John Brevard M5990 – Corporate Responsibility & Society November 24, 2013 Week #5 Short Written Assignment Pinto Fires and Personal Ethics: A Script Analysis of Missed Opportunities by Dennis A. Gioia, is a sad article which focuses on the moral muteness of the author during his experience at the Ford Motor Company. However, before providing an analysis, several definitions are required: * Generalization Test – There must be a reason for an action and it should be consistent
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Ford Pinto Case In the late 1960s Ford Motor Company developed the idea of the Ford Pinto. Foreign automobile such as Germans and Japanese manufactures dominated the small car market. Ford Motor Company did not want to stay behind in production. Chief Executive Officer, Henry Ford II and Lee Iococca’s rushed building new compact cars out in the market within two and half years which, was the Ford Pinto and the shortest production planning. Production and distribution of the 1970s Ford Pinto
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Under the leadership of Ford CEO Lee Lacocca, The Ford Pinto Company introduced in 1971 in Canada, and later in U.S, had reputation as being the safety pioneer in the automobile industry. But was trouble impending, the car did not pass on the test, meaning that it failed bellow the state of the art for cars of that size. The design of the car flaws in its Pinto model could cause the car to burst into flames even in minor rear-end collisions. At the time there was no National Highway Traffic Safety
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desirable bottom line. Ford is one company during the 1970’s many people consider put its bottom line before the safety of its consumers, thereby leading many people to question its business research and ethical practices. The controversy came about with the development of the Ford Pinto. The Ford Pinto was manufactured as a response to the overwhelming competition from Volkswagen, Toyota, and Datsun in the abundant small car market. Lee Iaccoca was the vice president for Ford Company during the
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Ford Pinto: Setting the precedent for corporate crime Caleb Bede Accounting 573: Accounting Fraud, Criminology, & Ethics Joan Moore
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Utilitarian Analysis The Case of the Ford Pinto The Ford Pinto first rolled off the Ford Motor Co. production lines in 1971 and stayed in production in its original state until 1978. The vehicle engineers were tasked to develop the vehicle and put it into production within 25 months, which was nearly half the time in which the average new vehicle is put into production. The Ford engineers were aware that rear-end impact safety tests were pretty standard at the time, but they were not required
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“The Ford Pinto Case” managing of business ethics. Numerous factors suggest within this research that Ford Motor Company was negligent and violated its code of ethics. To understand how relationships are affected a closer look at Ford Motor Company missions and values will align Team B’s personal values with Ford Motor Company. In this paper the study to examine are the role of people, products, and profits in the decisions made regarding the Ford Pinto. Key factors surrounding the Ford Pinto
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your business, could invariably save your business far more than money. Here we will explore the ethical decisions made by Ford Motor Company after research found their Ford Pinto to be unsafe in rear-end collisions. In an effort to beat out strong foreign competition from in the small car market, Ford Motor Company produced the Ford Pinto in 1970. Before this time, Ford dominated in the production of larger vehicles and never was considered a contender in the small car market. Lee Iacocca wanted
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Pinto Fires and Personal Ethics: A Script Analysis of Missed Opportunities Dennis A. Cioia ABSTRACT. This article details the personal involvement of the author in the early stages of the infamous Pinto fire case. The paper first presents an insider account of the context and decision environment within which he failed to initiate an early recall of defective vehicles. A cognitive script analysis of the personal experience is then offered as an explanation of factors that led to a decision
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human element that seems to be missing from Ford’s decision. Human life is priceless, but Ford did manage to place a number on it. The loss of life is enough external pressure to influence the recall of the Pinto and add a part that cost less than a trip to the movies. “One Ford engineer, when asked about the dangerous gas tank said, “Safety isn’t the issue; trunk space is” (De George, 2005, p. 116). The Ford Company did not operate with a concern for the people. Instead of placing the safety of
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