Values are beliefs or convictions that guide behavior and support the overall organization vision. Values help define or describe the desired culture; they communicate what is important to the organization, as well as what key practices and behaviors will be recognized and rewarded. Values define the relationship between an organization and its stakeholders. Values give the means to the end, such as the financial goals of an organization. Values determine what the organization will and will not do to get the numbers. Values along with principles of behavior promote trust, good behavior, fairness and caring.
Shawn O’Brien identified concerns about how Amgen reported complaints and problems with drugs already on the market. Kassie Westmoreland found that Amgen overfilled vials of Aranesp. The overfilling of the drug provided ...view middle of the document...
Unlike Alcoa, the message form management of Amgen is to manage earnings, do whatever it takes to gain business, protect our product even if patients are hurt.
Amgen fired the two whistleblower, O’Brien and Westmoreland, rather than report problems to the FDA or to lose sales to a rival company. Amgen acted out of egoism. It might rationalize the action using utilitarianism with the greatest good being profit to Amgen and the means to that end are not important. However, this act utilitarianism thinking flies in the face of rule utilitarianism that says ‘never violate certain rules’ regardless of utilitarian benefits. Clearly, one such rule would be not to market an unsafe drug regardless of utilitarian benefits.
O’Brien was reasoning at the post conventional stages of 5, social contract, and, universal ethical principles. He considered all stakeholders and acted with integrity. It is possible that he thought he was just doing his job. It is also possible that he was motivated by concerns over the quality of the drugs manufactured and the side effects reported. We would like to think he was motivated by not being involved in the marketing of an unsafe product to the public. In the terms of Rest’s model, he acted with moral courage to report the concerns and follow the guidelines for reporting the incident.
Westmoreland, as a sales representative, used the overfilling of Aranesp vials as an enticement to make sales to doctors. While being a sales representative, she was reasoning at stage 2, satisfying one’s own needs to make sales and budget – and egoistic approach to decision making. Once she was fired and became a whistleblower, it is hard to discern from the facts given if she was acting out of revenge or concern about the fraud and possible health effects on patients and health providers. In terms of Rest’s model, Westmoreland did not act with moral courage until she was fired from her sales representative position, where she was earning sales commissions.