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300053 Professional Practice For The Software Development

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300053 Professional Practice For The Software Development

0 Download5 Pages / 1,183 Words

Course Code: 300053
University: Western Sydney University is not sponsored or endorsed by this college or university

Country: Australia

The report should describe the problem or dilemma you will study in terms of the six critical questions ‘who, what, why, where, when and how’. You should state what kind of dilemma it is in terms of the PESTLE classification (Political, Economic, Social, Technological, Legal or Environmental). It should list the options that were available in response to the situation. It should then evaluate the chosen actions in terms of an accepted ethical code of conduct. Finally, make suggestions about how the situation can be avoided in the future. 

A company in Melbourne provides services in information technology with the help of more than 40,000 employees. The company is strict with the disciplinary rules applicable to all workers, the breach of which holds any employee accountable for the consequent actions. A new joinee (henceforth referred to as Mr.X) to team 5 (specializing in software development), is a productive and strikingly efficient worker who has so far abided by the established code of conduct. The team has been more than happy to take up challenging projects and deliver them with fine expertise with the innovation and skill of Mr. X. However, things took an unfavorable turn ever since his promotion as a supervisor. He has been reported to taking unscrupulous liberties at workplace, like remaining on extended leaves without informing team lead or manager, not maintaining regular office hours and indulging in unprincipled behaviors like name-calling peers and practicing nepotism among people who are working under his supervision. The human resource department of the company has recorded about four complaints in the past one month. The HR head had a session with Mr.X last week about his misdemeanors, where he was requested to amend his ways for avoiding suspension, but the meeting was all in vain since the department has not noticed any improvements in his conduct. Peers suggest that the chief reason for such moral degeneration could be early promotion and instant success in workplace. The situation got conspicuously worse after Mr.X appeared in a department meeting drunk and disheveled. This has called for an urgent meeting among the board wherein the company shall come to a decision about him. Mr.X is on temporary suspension for the time being. 
PESTLE Analysis 
If the situation is analyzed according to the classifications under PESTLE, (Ho 2014) it is clearly a social issue, although some of his actions can be subjected to legal charges. The actions of Mr.X directly affects his peers and his recklessness is detrimental for the company’s reputation. The life-style and conduct of an employee has direct consequences on his/her productivity and affects the ambience of the workplace. (Nobel et al. 2017). Mr.X recently harassed a new joinee working in the same project as him in front of the entire team for a minor technical glitch. The new employee was severely intimidated and has been underperforming in work ever since. On being enquired by the branch manager about her lack of productivity, she confessed that she is too traumatized after the humiliating experience and feels anxious and skeptical before any step regarding her allotted work. The peers of Mr.X are particularly annoyed with his misconduct while those working under him has expressed fear and disdain towards his mercilessly uncouth behavior, which, according to them, has negative impacts on their productive abilities. The company is running a high risk of infamy if Mr.X continues to exploit his position as a company representative. The ethical dilemma that the company managers are suffering from is the question of whether to discharge him from duties (permanently) or to consider his efficiency as a worker and keep him on probation until he has amended his ways.
Options available in response to the situation 
The management could fix a meeting for talking out this matter before escalating the issue to higher authorities. Although the company had arranged for personal HR sessions, Mr.X had found ways to avoid them. A meeting including the affected staff members and branch manager could compel him to confront the intervention. Another viable option would be to cancel his promotion, even if for a temporary period. This might shake him to certain consciousness about his misdemeanor. Reassessing his works and reassigning one of the projects to his peers would check his competence. The dilemma is rooted in his productivity as opposed to his misconduct, hence dissipating his job roles to different productions would make him realize that he is not the sole undertaker of challenging projects while the company can deal with the dilemma effectively  (Nelson et al. 2016). Suspension is always an option for cases like this. The department has the liberty to suspend him on ethical grounds and he will not be exempted from suspicion unless he demonstrates genuine signs of dedication and sincere improvements.
Chosen action 
To meet the ethical code of conduct, Mr.X will be demoted from the position of a supervisor if he continues to take liberties with his position, breaching the company’s code of regulations. Firing an employee as productive and efficient as him would be an unethical stance and a loss to the company. This action becomes inevitable since neither probation nor HR sessions have worked on him, and the company cannot afford his delinquencies any longer. Cancelling the promotion will ground him better than suspensions and interventions. The company must abide by an ethical code of conduct for taking any actions against Mr.X, and demoting him from the post of a supervisor is an action that is both effective and stands on ethical grounds. The action is quite in keeping with the corporate environment and any reaction further than this would be too farfetched.  However, if Mr.X takes necessary precautions to rectify his ways and later demonstrates sincerity towards established rules and integrity towards the company, a restoration to his earlier post could be considered.
Suggestions for avoiding the situation in the future  
Apart from an HR policy, the company must introduce proper counselling sessions for avoiding predicaments like these. Rigidity of rules and codes of conduct must be maintained so that employees cannot take liberties with the rules, irrespective of their skill or position. Prior to recruitment, all employees should be briefed thoroughly on corporate etiquettes and the penalties charged for not complying with the rules. Counselling and HR sessions should be held at least once every two weeks and attending these sessions should be made compulsory. Further, the company should make provision for closed door sessions so that workers can feel free to express their problems and voice their opinions or grievances about peers or superiors.
Carroll, C.E. ed., 2015. The handbook of communication and corporate reputation (Vol. 49). John Wiley & Sons.
Ho, J.K.K., 2014. Formulation of a systemic PEST analysis for strategic analysis. European academic research, 2(5), pp.6478-6492.
Ntim, C.G. and Soobaroyen, T., 2013. Corporate governance and performance in socially responsible corporations: New empirical insights from a Neo?Institutional framework. Corporate Governance: An International Review, 21(5), pp.468-494.
ones Christensen, L., Mackey, A. and Whetten, D., 2014. Taking responsibility for corporate social responsibility: The role of leaders in creating, implementing, sustaining, or avoiding socially responsible firm behaviors. Academy of Management Perspectives, 28(2), pp.164-178.
Rexy, I., Tracy, J.V., Sankar, S. and Noble, S., 2017, July. Self-Governing workplace ambience controller. In IEEE Region 10 Symposium (TENSYMP), 2017 (pp. 1-5). IEEE.
Weber, J. and Wasieleski, D.M., 2013. Corporate ethics and compliance programs: A report, analysis and critique. Journal of business ethics, 112(4), pp.609-626.

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