This presentation uses a free template provided by FPPT.com Business Ethics

This presentation uses a free template provided by FPPT.com Business Ethics CASE (20 MARKS) By beginning their deliberations about compensation from the perspective of trying to create a non-arbitrary relationship between contributions and rewards, not only would directors serve the cause of relative justice, they might even begin to create a more virtuous and productive sense of community among workers, managers, and owners. Here are three examples of contemporary Aristotelian business leadership to illustrate how this can happen: In 2000, Massachusetts businessman Charlie Butcher shared the proceeds of the sale of his company, to the tune of $18 million, with all 325 of his employees. He cut them into the deal proportionate to the length of their employment, giving a $55,000 check, on average, to each worker.

This presentation uses a free template provided by FPPT.com Over the length of his long stewardship of the company it appears Butcher had aimed to create a model work environment for employees, offering them high starting salaries, flexible workweeks, and the opportunity to switch jobs to find a personally fulfilling one. Finally, Butcher sold the company to S.C. Johnson & Co., even though he had higher offers from other companies, because the family-owned Johnson organization promised to continue the employee-friendly culture and job security he had created. In late 1996, two Taiwan-born, high-tech entrepreneurs, David Sun and John Tu, sold the Silicon Valley business they founded, Kingston Technology, to a Japanese bank for $1.5 billion. Part of the deal was that Sun and Tu would continue to run the business, and reinvest a half-billion from the sale in the company to fund future growth

This presentation uses a free template provided by FPPT.com That was unusual, but what truly was surprising about the deal was that Sun and Tu divided $100 million of the remaining windfall, ten percent of the sale, among their 523 employees. Significantly, Sun and Tu had been sharing ten percent of the company's profits with employees all along. They also practiced a highly egalitarian and participative form of management in which all employees had a chance to contribute their full talents to the company. Why did they behave in such an unusually virtuous manner? "The issue is really not money," Tu told the New York Times, "it's how you respect people and how you treat them. It's all about trust, isn't it?" The story didn't end there.

This presentation uses a free template provided by FPPT.com Answer the following question. Q1. Give an overview of the case. Q2. Give three examples of contemporary Aristotelian business leadership.

This presentation uses a free template provided by FPPT.com