Analyse the ethical culture at TAP Case Study Answers

Subject Name : Management

Question One

Analyse the ethical culture at TAP. Does the culture appear to be in alignment Misalignment
After analysing the complete case study it was identified that TAP culture was not appropriate. Employees in Tap pharmaceuticals were indulged in activities which could increase the sales of the drugs manufactured or produced by them. No legal test of the drugs was conducted before launching a drug in the market. The company was not following their corporate social responsibility instead was trying to bribe urologists so as to increase the sale of the drug in the market. It was examined from the study that TAP was ready to take advantage of opportunities present to increase their overall turnover rate. The study depicts that culture at TAP was misleading. They hired Mr Durand as sales vice president without letting him know the inner facts about the company. Organizational culture plays a very important role in increasing the productivity of the organization but it was very different with TAP pharmaceuticals (Trevio et al. 2017). It is because the company was playing with the health of cancer patients. They did not pull the drugs that were incompetent for the health of cancer patients. It had a direct impact on the customers who took the medicines with the hope of getting well soon. Most of the organizations claim that they value their customers but it is just a virtual reality (Biggerstaff et al. 2015). Moreover, it was also identified from the case study that some of the employees were not happy with the illegal procedure of the company. They were not satisfied with their job and were trying to find an escape from the highly unprofessional culture. Mr Durand was one of them. He was shocked to become a part of the company that did not value their customers and employees. The circumstances above are enough to state that the corporate culture of the organization was misaligned.

Question Two

Based on the facts in the case evaluate the culture change effort that Douglas Durand undertook. Why did his efforts fail Douglas Durand being the vice president of the sales department tried to change the corporate culture of the organization by taking various steps. He introduced an influence change in the organization by offering a bonus to all the representatives who were responsible for keeping the records of the drug accurate (Huhtala et al. 2016). He asked them to be fair enough in the records if the drugs fail to be launched in the market. This initiative actually worked for the organization but due to interferences on the part of the senior management, it got resisted. The senior management of the organization claimed that they will not give any kind of bonus to the employees. They even started excluding Mr Durand from the meetings and discussions because he was against illegal activities of the organization. Mr Durand even tried to stop earning physicians by giving those lucrative sums and holiday offers. All his efforts went in vain because he could not change the misaligned culture of the organization. In order to escape from being the corporate scapegoat he went to meet one of his friend Glenna Crooks, president of strategic health policy international. He communicated about how TAP is misleading its valuable customers by providing inaccurate drugs. She encouraged him to become whistle-blower for the organization and asked him to document all the abuses and information he shared. She even asked him to leave the organization and file a suit against the companys wrongdoings (Askew et al. 2015). Durand took her advice and gave some excuses to the senior management of the organization so as to get relieved from the company. He later became successful in portraying the company guilty of their illegal practices. Durand received 77 million dollar form the company under the federal whistle-blower statue (Lee 2016). Although his initial efforts to change the company culture failed but at last his efforts gave him fruitful results which he was looking for.

References

Askew, O.A., Beisler, J.M. and Keel, J., 2015. Current trends of unethical behaviour within organizations.International Journal of Management amp Information Systems (Online),193, 107.
Biggerstaff, L., Cicero, D.C. and Puckett, A., 2015. Suspect CEOs, unethical culture, and corporate misbehaviour.Journal of Financial Economics,1171, 98-121.
Huhtala, M., Kaptein, M. and Feldt, T., 2016. How perceived changes in the ethical culture of organizations influence the well-being of managers A two-year longitudinal study.European Journal of Work and Organizational Psychology,253, 335-352.
Lee, C., 2016. Workplace law Whistleblower protection Public interest disclosure by an employee.Proctor, The,366, 39.
Trevio, L.K., Haidt, J. and Filabi, A.E., 2017. Regulating for ethical culture.Behavioral Science amp Policy,32, 56-70.