eternity into the world’s future. In 1972, Ford Motor Company released the Ford Pinto, a small cheap car that could financially compete with the new economic cars from Asia. The Ford Pinto got a lot of attention because it was the first American made car to rival the Asia automobiles. However, the Pinto had a design flaw in that the position of the fuel tank was poorly placed and as a result was highly susceptible to car fires. This flaw was recognized by ford but was deemed an economic step backwards
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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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Case: The Ford Pinto 1.) In my judgment, I feel that the management of Ford Company should be held morally responsible for Mrs. Gray’s death and Richard Grimshaw’s injuries. This is because Ford Company put the Pinto on the market to be sold. In that case, the managers were aware of the risk factors if indeed these cars did sale. Certainly, I do feel the Ford Company as a whole, should be held legally liable for the death of Mrs. Gray and the injuries of Richard Grimshaw. I strongly believe
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the greatest good and for the most people possible. From this philosophical standpoint, cost benefit analysis would be a natural outcome. The Ford Pinto case is based upon act utilitarianism’s approach to making a decision using a cost benefit analysis and whether that action makes the best ethical outcome for all involved. In 1968, Ford Motor Company had a decision to make as to whether it would compete in the subcompact automotive market. Ford needed to quickly introduce a small, fuel efficient
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THE PINTO CASE A SHORT SUMMARY In the early 1960s Ford’s market position was being heavily eroded by competition from domestic and foreign manufactures of subcompacts. Lee Iacocca, then President of Ford, was determined to regain Ford’s share of the market by having a new subcompact, the Pinto, in production by 1970. Then Ford engineers crash tested an early model of the Pinto. They found that when the automobile was struck from the rear at 20 miles per hour, the gas tank regularly ruptured
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According to the case study the ford pinto company knew that they sell faulty cars to their customers and due to their sales it has led to the death of their customers. The company ford pinto knew that the way they manufacture cars was in the wrong place and they kept it as secret Ford knew that the cars they produced had lots of issues concerning the safety and this was involved in the rear where the gas pump was at. This has led thousands dead. The ford company knew about the problem before distributing
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Ford Pinto Case Ford Pinto Case If we were involved in the Ford Pinto dilemma we would have used Deontological Ethical reasoning to decide whether or not to disclose the danger that the Pinto posed and/or use that reasoning to determine whether or not to install the part(s) that would make the Ford Pinto safer. Our decision would be to do what is morally right and avoid doing what is morally wrong, regardless of the consequences. True enough Ford was not obligated by government regulation
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linking to the theories and approaches that has been covered in the module and (2) evaluate a possible ways in which the dilemmas can be managed and resolved. Therefore, I have chosen “Ford Motor Company” as the choice of organization that have a reference to the key principles and approaches to the business ethics. Ford Motor Company is an American automaker and the
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Right or Not Right? Back Ground In 1970’s, Ford had been criticized by the public due to a defective fuel system design. Although Ford had access to a new design which would decrease the possibility of the Ford Pinto from exploring, the company chose not to redesign the system, which would have cost $11 per car, even though the analysis showed that the new system would result in 180 less deaths (1999, The Valuation of Life As It Applies To the Negligence-Efficiency Argument). The company defended
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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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