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Solved: 1 Should Pat raise this issue with management If so

Solved:  1 Should Pat raise this issue with management If so

To Tell or Not to Tell: Pat’s Dilemma with Management ===

Pat is an employee who has been working hard for the company for many years. He has noticed a problem with one of his colleagues, who has been consistently underperforming and failing to meet deadlines. Pat is unsure whether to raise the issue with management and if he does, how to approach the situation. In this article, we will examine the pros and cons of Pat raising this issue with management, and what he should say if he does.

When Pat Speaks Up: The Possible Outcomes of Raising the Issue

If Pat decides to raise the issue with management, there are several possible outcomes. One outcome is that management will appreciate the feedback and investigate the issue. They may take action to help the underperforming employee improve, which could benefit the whole team. Another outcome is that management may dismiss Pat’s concerns and become defensive, which could damage the relationship between Pat and his superiors. It is important for Pat to consider these potential outcomes before deciding whether or not to raise the issue.

What Should Pat Say?

If Pat does choose to raise the issue with management, he should approach the conversation with care. He should be clear about the problem he has observed and provide evidence to back up his claims. Pat should also be respectful and empathetic towards his colleague, and avoid making personal attacks. He should focus on the impact the underperforming employee is having on the team’s productivity and offer suggestions for how the issue could be addressed. By being constructive and solution-focused, Pat is more likely to have a positive outcome.

Pat’s Dilemma with Management===

In conclusion, Pat’s decision to raise the issue with management is not an easy one. He must weigh up the potential outcomes and consider how best to approach the situation. Ultimately, if Pat believes that the underperforming employee is having a negative impact on the team, then he should speak up. By doing so, he can help management address the issue and improve the productivity of the entire team. It is important for Pat to be respectful, empathetic, and solution-focused in his approach to the conversation. By following these guidelines, he can increase the likelihood of a positive outcome.

1. Should Pat raise this issue with management? If so, what should he say?
2. What if he does raise the issue and the company does nothing? What should he do then?
3. Does this use of our technology breach a core value? Or is this a case where we should respect local cultural practice? Is there some compromise position in between?
4. Should the company be anticipating additional government regulation?
5. What is the risk to the company’s reputation of doing nothing? Of doing something?
6. How might the company think about our responsibility from a supply-chain perspective? Might they learn anything from companies in other industries that have had to deal with this issue? For example, would it be appropriate to initiate a policy to engage with customers who certify that they will sell exclusively to authorized users? Even if the company did that, how could they be sure customers were complying?
7. Should the company also be educating and training employees and clients on ethical uses of our products? Or, would that be seen as ethical imperialism?
8. What should a sales representative do if he or she suspects that a client will be using the ultrasound equipment for sex-selective purposes?
9. The company provides service for these machines. Might that be a way to monitor use?
10. Can the company do anything to better understand the root cause of the problem and tackle that?

A surprising ethical dilemma arose for a young engineer during his first business trip to Asia to work with customers of his company’s ultrasound imaging technology. On the long airplane ride, Pat was dutifully reading a travel book to learn more about Korean and Chinese cultures when he was shocked to learn how ultrasound technologies were being used in these countries. A technology that he had always considered to be a way to help people by diagnosing disease was being commonly used to intentionally identify and interrupt pregnancies when the fetus was female. As an engineer, Pat had been trained to be passionate about innovation and problem solving. He was used to thinking about these technologies as innovative high-tech solutions to serious health problems. He was also committed to developing higher-quality, more efficient, affordable devices so that they could be used more widely. It had never occurred to him that in some Asian cultures, where overpopulation combined with a strong patriarchal culture led to a preference for sons over daughters, this technology that he considered to be innovative, helpful, and supportive of people’s well-being might be used to eliminate female lives.


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