How does the situation facing Jean constitute an ethical dilemma? · Discuss two ethical theories (discussed in Lecture 2 and/or 3) and explain their relevance to this situation. You also need to provide suggestions to Jean based on your learning.

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How does the situation facing Jean constitute an ethical dilemma? · Discuss two ethical theories (discussed in Lecture 2 and/or 3) and explain their relevance to this situation. You also need to provide suggestions to Jean based on your learning.
Assignment One

Assignment One: Ethical Dilemmas

Purpose: To demonstrate your understanding and application of the

ethical dimension of business decision making.

Instructions:

1. Read the case study “Closing the Deal”

2. Write a 1600 word essay, excluding references, that answers the following

questions:

· How does the situation facing Jean constitute an ethical dilemma?

· Discuss two ethical theories (discussed in Lecture 2 and/or 3) and

explain their relevance to this situation. You also need to provide

suggestions to Jean based on your learning.

Tips and hints

• Remember an essay has three components; an introduction, body and

conclusion. It is an integrated piece of writing that should enable a

reader (i.e. your marker) to follow your argument, explanation or

exposition without the use of headings or sub-headings. To do this you

need to use linking words or phrases between words, sentences and

paragraphs to maintain coherence and cohesion throughout the essay.

• Please note the question has two parts; you must address both parts. In the

first instance, you need to explain how the situation facing constitutes

an ethical dilemma (a definition of ethical dilemma). To do this

effectively you need to provide evidence-based argument of why you

believe this to be an ethical dilemma (i.e. this is where you would show

your understanding of the concepts and theories).

• You will also need to discuss TWO ethical theories and explain their

relevance to this situation and provide suggestions to Jean based on

your learning.

• You may write in the first person. However, where you are discussing

theory or concepts, you may find it more effective to revert to the third

person/more formal structure.

• You must reference any research sources that you have used. Compile

your reference list following the APA format of all the sources

(textbooks, journals, newspaper articles, etc.) used in developing your

response. Note that you must have a minimum of three scholarly

references in addition to your textbook (i.e. a minimum of four in

total). This list must contain at least one book and one journal article.

• Do make use the Library’s on-line catalogue and electronic databases

available via the Library’s website.

• Remember to submit an electronic copy of your essay to Stream. Please

remember there are No Hard Copies of assignments submitted in this

course.

Do make use the Library’s on-line catalogue and electronic databases

available via the Library’s website.

Remember to submit an electronic copy of your essay to Stream that includes

the Honesty Declaration. Please remember there are No Hard Copies of

assignments submitted in this course.

Closing the Deal

Now that she had to, Jean McGuire wasn’t sure she could. Not that she

didn’t understand what to do. Wright Boazman, sales director for

Sunrise Land Developers, had made the step clear enough when he

described a variety of effective “deal-closing techniques”.

As Wright explained it, very often people actually want to buy a lot but

suffer at the last minute from self-doubt and uncertainty. The

inexperienced salesperson can misinterpret this hesitation as a lack of

interest in a property. “But”, as Wright pointed out, “in most cases it’s

just an expression of the normal reservations, we all show when the

time comes to sign our names on the dotted line”.

In Wright’s view, the job of a land salesperson was “to help the prospect

make the decision to buy.” He didn’t mean to suggest that salespeople

should misrepresent a piece of property or in any way mislead people

about what they were purchasing. “The law prohibits this,” he pointed

out, “and personally I find such behaviour repugnant. What I’m talking

about is helping them buy a lot that they genuinely want and that you’re

convinced will be compatible with their needs and interests.” For Wright

Boazman, salespeople should serve as motivators, people who can

provide whatever impulse was needed for prospects to close the deal.

In Wright’s experience, one of the most effective closing techniques was

what he termed “the other party.” It goes something like this.

Suppose someone like Jean McGuire had a hot prospect, someone

who was exhibiting real interest in a lot but who was having trouble

deciding. To motivate the prospect into buying, Jean ought to tell the

person that she wasn’t even sure the lot was still available because a

number of other salespeople were showing the same lot, and they could

already have closed a deal on it. As Wright put it, “This first move

generally increases the prospect’s interest in the property, and more

important to us, in closing the deal pronto.”

Next Jean should say something like, “Why don’t we go back to the

office, and I’ll call headquarters to find out the status of the lot?” Wright

indicated that such a suggestion ordinarily “whets their appetite” even

more. In addition, it turns prospects away from wondering whether they

should purchase the land and toward hoping that it’s still available.

When they return to the office, Jean should make a call in the presence

of the prospect. The call, of course, would not be to “headquarters” but

to a private office only yards from where she and the prospect

sit. Wright or someone else would receive the call, and Jean should

fake a conversation about the property’s availability, punctuating her

comments with contagious excitement about its desirability. When she

hangs up, she should breathe a sigh of relief that the lot’s still available

– but barely. At any minute, Jean should explain anxiously, the lot

could be “green-tagged,” meaning that headquarters is expecting a call

from another salesperson who’s about to close a deal and will remove

the lot from open stock. (An effective variation of this, Wright pointed

out, would have Jean abruptly excuse herself on hanging up and dart

over to another sales representative with who she’d engage in a heated,

although staged, debate about the availability of the property – loud

enough, of course, for the prospect to hear. The intended effect,

according to Wright, would be to place the prospect in a “now or never”

frame of mind.)

When Jean first heard about this and other closing techniques, she felt

uneasy. Even though the property was everything it was represented to

be and the law in her state allowed purchasers three days to change

their minds after closing a deal, she instinctively objected to the use of

psychological manipulation. Nevertheless, Jean never expressed her

reservations to anyone, primarily because she didn’t want to endanger

her job, which, as a single mother with two children to support, she

certainly needed. Besides, Jean had convinced herself that she could

deal with closures more respectably than Wright and other salespeople

might. But the truth was that, after six months of selling land for

Sunrise, Jean’s sales lagged far behind those of the other sales

representatives. Whether she liked it or not, Jean had to admit she was

losing a considerable number of sales because she couldn’t close. And

she couldn’t close because, in Wright Boazman’s words, she lacked

technique. She wasn’t using the psychological closing devices that he

and others had found so successful.

Now as she drove back to the office with two hot prospects in hand, she

wondered what to do.

Reference

Shaw, W. (2014). Business ethics. Boston, MA: Cengage Learning. pp.

234-236.
Answer

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