The Volkswagen Diesel Emissions scandal is the most scandalous in automotive history, and Matthias Müller took over as VW CEO in October 2015. In this case, VW equipped its diesel cars with devices that deceived emissions testing into thinking they were emitting fewer pollutants when, in reality, the cars were emitting more than the legally mandated limit. This situation is morally unacceptable and can potentially negatively impact many aspects of global life.
In the Volkswagen Diesel Emissions scandal, the core unethical behaviour was VW intentionally installing software designed to cheat emissions testing. This act was immoral in the context of breaking laws established to protect public health and the environment, as well as a lack of transparent information (Duska, 2014). An individual might integrate Kant’s ethics, which focuses mainly on duties and norms, to point out the morality of the given action. Rather than basing their priorities on the objectives of their corporate entities and environments, defeating devices betrays the principle that the human is the end of the goal.
From an ethical perspective, focusing more on that question is crucial. This action was probably a result of the complex situation where trading had to be done per the strict emissions rules while still keeping the company competitive and the performance level high (Duska, 2014). Also, the organization’s culture, which presents poor performance management and poor internal control systems, may have contributed to the environment in which such decisions were made. When top management prioritizes short-term benefits over long-term sustainability and fails to foster a culture of responsibility and openness, such activities spread even further.
Placing market supremacy and profitability at the peak of a corporate organization, as is the case with Volkswagen, is the most challenging task. It always takes work to get ahead of the other competitors. Desires can overvalue principles, prioritizing those closest to success, such as society or the economy, and accepting immediate gains as superior. Despite the company rules prohibiting it, employees may agree to cut prices to control costs or complete a project on time (Huckabee, 2018). Furthermore, the company’s hierarchical organizational structure may stifle the voices of subordinate staff, preventing them from opposing senior management’s orders, thereby suppressing dissenting views. People can be frightened to voice their opinions about ethically bad behaviour because such behaviour could hurt their employment or lead to consequences if they speak out against unethical behaviour. Cultural norms and organizational restrictions mean that even the most morally remarking individuals can do what the eye does not see in such states.
In the wake of this crash, Volkswagen must atone for its ethical ignorance and hasten to mend its relationships with its stakeholders. The primary thing is that the business must acknowledge when it is making mistakes and take complete responsibility for the outcome (Huckabee, 2018). Transparency, giving, obligation, and employees’ continuous feedback regarding making up and avoiding future injustice will be followed relating to this matter. Volkswagen should purport a moral atmosphere and thus encourage everyone involved to come up with the right moral choices by implementing ethics training programs for all employees at all levels within the company.
In order to see Volkswagen succeed by making technologically advanced and environmentally friendly vehicles that not only by but also exceed emissions standards, it must allocate a significant portion of its financial resources to R&D. The top-equipped machinery and green technological methods are two ways in which Volkswagen demonstrates its ethical approach to conducting business and remaining responsible (Huckabee, 2018). Sustainable devotion not only implies observance of pertinent laws but also represents a proactive approach to reducing environmental impact and maintaining the safety of future generations.
All business actions, such as marketing, customer satisfaction, supply chain management, and consumer interaction, must be built on a solid ethical foundation. To reach this objective, the team must establish honesty, openness, and social accountability among them (Small & Lew, 2021). Volkswagen’s embrace of moral decision-making as part of its culture enables it to have stricter moral standards and accountability structures.
Ageing it out, remaining positive and transparent, and keeping the public, which includes consumers and regulators, aboard will require lots of work that outcomes will assess. The supreme responsibility of VW is to take genuine remorse for its wrongdoings, and choosing ethical behaviour ahead is always necessary (Ferrell et al., 2019). To come out of these matters wiser and more accountable, Volkswagen has to remain committed to sustainability and ethical concerns. It is expected to provide the necessary steps to being a responsible business leader in the auto industry.
In conclusion, the Diesel Emissions scandal at Volkswagen depicts one of the vital ethical breakdowns realized in response to external causes, the corporate culture, and top executives’ actions. Volkswagen could adopt responsibility and be a brand that ethical business leaders in the car sector emulate due to taking the driver’s seat, fostering a more ethical culture, and leading by ethical issues.
References
Duska, R. (2014). Employee Rights and Duties. Business Ethics: Readings and Cases in Corporate Morality, p. 307.
Huckabee, G. M. (2018). Ethics and Justice-What Penalty Should Volkswagen Be Compelled to Pay for its Unethical and Unlawful Conduct, and on What Basis? Journal of Leadership, Accountability and Ethics, 15(4), 155-182.
Ferrell, O. C., Harrison, D. E., Ferrell, L., & Hair, J. F. (2019). Business ethics, corporate social responsibility, and brand attitudes: An exploratory study. Journal of Business Research, pp. 95, 491–501.
Small, C., & Lew, C. (2021). Mindfulness, moral reasoning and responsibility: Towards virtue in ethical decision-making. Journal of Business Ethics, 169(1), 103–117.
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