning, deliberation, dialog, discussion, decision, choice, analysis of decision-choice consequences, and responsibilities of due compensation for harmed stakeholders. Multiple competing answers should be encouraged, and 1 the students should argue which solution alternative is better, more objective and defensible, and more socially desirable. Table 1: Business Ethics Theoretical Background for Situating the Cases Part Corporate Chapter Title Business Ethics Cases Focus: 1. Ethics of Free Enterprise Case 1.1: Worldwide Collapse of Financial Markets in 2008 Capitalism: Case 1.2: Europe’s Boat People: A Moral and Political Disgrace The Free Case 1.3: Radiation Village: The People of the Nuclear Test Market Fallout 2. Ethics of Capitalism Case 2.1: The Enron Corporate Fraud Context: Abused: Fraud and Case 2.2: Satyam Computer Services Ltd PART ONE: Corruption Case 2.3: Sherron Watkins and Whistle Blowing at Enron Ethics of 3. Ethics of the Corporate Case 3.1: Nelson Mandela and his Great Human Personhood Corporate Human Person Case 3.2: Freedom Fighter, Doctor, Communist, Lakshmi Sahgal Business Case 3.3: Dr. Amar Gopal Bose, Acoustics Pioneer and The Inventor Inputs 4. Ethics of Corporate Case 4.1: Panama Nature Fresh Pvt. Ltd. Corporate Virtue Case 4.2: The Horrors of Chicken Farms Moral Case 4.3: Sexual Harassment at the Workplace: A Violation of Human Personhood Agent 5. Ethics of Corporate Case 5.1: Managing Trusting Relationships in Indian Organized Trusting Relations Retailing Case 5.2: Bain sues EY over $60-m loss in Lilliput Kids-wear Case 5.3: Building Indo-Japan Trusting Business Relationships 6. Ethics of Corporate Case 6.1: GAIL Pipeline Blast Kills Critical Thinking Case 6.2: Closing of Nokia Plant at Chennai Corporate Case 6.3: POSCO: South Korean Mining Project in Odisha, India PART TWO: Agency: 7. Ethics of Corporate Case 7.1: Dassault Aviation and the Defense Ministry, India Moral Reasoning Case 7.2: Arun Jaitley, Modiy’s Chanakya Ethics of Decisions Case 7.3: Mukesh Ambani: The New Media Moghul in India! Corporate Dilemmas, 8. Ethics of Corporate Case 8.1: The Glory and Decline of Merrill Lynch: Violation of Business Acts and Moral Rights and Duties rights and Duties? toward all Stakeholders Case 8.2: The Debacle of “Paid News” Media in India Process Actions Case 8.3: Vedanta’s Rights on Bauxite Mining in Niyamgiri Hills, Odisha 9. Ethics of Moral Case 9.1: Infosys: Leadership Crisis with Top Management Corporate Leadership Case 9.2: Headhunting for CEOs Case 9.3: SBI Complies with BASEL III Reforms PART Corporate 10. Ethics of Corporate Case 10.1: The Tata House: Icon of Corporate Responsibility Justice Case 10.2: Dubious Outcomes at Starbucks Coffee Company THREE: Decision- Case 10.3: Bajaj Auto: Chakan Plant Relocation and Labor Ethics of Outcomes & Displacement Corporate Social 11. Ethics of Corporate Case 11.1: Should Reliance Industries Ltd Reform? Responsibility Case 11.2 : Maruti Plant Violence at Manesar and Thereafter Business Externalities Case 11.3: India’s Super Rich: The High Jumpers Outputs 2 ________________________________________________________________________ Case 3.1: A Giant Passes: Nelson Mandela and his Great Human Personhood Ozzie Mascarenhas SJ, PhD JRD Tata Chair Professor of Business Ethics, XLRI, Jamshedpur, India June 15, 2015 Nelson Mandela, the freedom fighter who led the emancipation of South Africa from white minority rule, who emerged from 27 years in prison to become South Africa’s first elected black president and a global symbol of reconciliation, died, age 95, on Thursday, December 5, 2013, at 8:50 pm at his home in Houghton, Johannesburg, South Africa, after a protracted illness. As flags flew at half-mast across South Africa, a sense of loss, blended with memories of inspiration, spread from President Obama in Washington, DC to the members of the British royal family and on to those who saw Mandela as an exemplar of a broader struggle for peace, harmony and equality. Pope Francis praised “the steadfast commitment shown by Mandela in promoting human dignity of all the nation’s citizens and in forging a new South Africa.” USA President Barack Obama eulogized thus: “He achieved more than could be expected of any man. I am one of the countless millions who drew inspiration from Nelson Mandela’s life. My very first political action, the first thing I ever did that involved an issue or a policy or politics, was a protest against apartheid.” Paying a tribute to Nelson Mandela, India’s Prime Minister said, “A giant among men has passed away. This is as much India’s loss as South Africa’s. He was a true Gandhian. His life and work will remain a source of eternal inspiration for generations to come.” As other public figures competed for superlatives to describe Mandela, British Prime Minister David Cameron declared in London: “A great light has gone out in the world.” Russian President Vladimir V Putin added: Mandela was “committed to the end of his days to the ideals of humanism and justice.” The French mourned differently: they bathed the Eiffel Tower in Paris in green, red, yellow and blue – the colors of the South African flag. This is a testimony to the immense love, admiration, respect and inspiration Mandela evoked across continents. 1 Nelson Mandela struggled against apartheid for more than half a century. He was a cofounder and leader of the African National Congress (ANC). Mandela rose to prominence within the ANC at several critical junctures. In 1961, he founded the party’s armed wing, transforming the movement with inspiration he drew from Mahatma Gandhi’s peaceful resistance in India to one that had used bombs. Mandela’s quest for freedom and emancipation of South Africa from white minority rule took him from the court of tribal loyalty to the liberation underground to a prison rock quarry to the president’s suite of Africa’s richest country (Keller 2013: 11). Released from prison in 1990, Mandela negotiated a peaceful end to the old regime with leaders of South Africa’s White minority government. Three years later in 1993, he was awarded the Nobel Peace Prize. He served as President of South Africa from 1994 to 1999, declined a second term, before stepping down voluntarily, unlike so many of the successful revolutionaries he regarded as kindred spirits, and cheerfully handed over power to an elected successor, Thabo Mbeki. Nelson was and became an international emblem of human dignity and forbearance.
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