Ethics Case Studies Compilation (21 to 25) | UPSC Mains: Ethics, Integrity & Aptitude PDF Download

Case -21

Q.21. T.N. Reddy, the municipal commissioner, is in a temporary state of emergency. He comes from poor people but has been raised family in Srikakulam District, he excelled in M.Sc. Psychology from Osmania university also joined the IAS after graduation. Over the years she has built a reputation for herself efficiency and integrity. This morning another Amarchand, a successful builder, recently visited his official residence. Mr.Reddy had met Amarchand during the opening of a school for the visually impaired Amarchand was fully funded. At the first event, Amarchand wanted Mr.Reddy's permission to meet [him] at home to discuss other useful community projects organised and funded.This morning Amarchand spoke on a number of projects in which his total contribution has been made the amount will not be less than 20 crore rupees. While recounting all of this, Amarchand is very much in love thanked Reddy for timely removing his “Epitome” commercial space from the heart of Business the region of the capital of the country which he said he alone could be wiped out without a meeting Municipal Commissioner. At the end of the meeting while we were preparing to leave, March was also mentioned that he already knew about Reddy's sister's wedding which was scheduled for next month and asked Reddy to receive a small sign of appreciation. Reddy said "No, thank you", but Amarchand approached him immediately his car stopped and he returned with a jewellery box and placed it on the table with his hands folded slightly curved shape. His sister's wedding has been a matter of financial concern for Reddy because he did not have one adequate savings. The rampant evil of lobola in his community adds to his concern. Given his own dignified, Reddy never expected to receive such expensive gifts from a builder, so to a few just seconds later, he seemed confused about how to deal with the situation. In the situation described above, what should Reddy do?
1. He must use Amarchand, throw a jewel box, and take out his residence.
2. He should ask Archand to take a seat, move to another room, and introduce Anti-Corruption Bureau (ACB), and arrested Amarchand.
3. He should keep the gift, and try to return to Amarcha and its cash equivalent later at any time he can
4. He should tell Archand that the code of conduct prevents offices from accepting what is expensive gifts, and immediately donated a precious box to Amarchand.
Ans. The course of action in this case (and similar ones) is clear. Reddy can't accept the gift under the prescribed rules for the conduct of public servants. Since the position is clear, he should refuse direct gift. This is what can be called an open and closed case that acknowledges that there is no confusion. There is no second thought that can be expressed in matters of this nature.Reddy is not facing any problem. Therefore (4) is the answer.What are the reasons for not including alternatives? In (1), Reddy's behavior would be rude.As a senior official, he should be polite and calm.
Although Amarchand's behaviour is suspicious (in giving a subtle bribe for what he thought was kind), Reddy should behave calmly and avoid misconduct. In terms of (2), Reddy will be in his right to file an ACB against Archand. Some people will argue that Amarchand is guilty and that Reddy should warn the ACB But with a feature, this response can be overwhelming.More, Amarchand shows (misguidedsense of) gratitude to Reddy.
No purchase which is a gift we give to bribes. The third option is more complicated. It will be an ab initio action modification method is not allowed. Not at all right. Although Reddy may have good intentions to return the gift to the kind of money, over time, he may forget about. He will be trampling morally a slippery slope. It will gradually lead him into questionable conduct.

Case -22

Q.22. Mr. Raghavan had indeed a pleasant surprise in his bathroom. He just heard daughter Suchitra shouting “A chan, I am at home.''Mr. Raghavan, a philosophy professor, retired last year and is presently settledin Cochin. He has a small family of his wife Sujatha, daughter Suchitra and his son Madhavan. Twenty five year old Madhavan, the elder of the two children, is working in the USA. He has come home on a vacation. Suchitra a Post Graduate student in Delhi. Mr. Raghavan had noinkling that Suchitra would arrive that morning; it was a surprise to him. He was in fact expecting a friend of Madhavan to join them for breakfast. A couple of days back Madhavan had told his father that one of his friends could be visiting them during this vacation. Madhavan had already told his mother that his friend is avegetarian, does not like eggs and prefers a particular type of Rasam and Idli. Sujatha had instantly commented that Madhavan’s sister also likes that particular Rasam. That Friday was Eid day and the first of a long weekend of three holidays in a row for Suchitra. In the morning, Madhavan had accompanied the driver in the family car to receive his friend and the family was expecting a friend of Madhavan to come at home for breakfast. Generally, when the daughter visits home, Raghavan buys air-tickets, as he always knows in advance about her programme. This time Madhavan had purchased air-ticket for Suchitra’s trip from his own funds. He made up a false story about his friend visiting Cochin in connection with his work. The whole idea of Madhavan was to givea pleasant surprise to the family by creatinga dramatic situation Not with standing Madhavan’s desire to gift his sister a costly trip to home and create a pleasant surprise to parents, he had fabric atedlies to make an appearance as if his university classmate was to visit his home. How should Mr. Raghavan respond to his son’s harmless falsehood?
1. He should express his displeasure to Madhavan and reprimand him severely.
2. He should just ignore the whole incident as of no consequence.
3. He should tell Madhavan gently to avoid all forms of lies, even harmless ones, in future.
4. He should give Madhavan a long lecture on how philosophers analyse the virtue of truth telling
Ans. In the situation out lined above, one needs to look at four aspects. The basic issue is that Madhavan tolda lie in order to create a pleasant situation with in the family. His lie is completely harmless and intended to increase the feeling of happiness in the family. There is a second issue which involves aparent’s duty tomorally guide his children---though Madhavanis an adult. The third question has to do with whether and how Mr. Raghavan should express his feelings and reaction to the incident. This will involve communication method and appreciation of human psychology. Finally, Mr. Raghavan should show a sense of proportion about the matter. If we consider all these issues, (3) will be the correct course of action. Getting angry over the matter and reprimanding will obviously be an overreaction. In any case, no parent will get annoyed over such a matter. The principle of truth telling should not be escalated to an absolutely high level in innocent matters of common family life. At the same time, Mr.Raghavan should not altogether ignore Madhavan’s falsehood. Lies have to be avoided whether in important or trivial matters. Since Madhavan is in a foreign land, he needs to avoid all forms of improper conduct. It will be best if Mr. Raghavan mildly tells his son to avoid lies even in small and apparently inconsequential matters. Finally, no useful purpose will be served by giving a long philosophical lecture on truth. This is a matter of applying ethical principles in an ordinary family situation.

Case -23

Q.23. Balbir had been soft spoken and sober unlike many of his loud classmates in Chandigarh. Few wouldhavebelievedthathe couldoptforanIPScareer.He iscurrentlypostedasDistrictSPina coastal district withrichlime stone deposits, sanctuary and port facilities. Good infrastructure for coastaltransport andlime stonemineshadacceleratedindustrializationinthisandaneighbouring district,generatinggooddeal of environmental activismasresponse. Last ten years have witnessed the phenomenal rise of one time school dropout Baldeo Patil – popularly called ‘Patilboss’ inthe district. Baldeo failed twice in XIIthstandard and thereafter dabbled in Panchayat politics of the district. Quickly learning the fundamentals of environmental laws from his lawyer uncle, he specialized finding out minor technical and substantial violations of environmental laws by mines and industrialunits. Profusely using RTIto his advantage,he could nail most ofthe mines and industries compelling them to pay a ‘Monthly Instalment of Lakhs of Rupees’. Occasionally, when specific units have shown audacity to challenge his authority he would drag them to different courts and stall their projects. But the courts and law have not been the only tools of Baldeo. For the last two years he has developed muscle power and often resorted to obstructionist agitation against miners and cement producers for extortion. Frequently, he has indulged in war of words with police and executive magistrates. Once he had even threatened the DSP thathis career may be injeopardy if he tried “to keep peace atthe cost of common people”. Commonpeople of course meant his henchmen and associates. Five days ago Baldeo started an agitation against a miner on some alleged violation of environmental law which High Court decided in favour of the miner. Baldeo and his men stopped truckmovement ofthis miner now andthen.After two days of agitationwhichparalysedoperations ofmines,Police HQasked Mr.BalbirSinghto clear theroadblock. Thismorning Balbirhad briefedhis Dy.SPand team ofPoliceInspectorsonhow toaddress this problem. He had toldthem “To teach Baldeo a lessonas he has crossed all limits”. On reaching the spot, police had faceda severe public order problem while clearing road block. Baldeo had slapped a PI and seeing this policeman shot at Baldeo and he succumbed to the injury. Some more were injured in police firing. The area became tense. How can one evaluate the situation leading to firing by police?
1. DSP should not have used the expression ‘teach him a lesson” while briefing the police.
2. Baldeo was an anti-social and no tears need be shed over his death.
3. Such incidents sometimes occur in law and order situations.
4. The police man was gravely provoked when Baldeo slapped a police inspector.
Ans. The central issue involved relates to use of force by police to control violence and lift the road blockade.Use of force is justified to some extent. But minimal force should be used so as to effectively eliminate or thwart the imminent threat. Seen in that light one has to evaluatethe conduct of Baldeo and his supporters at the scene of the event. Were they armed and close to attacking police? This doesnot seemto be the case. Or is itjustthe case that arrogant Baldeo lost self-control andslapped a police officer? This is what seems to have happened. This conduct even without anything more is criminal anddeservespunishment. Butit willnotjustify firing to kill Baldeo. Based on the above analysis, the alternatives (2) and (3) have to be rejected. Although Baldeo is an anti-social, he has to be brought to book through legal means. Any punishment meted outto him has to be legal and basedona court’s order.The incident resulting indeathisunfortunate, and suchincidents have to be avoided even in difficultlaw and order situations. ItistruethatBaldeo’sactionof slapping apoliceinspectorwasprovocative. Butthepoliceman’s reaction was excessive. He need not have shot Baldeo, but he could have apprehended and dealt with Baldeo inother ways. But was Balbir’s briefing of policemen with the comment of teaching a lesson appropriate? It is difficult to judge that commentinisolation without considering the overall demeanour of Balbir. Police men who have to handle many criminals day in and out often use much stronger and filthy language. But then, Balbir istheheadoftheDistrictPoliceorganization.The samewordsspokenby a constable and the head of the District Police would have different impacts. The obvious reason is thatleaderscancreateforcefulmotivationandchargefollowerstoactioninclinedtowardsexcesses. Therefore,Balbirshould have avoided use ofthosewords.Teaching alessonwasnotthe taskbefore him; he should have asked police to clear the road blockade.

Case -24

Q.24. S. K.Anantham anIASofficerwasposted asTransportCommissioner.Thewhole of Transport department including its Minister are steeped in corruption. While posting Anantham, the Chief Minister had privately told him to clean up the department. Anan thamface datough task. Itiswidely believedthattheMinisterofthe Departmenthas arrangedposting of‘badelements’tosensitivejobs withthe sole objective of facilitating rent seeking. Corrupt practices take place mainly in check-posts. There is heavy vehicle traffic to the neighbouring statewhichhasmanyports. Check-posts workonanageoldsystem.There isparking areawhere thedriversofthe trucks first parkthe vehicle.Theythencollect‘challans’(demand note) after standing in a long queue before thewindow ofthe challan issuing officers. Thedriver may have to wait in the queue anywhere between 15 minutes to an hour to collect the challan from the clerk. Along with the challan amount, the truck drivers also paid ‘extra’ amount as indicated in a codedsignlanguageby the challanissuingstaff. In case the supervisor of the check-post has any doubt aboutthe weight or the nature of goods carried he would ask the driver to get the weight verified in the weigh- bridges. If the details do nottally with the challan prepared on the basis of driver’s report, he has to go back to the payment counterandpaytheshortfallamountincludingapenaltywhichsometimescouldgoashighas100% of normal charges. Because of manual systems, vehicles are held up for considerable time at the check-posts In Anantham’s place how would you try to improve the system?
1. Conduct surprise raids on check-posts, seize unauthorized, unaccounted cash and prosecute check-post officials.
2. Set a high personal example of honesty, efficiency and dedication to duty.
3. Create a systemofinformers at check-postto know aboutthe shady activities.
4. Introduce a system of complete automation, minimising retention time of vehicles, computerizing collectionof tax and increasing weighbridges and by establishing real time videolinkagebetweencheck-postsandtransport commissioner’soffice.
Ans. Thisproblemofcorruptionhastobetackledby changingthepresent system.Ithasbuilt-infeatures which create opportunities and incentives for bribe-takers and bribe-givers. The truckers want to avoid taxes and speed the movement oftheir vehicles throughthe check-posts. Since the system is manual and inefficient, truckers gain by paying some bribes. If the system is speeded up through computerizationand automationwitharrangements for live monitoring,the systemic faults canbe removed.Thereafter,truckerswillhavenoreasontopay bribes.Fearingdetection,the staffat check posts will be on their guard. The first alternative relies ontrying to catchthe wrong doers.It may have a limited impact. But itcannotbecontinuouslyputintopractice.Itattacksthesymptomsrather thanthedisease. The second alternative is based on wrong premises. Sometimes, honest officers make the mistake ofthinkingthatbyrestrainingthemselvesfrombeingcorruptanddealingwithcorruptsubordinates with stern hand they can automatically reform the system. That does not happen for the simple reason thatinanorganisationlike the check-post network predominant majority of personnel are corrupt and they mutually protect one other. These organisations settle to an operational methodology where outwardly everything would look fine and the transactions would be good for the bureaucracy and the corrupt clients---in this case the community of transporters. Another point to note is that any action to interfere with this large scale and systemic corruption will be opposed tooth and nail by the officers ofthe transport department and the interested politicians. Therefore,the focus should be on tackling the systemic roots of the problem. The third alternative is also based on a crime detection approach. The so called informers may alsojointhe racket. The root of corruption lies in the fact that there is no universal weighing of vehicles. This gives opportunity for under reporting. There is no memory of the vehicle passing through the check post and hence any follow up on its movements is not possible. Ananthamwillhave topersuade Governmentto automatetheworkingofthe check-post sothat all the vehicles are weighed without fail and their destinations clearly recorded. When a computer server keeps tracking the behaviour of errant vehicles, habitual cheaters will be quickly identified. Automated high quality weighing machines along a layout of sufficient number of gates will solve the problem. Of course, this will need further investment, but given the high quantum of leakage this upfrontinvestment will be recovered quickly. Hence,the fourth alternative is the mostfeasible solution.

Case -25

Q.25. Well wishers of Kushagra Iyer read with regret that morning the news of his downfall from the prestigious post of CEO, Indian Operations of Worldwide Biologicals. Kushagra had transformed his company from the ‘Indian backyard’ of pharmacy research into a highly respected Indian multi-national corporation. Kushagrahadabrillianteducationalcareer.HetoppedtheHigherSecondaryBoardExamination, and represented India in Physics and mathematics Olympiads. He joined IIT, Chennai and then IIM Bangalore. Inthe IIT, his personalitydeveloped anodd streak. He developed excessive fascinationtowards fair sex so much so thathis ‘girlfriend circle’ extendedfar beyondIIT. Onafew occasions, some girlshadcomplainedabouthisoffensivebehaviourinpublicplaces.Butdespitethesediversions,his extraordinary sharpness enabled him to come among the top three of his B tech in Bio-technology class.Acouple oftimesa fewfemale studentsofthe IIThadalso complainedabouthis offensive behaviour, butthe faculty had been soft on him and got the matters amicably settled. The pattern ofhisbehaviour wasno differentin IIM. However,he could pass outwith flying colours without any major event and joined a US based corporation. Within a short span of eight yearsherose to become the site head of the formulation and discovery unit of that corporation. Duringtheseeightyearshedatedmanyyoungwomenincludingunmarriedcolleaguesandjuniors. His bosses cautioned him to be careful about flirting relationships with women and the danger inherent in frequently changing partners. But they valued him for his contribution. There was no seriouscomplaint;thefewmattersthatarosewereamicablysettled. In the tenth year something went out of control, and a lady working in the site office initiated a sexual harassment case in US court. The court found Kushagra guilty of sexual harassment. Kushagra according to the code of conduct of the company was required to inform management of any such relationshipwithsubordinatestaff,buthedidnotdoso.Thecompanypaidhandsomecompensation to Kushagra and asked him to leave. Kushagra returned to India, and after a little while was chosen as CEO, Indian Operations of Worldwide Biologicals. The company, ignoring the unsavoury behaviour of Kushagra, selected him for the post of CEO, Indian Operations. Once again, he achieved great success in his new assignment. Meanwhile, though he had lately married and had a family, his old predatory sexual habits continued. After six years of his stint as Indian CEO, when he was at the threshold of being chosenas Chief of Operations ofthe EuropeanContinent, a scandal broke out. One married female employee of the company registered a FIR in police station alleging that Kushagra had flirted with her and promised a quick promotion. She also revealed that there was yet another woman in the same company who was also cheated in similar manner. She alleged that the President, HR of the Company knew this and yet gave Kushagra latitude in view of his position by ignoring complaints. Kushagrawassubsequentlyarrestedandreleasedonbail. What are the moral issues involved in this case?
1. Would it be right to say that there was Corporate Governance failure in Worldwide Biologicals?
2. Could IIT professors have done a better job of disciplining Kushagra?
3. Can we hold the women employees who developed relations with Kushagra as also responsible?
4. Can Kushagra be held entirely responsible for his misdeeds?
Ans. 
1. There can be little doubt about the lack of good corporate governance in World Wide Biologicals.While selecting Kushagra,they knewofthe unsavoury episodes involving him. TheCompanyhaditseyeonprofitsorthebottomlineratherthanonmaintainingwholesome environment in office. After all, it was not selecting a manager in the shop floor level, but the CEO ofIndian Operations. Knowing the earlier record of Kushagra,he shouldhave been cautioned and kept under careful watch. But the company was obviously insensitive to issues of sexual harassment.
2. Some blame certainly also attaches to the student disciplinary authorities in IIT. Kushagra was then at an impressionable age, and harsh words and no nonsense action from authorities, short of rustication form IIT, would have perhaps done the trick. But they allowed the academic performance of Kushagra to influence their judgement. His misdeeds went unchecked and unpunished. As the Biblical proverb says “Whoeversparestherodhateshisson,buthewho loves him is diligent to discipline him”. This is not to be interpreted literally, and there are different waysofpunishing anerrant student.Hadsuchpunishment beenpromptlymeted out, Kushagra being very sharp would have known how to curb his deplorable impulses.
3. It is easy to get confused over this matter. We can ignore the minor lapses involving the college/universitygirls since none ofthem has come to any harm.As regards otherwomen, one can argue that it takes two willing individuals to form ‘relationship’, and that adult women enter into ‘relationships’ with their eyes fully open. In this case, some of them may have been willing to sacrifice morals to advance their career. Butthe issue is different. Office codes of conduct expressly prohibit senior managers from contracting such relationships. Hence,theonusliesonthemtoavoidsuchbehaviour.There is a more general issue.In such situations, senior managers are in a positionof trust;they are guardians ofthe womenemployees inthe workplace. Further, as feminist writers point out, situations of this type are parts of power relationships. The women employees are in a subordinate position, and may often find it difficult, for various reasons, to rebuff the advances oftheir bosses. Itis for senior managers, in line with official codes and general morality, to refrainfromsuchconduct. In these situations, women are invariably the victims.
4. Kushagraisobviouslyguiltyofseriousandcriminalmisconduct.Hecompletelyfailedtorein inhis sexual cravings. This shows complete lackofmoral self-discipline. He failedto realise his role (arising from his high managerial status) as a moral custodian. Hewas not entering intorelationshipswithindividualsofsamerankandposition. Hewasexploitinggullibleand dependentwomen.Noexcusethathisactionsarepartofirresistiblepsychologicalurgescan be accepted.If he suffers from such compulsions, he is unfitto hold responsible positions. Kushagra ended up ruining his life along withthose of many others.