Unethical Behavior Memo
Attention: Management
This memorandum is in response to recent inquires made concerning the suspected continuance of unethical practices within the company. As you are undoubtedly aware, unethical behavior can be extremely detrimental to a company's future. It makes performance exceedingly difficult to measure, and it can cause various crucial entities within a company to malfunction, thus effectively crippling the firm's ability to operate and meet the needs of clients (Rosanas & Velilla, 2005). Knowing this, such disreputable activity can be particularly challenging to remedy, especially when trying to simultaneously run a profitable company. Fortunately, through my research and internal examination I have pinpointed certain areas that need immediate attention. These departments include: accounts receivable, accounts payable and sales. My conversations with the principals of the aforementioned areas have revealed that the underlying problems in these sectors are cause for intense scrutinization. Restructuring and ulterior management techniques should certainly be considered. Additionally, I will recommend several corrective controls that will limit the likelihood of future unethical recurrences. I will give my unique and customized recommendations on a department-by-department basis.
Accounts Receivable Department
After speaking with the Accounts Receivable Supervisor, the lack of executive communication with this department became increasingly apparent. The administrator of this department claims that direct interaction between upper and middle management is extremely rare. In fact, he stated that he and his constituents only receive feedback from company leadership "once a year at our annual review." As communication is critical to the maintenance of any type of successful business relationship, it is equally vital within one's own company (Brockmann & Rook, 1989). The failure to sustain open lines of communication creates an environment in which unethical behavior is much more likely to occur (Brockmann & Rook, 1989). This is mainly because when there is little interaction with management, employees do not fear reprimanding resultant from the engagement in unethical exploits. Furthermore, not only do communicational failures breed an attractive environment for unethical behavior, such systematic shortcomings also dissuade employees from reporting unethical activity...
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