Question

Assistant Project Manager Jim Rains was 26 years old, newly hired at a large commercial construction company, and was assigned to work on a $34 million dollar university classroom project in the southeast United States. Upon arriving on the job site, Jim was introduced to head superintendent Bob Moore who had been with the firm for 25 years. Bob was an exceptionally proficient organiser and was often requested by clients for the supervision of their construction projects. As the project began, things on the whole went smoothly. In fact, Jim was learning and taking on more project management responsibilities every day.

The winter and spring months brought many days of rain. Often, Bob would have to send several carpenters home because there was nothing at the construction site for them to do when it was raining. This did not sit well with the carpenters when they could only work 3 days per week (and were paid for 3 days’ work) because of rainouts. Other times, Bob would not send the carpenters home, but would have them sweep up the floors that were already under roof. This activity would normally take 2 hours with a crew of 4, but Bob would be forced to pay them for a full 8-hour day. Some days Bob, being one to hate inefficiency (and the potential loss of workers not returning to the site after being sent home), sent some of the carpenters (who would normally be just standing around and sweeping on rainy days) to his home to work. There the carpenters would work on interior framing, finish carpentry, and hang drywall in Bob's new addition. Bob figured that as long as the carpenters were just hanging around the site with little to do, they might as well earn their pay.

The third time Bob sent carpenters to his house on a rainy day; Jim decided to talk with Bob about the issue of billing the carpenter's hours to the job site construction cost. Bob was very noncommittal about the whole issue leaving Jim with the dilemma of confronting one of the company's best superintendents. After three more days of watching several carpenters go to Bob's house to work, Jim could no longer stomach the practice and told Bob that it was unethical to use company employees for personal work. Bob told Jim that if he did not send the carpenters home on rainy days, they would get paid for basically doing nothing. By sending the carpenters to his house to use their skills, he was keeping his workers motivated and satisfied instead of laying them off or having them do small, time-filling jobs.
Getting nowhere with the superintendent, Jim had some major decisions to make. Should he go to the project manager or someone in the home office? What would the company think about some new employee questioning the practices of a long-term employee?

Because Jim was new to the organization, he decided to talk with Bob one more time and asked that he discontinue billing employee hours to the construction project if they were in fact working on Bob's own house. Bob again refrained from doing anything, only commenting that the workers would soon be able to work a normal 5-day workweek because the rainy season was about to end. Jim still could not let the issue go.

a) What key ethical principles are potentially being compromised in this case based on your understanding of PMI’s code of ethics?
b) Are these ethical concerns adequate and valid reasons for Jim to decide to quit as the Project Manager? Provide a detailed justification.
c) If you were Jim, what actions would you take now that Bob again refrained from doing anything?
d) Is it right for Jim to seek advice from his close friends on how to deal with this problem? Justify your answer.

Answer 1

Answer :

a) :- PMI's code of ethics comprise of 4 practices: honesty, responsibility, regard, and decency. All these four ethical practices has been to some degree bargained for this situation. Sending carpenters by Bob to his home for his own work inquiries concerning his honesty. This likewise shows Bob is less liable for project from company's point of view, however he is responsible for propelling carpenters for evacuating trepidation of lay off. At the point when Bob send the site laborers for his own work then it shows absence of decency for work. Absence of reasonableness additionally demonstrated when Jim scrutinized Bob's training and he shunned it by giving reasons. Weave's out of line practice and unethical reasons put mark on decency and responsibility doled out to him.

Though, Jim discovered all the practices and reasons are unethical and ought not be esteemed at any expense. Jim follows ethics by regarding work, assumes the liability and converses with Bob about this out of line practice without believing that he is contending his senior.

b) :- Truly, these ethical concerns sufficient however are not substantial purposes behind Jim to choose to stop as the Project Manager. Jim is a capable worker who plays out his activity ethically. Rather than stopping work, Jim needs to converse with his bosses about the Bob's exercises. On the off chance that Jim left the activity without uncovering Bob's movement to the prevalent management than, this shows his unethical and unreliable behavior.

Jim needs to report his superintendents about the practices followed by the Bob at the site to get them realize that Bob is utilizing unethical behavior at work. Jim is the project manager and it is his responsibility to deal with all the exercises of the site by keeping up company's ethics and report bosses about any unethical practices quickly, if happens, rather than leaving the place of employment.

c) :- In the situation of the Jim Rain, the project manager of the company. The move needs to make if the head manage disregard the PMI code of ethics of the company. Initial step to caution and notice the issue to the information on the head watch over and cause him to comprehend the circumstance. In the event that he damages the primary admonition, at that point the project manager has the option to make fundamental disciplinary move with the assistance of management and the top-front project manager of the company.

Guarantee to see the issue inside the domain of issue and the reality of the circumstance, the PM need to think about the relationship with the responder and the condition of the circumstance. Notice the date of the occurrence, how and when you watched the circumstance or episode and affirmed infringement of the standards. Cause the head to manage comprehend the circumstance dependent on the expert terms and conditions. In the event that the issue wins later on, cause him to comprehend the further ramifications and activities from the side of the association, under the infringement of PMI code of ethics.

d) :- The Jim Rains (Project Manager) has no privilege to look for counsel from his dear companions, in view of the foundation of the circumstance. The responsibility of the PM is to guarantee the framework productivity, and behaviors dependent on the PMI code of ethics and rules, and think about the circumstance in formal way and use the assistance of top project manager, to whom he is revealing and close the case according to the rules from that individual. The Jim downpour is new to the framework, and commanded to deal with a dependable job under specific principles and rules of the company. The choices must be considered with both obligatory principles, and optimistic measures.

Continuously guarantee to keep away from impolite to other people, tune in and comprehend others alternative, go up against strife legitimately, and act expertly.

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