Case Study: BAP61 Stakeholder Values - TAP Pharmaceutical's Ethics

This case study examines the ethical culture within TAP Pharmaceuticals, highlighting its misalignment with ethical standards through instances of bribery, illegal drug sales practices, and provision of undue benefits to doctors. The analysis focuses on Douglas Durand's efforts to rectify the unethical environment, including attempts to instill ethical practices and introduce reward systems. Despite his initiatives and external consultation, Durand's efforts were thwarted by the organization's deeply ingrained culture and lack of commitment from top management, ultimately leading to legal repercussions for TAP. Desklib offers a wealth of resources, including solved assignments and past papers, to aid students in understanding and excelling in similar case studies.

Running head: AN UNETHICAL CULTURE IN NEED OF CHANGE: TAP
AN UNETHICAL CULTURE IN NEED OF CHANGE: TAP
Name of the Student
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1AN UNETHICAL CULTURE IN NEED OF CHANGE: TAP
Table of Contents
Answer to question 1:.................................................................................................................2
Answer to question 2:.................................................................................................................3
Referencing................................................................................................................................4

2AN UNETHICAL CULTURE IN NEED OF CHANGE: TAP
Answer to question 1:
According to the case study Douglas Durand who was working in Merck has
transferred to another company TAP, the work culture of TAP is different from Merck. The
work culture and the work ethics of TAP have been diverged from its responsibilities. There
are many incidents which demonstrate that there is unethical work culture which has been
practiced in the organisation. The negative corporate culture encourages unethical behaviour
of the employees which can cause wide variety of problems (Mitonga et al. 2016). Durand
observed there is no proper legal in –house counsel and it was also observed that the
organisation is involved in bribe activities.
The organisation has enrolled itself in illegal activities by selling Lupron drugs at
discount price or free to the doctors and then encouraged the doctors to sell the same with
high price. This type of scandal is practiced in the workplace which shows the unethical
behaviour of the organisation. TAP was offering big-screen TV with addition to that offers of
office equipment and golf vacation. The extra benefit which is provided to the doctors and
representatives encourages them to do the illegal job. The representatives were violating the
law by not accounting the free samples which is required by the law and Durand was aware
of the fact that the failure to this account of single dose may result to fine of 1 million dollar.
These following actions of the organisation TAP is illegal and depicts the unethical work
culture of the workplace (Sorokin 2017). Therefore, it can be inferred from the above analysis
that the ethical culture in TAP is not in alignment.

3AN UNETHICAL CULTURE IN NEED OF CHANGE: TAP
Answer to question 2:
The unethical actions of the organisations made Durand distraught and fretted. As
being the Vice-President of the organisation Durand tried to change the unethical culture that
is practiced in the workplace (Huhtala et al. 2016). Even after constant efforts, it was
impossible to change the way the organisation is working. Douglas tried to explain the
importance of physicians trust but the sales representative ignored his words. Douglas tried
an alternative by bringing a change by introducing reward system within the organisation.
Douglas offered bonus to the representatives, this action worked for a while until the senior
management discontinued their bonus system due to which the representatives stopped
keeping the records. .After trying all his efforts that can be possibly done by him, Durand
tried to take suggestion from an old friend from Merck –Glenna Crooks. Crook recommended
Durand to file the misuse issues happening in the organisation and share the same with the
Elizabeth Ainslie- attorney who helped him to deal with TAP organisation and finally after
years of investigation TAP was found guilty for cheating the federal government was made to
pay high amount of penalty.
Even after continues efforts Douglas was unable to change the culture of TAP
organisation as for an ethical and successful workplace depends upon the top management
and organisation commitment (Petita et al. 2017). The organisation is providing a good
amount of benefits to the representatives and the doctors which is encouraging them to do the
unethical and illegal works in the workplace. Hence even after so much of trail Douglas was
unable to change the culture in TAP.

4AN UNETHICAL CULTURE IN NEED OF CHANGE: TAP
Referencing
Huhtala, M., Kaptein, M. and Feldt, T., 2016. How perceived changes in the ethical culture of
organizations influence the well-being of managers: A two-year longitudinal study. European
Journal of Work and Organizational Psychology, 25(3), pp.335-352.
Mitonga-Monga, J., Flotman, A.P. and Cilliers, F., 2016. Workplace ethics culture and work
engagement: The mediating effect of ethical leadership in a developing world
context. Journal of Psychology in Africa, 26(4), pp.326-333.
Petitta, L., Probst, T.M. and Barbaranelli, C., 2017. Safety culture, moral disengagement, and
accident underreporting. Journal of business ethics, 141(3), pp.489-504.
Sorokin, P., 2017. Social and cultural dynamics: A study of change in major systems of art,
truth, ethics, law and social relationships. Routledge.