Atkinson Graduate School of Management

Fall 2014
Leading Ethical, Social Resonsi!le, and Sustaina!le "rgani#ations
GSM $122
Monda% and &ednesda%' (')0 * 10'00 a+m+ and 10')0 a+m+ * 12'00 +m+
Anne,' -101
Facilitator'
Larr% &+ Ettner
.hone' /0)0)100$142 2o3 and (41041104$0( 2c3
Ettnerlarr%5hotmail+com
"ffice' Anne, 201
"ffice 6ours' 7uesda% and 7hursda% * 10'00 a+m+ * )')0 +m+
8ourse "9er9ie:
Whether in business, government, or not-for-proft settings, building
well-managed, high performing organizations are critical to creating
value, accelerating economic development, and addressing pressing
social issues. In a world of information overload, high speed
communications, and interdependence, the perennial leadership
challenge for governing our institutions remains constant from
antiquity to today: to build the good society which balances the
necessity of tension between liberty, equality, community and
eciency. In other words, Leadership, Ethics, Governance,
Sustainability and Social Responsibility (LEGSS) necessarily
require moral judgment on the part of decision maers!
As such, this course aims to provide you, the MBA candidate, with a series of
professional experiential learning outcomes that prepare you for life outside academia.
Leading Ethical, Social Responsible, and Sustainable Organizations is the third in a
series of required experiential courses that provide learning frameworks through
combining practitioner - scholar understandings into practice situations. our obligation
is to create a structure of understanding that integrates course discipline and experiential
applications, and to think strategically and critically in determining personal and
!
professional standards of excellence. "thical frameworks presented will confront
dilemmas in for profit, not-for-profit, and public organi#ations.
$he exercise of leadership in the context of governance %e.g., stakeholder engagement,
vision, execution&, however, can have a powerful and sustainable impact on
organi#ational performance and value. Moreover, the sustainability and legitimacy of
effecti9e go9ernance can onl% !e maintained :ithin the conte,t of 9alues0!ased
leadershi, defined as the moral foundation underl%ing ste:ardshi for collecti9e
decision0making and actions of leaders, among all stakeholders 2e+g+, u!lic,
shareholders, emlo%ees3+ 'ritical values to be explored in this course include pursuing
the interests of stakeholders with accountability and transparency( serving professionally
with competence, efficiency, and ob)ectivity( acting ethically so as to uphold the
stakeholder trust( and demonstrating respect, equity, and fairness in dealings with
colleagues and stakeholders.
*or-profit, not-for profit organi#ations, and individuals will be examined through
exploring reading, cases and exercises through the lens of executive management and
organi#ational forms such as Boards of +irectors and committees which exercise decision
making in uncertainty. $he capstone pro)ect for the course will be to analy#e, synthesi#e,
and recommend within a discipline specific ethics simulation exercise.
8ometenc% ;e9eloment 2Foundational <no:ledge3
$he course is segregated into learning modules that will explore substantive questions,
such as, -hat constitutes an effective and sustainable organi#ation. -hat empirical
lenses can be applied in analy#ing and synthesi#ing organi#ational performance. /ow
can organi#ations incorporate social responsibility into strategic decision-making. -hat
constitutes the foundations of organi#ational ethics. /ow does governance affect
organi#ational values. -hat constitutes trust theory and how do organi#ational agents
benefit. /ow does leadership affect organi#ational performance within ethical
boundaries. $he course provides the candidate with management competencies that are
central and critical in professional and personal development.
*!, 0ualitative applications, 0ualitative methods %'ross-sectoral research&
*1, 2resentation skills and applications %3ocial 4esponsibility and 5overnance
presentations, "thical 6eader report, and simulation&
*7, $eam skills and understandings %2eer evaluations&
*8, 2rofessional writing applications %'ase studies&
*9, :rgani#ational understandings, $heories of organi#ations and public, common, and
private goods %'ourse discussions&
*;, <nderstanding ones self in sectoral organi#ational settings %'ourse discussions&
*=, >ntegrative framework applications %3ocial 4esponsibility and 5overnance
presentations, "thical 6eader report, simulation&
*?, 'areer and professional standards development %'ourse discussions&
*@, "thical and sustainable understandings and applications %3ocial 4esponsibility and
5overnance presentations, "thical 6eader, simulation&
1
Learning "!=ecti9es
6!, >dentify and applying standards of excellence in organi#ational performance.
4ecogni#e and assess the rules that govern collective decision-making and the
process through which courses of action or inaction are decided upon and executed.
61, 2erforming interdisciplinary qualitative and quantitative research. >ncorporate
multiple levels %e.g., individual firm, institutional, national& into management
decisions.
67, 2erforming organi#ational due diligence and underwriting in constrained time
hori#ons. 4ecogni#e conflict that militates against a satisfactory outcome and resolve
it through bargaining and negotiation.
68, <nderstand and apply the key frameworks of ethical practices, social responsibility,
and sustainability. >dentify times when and places where an individual can intervene
in the collective action process to influence its outcomes.
69, "ngage and perform in high performance team development. Apply critical and
creative thinking skills to practical and theoretical problems of strategy, structure,
cultures, and performance. Affect outcomes through administrative argumentation
and persuasion--and reflect upon and learn from these experiences.
8ometenc% E9aluation
$he competencies will be evaluated through a variety of measures and instruments. $he
candidate receives developmental feedback from three primary sources, %!& peer feedback
with relationship to group presentations, %1& "thical 6eader, 3ocial 4esponsibility, and
5overnance assignment and presentation, and simulation discussion and presentation, %7&
comprehensive examination.
8ourse Re>uirements
>n addition to the readings, course assignments will involve case study analysis and
discussion, executive presentation, and simulation accomplishment. -e are a learning
community and as such sharing each others work with one another helps in enhanced
learning opportunities.
Readings
Re>uired Readings' ?ooks
6as#lo, '. %1AA?&. Sustainable Value. 3tanford, 'A, 3tanford <niversity 2ress. %BCalueD&
-erther, Er., -.B. F 'handler, +. %1A!!&. Strategic Corporate Social Responsibility.
$housand :aks, 'A. 3age 2ublications >nc., 1
nd
ed. %B3'34D&
7
!teger, ". # $mann, W. %&''(). Corporate Governance: How to Add
Value. *ohn Wiley # !ons: West !usse+, ,ngland. %-.overnance/)
Re>uired Readings' Articles and .artial ?ook 8haters %Assignments in the course
outline&
Ahn, M., "ttner, 6. F 6oupin, A+ 3pring 1A!!. *rom 'lassical to 'ontemporary
6eadership 'hallenges, A Calues-Based 6eadership Ciew, Journal of Leadership Studies,
volue !, issue ", p. #$%%.
Badaracco, Er., E.6. %1AA1&. Leading &uietly. Chapter "' (on)t *id +ourself. Boston,
/arvard Business 3chool 2ress.
Beauchamp, $.6. F Bowie, G.". %1AA8&. Ethical ,heory and -usiness. Gew Eersey,
2rentice /all. %'hapter !&
Boatright, E.4. %1AA9&. Ethics and the Conduct of -usiness. <pper 3addle 4iver, GE,
2rentice /all. %'hapters !7 F !8&
'osta, E.+. %!@@?&. ,he Ethical .perative' /hy 0oral Leadership .s 1ood 2or
-usiness. 'ambridge, Mass., 2erseus 2ublishing. %'hapter ;&
+obel, E.2. Value (riven Leading' 3 0anageent 3pproach, "vans 3chool of 2ublic
Affairs, <niversity of -ashington
"ttner, 6.-., Hrug, 4.M., and Gewton, 3./. %1AA8&. Calue 'entric :rgani#ation +esign,
'ompliance, 'ontrol, and 'ompetitive Advantage. /or4ing 5aper' 'ase -estern
4eserve <niversity.
"ttner, 6.-. %1AA;&. Gonprofit 6essons from 3uccessful *or-2rofit 4esponses to the
3arbanes-:xley Act, 5overnance $ypes and $rust +ynamics. /or4ing 5aper' A4G:CA.
5erhart, 2.M. %1AA;&. Carieties of the 3ocially 4esponsible Business. 'ase -estern
4eserve <niversity, -3/- .nteractive /or4ing 5aper Series.
4obin, +.2. %1AA9&. -hy "thics and 2rofits 'an and Must -ork $ogether in Business.
-usiness Ethics' 6e7 Challenges for -usiness Schools and Corporate Leaders. 6ondon,
M.". 3harpe. %'hapter !!&
Miscellaneous Materials and Readings
BAnd $he Band 2layed :nD I +C+
'ummins 'ode of Business 'onduct
8
+ow Eones 3ustainability >ndex
/ermes 'orporate 5overnance 2rinciples
Gike, 1A!A 3ustainability 4eport
-rangling Along %1A!!&. Atkinson 5raduate 3chool of Management
7eaching .articiation 8ases %1AJ1! teams of 1 and ! teams of !&
SCSR
!. "mployee 4elations I !;@
1. "xecutive 'ompensation I !=8
7. 3hareholder Activism I !?7
8. 3ocial "ntrepreneurship I !@7
9. $he 'orporation I !@?
;. -ages I 1A;
=. *air $rade I 118
?. *inance - 17A
@. *inancial 'risis I 18A
!A. Microfinance I 18;
!!. 2atents I 19;
!1. 2roduct 3afety I 1;;
!7. 2rofit I 1=9
!8. 3upply 'hain I 1?1
!9. Accountability I 7A9
!;. 'ompliance I 7!7
!=. "nvironmental 3ustainability I 71;
!?. "thics I 77;
!@. Media I 788
1A. G5:s I 791
1!. 4eligion I 7;9
11. 3takeholder 4elations I 7=8
1overnance
!. +eveloping corporate governance at /ighly 6ogistics 3oftware I but how. 71
1. +id corporate governance fail at 3wissair. 7;
7. ABB I corporate governance during a turnaround. 8@
8. +aimler'hrysler I corporate governance dynamics in a global company. ;?
9. 'onflicts of interest at the board of Hhan A5. @=
;. >'M I when hidden agendas enter the boardroom. !A8
=. >'M I hidden agendas in the boardroom. !A?
?. -ar at the helm of "licor. !!9
9
@. 'obra vs. 'ommer#bank I can investors raid their own company. !1A
!A. Boeing hits turbulence I is it worth losing a successful '": for a code of
conduct. !79
!!. 'odes of conduct at 'onnect<1 I adding value, cost, or nothing at all. !81
!1. $he +aimler'hrysler merger I the involvement of boards. !;;
!7. +aimler'hrysler board I after the deal is done. !?A
!8. 2harmagroup >nt. and *luvera I when subsidiary governance means losing
competitive ground. !@9
!9. 'hina 2rime I corporate governance with 'hinese traits. 1A=
!;. 'ompania <nidas de Argentina I fight for your right or vote with your teeth. 1!1
!=. 3tarting from scratch I corporate governance at 3outh "ast Bank "urope. 1!9
!?. --* >nternational I a truly worldwide organi#ation. 117
!@. Bata 3hoe :rgani#ation. 189
1A. Automotive Machine $ool 5mb/F'oH5 I from ailing family business to
accelerating private equity. 1;!
1!. Biocast. 1=;
11. Asian 'art 2art /olding I sold without the knowledge of the board. 1?A
Ethics %select one person to present&
!. "lliot 3pit#er
1. Eohn "nsign
7. Mark 3anford
8. 4od Blago)evich
9. Mark *oley
;. Eohn "dwards
=. -illiam Eefferson
?. +uke 'unningham
@. Bill 'linton
!A. Arnold 3wart#neger
!!. Eim Mc5reevey
!1. Hwame Hilpatrick
!7. 3hela +ixon
!8. Monica 'onyers
!9. 5eorge 4yan
!;. 'harles 4angel
!=. Eames $raficant
!?. $ed 3tevens
!@. +an 4ostenkowski
1A. Mel 4eynolds
1!. $om +elay
11. Bob 2ackwood
17. Andrew -einer
18. Eeff 3killing
19. Eohn 4igas
1;. Bernie "bbers
;
1=. +ennis Ho#lowski
1?. 3am -askell
1@. Eoe Gacchio
7A. Michael Milken
7!. Martha 3tewart
71. Bernie Madoff
77. 'harles Heating
78. >van Boesky
79. Barry Minkow
7;. 4ichard 3crushy
7=. 'onrad Black
7?. 4a) 4a)aratnam
7@. Eesse Eackson, Er.
8A. Gick 6eeson
8!. *ranklin 4aines
81. 5ary -innick
87. +avid -ittig
88. "ric /older
89. 6ewis 6ibby
8;. Eack Abramoff
8=. Albert Bustamante
8?. Alcee /astings
8@. 3piro Agnew
9A. $ed Hennedy
9!. 4ay Gagin
91. 6ois 6erner
Assessment
"thical 6ens >nventory %1A!A&. Baird, '. and Giacaris, E. +enver, "thics 5ame 2ress.
Simulation
$eams will be formed by discipline interest to actively participate in a simulation exercise
that posits an ethical dilemma, and the team determines the courses of action, dilemmas,
and potential solutions.
8ourse Assignments in Addition to the Readings
.n addition to the readings, course assignments will involve case study analysis and
presentations, and simulation exercise and executive presentation.
!. 3ssignents for the 2irst and Second Sessions, August 19 and August 1=,
=
a& 4ead the 'ourse 3yllabus, August 19.
b& Bring to class on August 1= a one paragraph Bburning issueD %what important issue
in management ethics concerns you& and case team selections.
c& Begin to think through your simulation selection and team members.
1. 3ssignent for the 2ourth session, 3eptember 7'
a& 2rovide your simulation selection.
7. 3imulation tea orientation' 3eptember 7, you will meet with your simulation team
and establish operational understandings.
8. Case Reports and 5resentation' A variety of case reviews are required. $eams will
be formed for the purpose of these assignments. $he "thical 6eader paper and
presentation will consist of a one page executive summary and no more than five pages
of content, and a presentation of no more than !9 minutes. $he $eaching 2articipation
'ases %'orporate 3ocial 4esponsibility and 5overnance& requirement is to conduct the
class discussion and analysis of the assigned case, approximating 1A minutes.
9. 83nd ,he -and 5layed On)' 2rior to the 3eptember !8, 1A!8 session please view this
movie classic by /B:, staring Matthew Modine and others. $he movie is available at the
/atfield 6ibrary reference desk or we will have a class showing %time and place $B+&.
Grading
3ssignents are due on the dates noted in the syllabus. 9nless e:traordinary
circustances arise ;and are approved by e< there are no e:ceptions. . 7ill accept hard
copies of all assignents. .f any assignent is turned in late the grade 7ill
autoatically be do7ngraded by one grade easure. 3ttendance in all class sessions is
andatory. Each student receives t7o sic4 days and t7o fle: days. ,he sic4 days are not
counted against the attendance grade. 2le: days are at the discretion of the course
facilitator.
Class 5articipation and 3ttendance ;andatory<' 10 ercent
Case Revie7 and 5resentation'
3ocial 4esponsibility and 5overnance $eaching 'ases, 20 ercent each
"thical 6eader 2aper and 2resentation, 20 ercent
Siulation E:ercise and 5resentation' 10 ercent
2inal E:aination' 20 ercent 7his onl% e>uals (0@A
Grade Scale
?
A K @9 I !AA
A- K @1 - @8
BL K ?@ I @!
B K ?; I ??
B- K =? I ?9
' K == I =@
* K =; and below
Grades are not rounded+ Bnless %ou achie9e the ercentage comuted a higher
grade :ill not !e granted+
.rofessional and Ethical 8onsiderations
'andidates are expected to represent themselves, their peers, and the school in an
exemplary manner in all in class and out of class situations. "ach candidate will adhere to
the policies as outlined in the various Atkinson policies and manuals in dealing within
ethical and professional considerations. Beyond procedural rules the candidate is
expected to utili#e personal and professional )udgments of Bdoing the right thingD in
acting in a responsible manner. >f at any time the candidate has concerns or questions
they should seek the advice of the facilitator. $he MBA degree represents both an
intellectual and professional development )ourney and it is incumbent on each candidate
to seek excellence in all matters pertaining to this advancement.
Achie9ement Calues
*our values are key to your success I *>4"
Fortitude' ental and eotional strength in facing difficulty courageously
Integrity' adhere to oral and ethical principles
Responsible' ans7erable or accounting for one)s actions
Epathy' identification and e:periencing feelings of others
Atkinson Calues
,he 3t4inson 1raduate School of 0anageent ;31S0< aintains that the purpose of all
anagerial activity is to create value. =Value> is 7orth as ?udged by soeone other than
the anager. .t necessarily entails respecting huan dignity, iproving the 7elfare of the
counity through integration, and acting 7ith integrity and copetence. /e e:pect our
curriculu, pedagogy, internal governance, service, teaching, research and odeling
7ill lead our graduates to pursue these values.

Human dignity: ,reat people as ends and not eans. Respect individuals,
@
encourage participation, e:plore and resolve differences collaboratively.

Integration' See4 and synthesize diverse interests, bac4grounds, and 4no7ledge. 3ct
in accord 7ith the coon good. 2oster trust. 5ursue social responsibility and
sustainability on the part of the enterprise.

Integrity: 3ccept responsibility for our actions. -e transparent and act in accord 7ith
principles of substantive and procedural ?ustice.

Excellence: 5roote e:cellence, copetence, and continuous iproveent.
8ourse "utline
Dntroduction
Session 1' August 2/, 2014
'ompany, >ntroduction, syllabus review, simulation expectations, et al.
Ethical Foundations
Session 2' August 21, 2014
4eading
>mperative, 2age !87-!=8 %'osta&
"thical $heory and Business 2ractice, 2age !-88 %Beauchamp F Bowie&
-hy "thics and 2rofits 'an and Must -ork $ogether, 2age !@;-11! %4obin&
Session )' Setem!er ), 2014
4eading
"thics and 'orporations, 2age 7;8-8A7 %Boatright&
>nternational Business "thics, 2age 8A8-88A %Boatright&
Session 4' Setem!er (, 2014
4eading
5overnance, 'hapter !, 'orporate 5overnance I Beyond the 3candals and Bu##words
3'34, 'hapter !, -hat is '34.
Assessment, "thical 6ens >nventory %complete prior to class&
'ase teaching presentation, 3'34 and 5overnance M!
"thical 6eader, M!
!A
Session /' Setem!er 10, 2014
4eading
'ummins 'ode of Business 'onduct
'ase teaching presentation, 3'34 and 5overnance M1
"thical 6eader, M1
Session $' Setem!er 1/, 2014 2.re Ethics E9aluation e,ercise3
Go9ernance, Social Resonsi!ilit%, and Sustaina!ilit%
Session 1' Setem!er 11, 2014 2Simulation in class assignment3
4eading
Calue +riven 6eading, A Management Approach %+obel&
Session (' Setem!er 22, 2014 2Simulation in class assignment3
4eading
Calue, 'hapter !, 6ife at the $op
Session 4' Setem!er 24, 2014
4eading
5overnance, 'hapter 1, >nternational 'orporate 5overnance I 3imilarities across
3ystems
3'34, 'hapter 1, 'orporate 3trategy, A 3takeholder 2erspective
Calue 'entric :rgani#ation +esign, 'ompliance, 'ontrol, and 'ompetitive Advantage,
2age !-19 %"ttner, et al.&
'ase teaching presentation, 3'34 and 5overnance M7
"thical 6eader, M7
Session 10' Setem!er 24, 2014
4eading
Calue, 'hapter 1, $urning 2oint
Carieties of the 3ocially 4esponsible Business, 2age !-!; %5erhart&
'ase teaching presentation, 3'34 and 5overnance M8
"thical 6eader, M8
Session 11' "cto!er 1, 2014
!!
4eading
5overnance, 'hapter 7, >nformation +emand and 3upply for 'hanging Board 4oles
3'34, 'hapter 7, /ow Much +oes '34 Matter
'ase teaching presentation, 3'34 and 5overnance M9
"thical 6eader, M9
Session 12' "cto!er $, 2014
4eading
Calue, 'hapter 7, 4ebirth of the 3ustainable 'ompany
Gike I 1A!A 3ustainability 4eport
'ase teaching presentation, 3'34 and 5overnance M;
"thical 6eader, M;
Session 1)' "cto!er (, 2014 2SDMBLA7D"E ;DS8BSSD"E "EE3
4eading
5overnance, 'hapter 8, Gavigating $hrough $ypical 'onflict 2atterns
3'34, 'hapter 8, $he 3trategic 'ontext of '34
'ase teaching presentation, 3'34 and 5overnance M=
"thical 6eader, M=
Session 14' "cto!er 1), 2014
4eading
Calue, 'hapter 8, $he new competitive environment
'ase teaching presentation, 3'34 and 5overnance M?
"thical 6eader, M?
Session 1/' "cto!er 1/, 2014 2SDMBLA7D"E ;DS8BSSD"E 7&"3
4eading
5overnance, 'hapter 9, 'odes of 'onduct I $he Calue-Added beyond 'ompliance
3'34, 'hapter 9, >mplementation- $he >ntegration of 3trategy and 'ulture
'ase teaching presentation, 3'34 and 5overnance M@
"thical 6eader, M@
Session 1$' "cto!er 20, 2014
4eading
!1
Calue, 'hapter 9, +u2ont
'ase teaching presentation, 3'34 and 5overnance M!A
"thical 6eader, M!A
Session 11' "cto!er 22, 2014 2SDMBLA7D"E ;DS8BSSD"E 76REE3
4eading
5overnance, 'hapter ;, Board "valuation
'ase teaching presentation, 3'34 and 5overnance M!!
"thical 6eader, M!!
Session 1(' "cto!er 21, 2014
4eading
Calue, 'hapter ;, -al-Mart
'ase teaching presentation, 3'34 and 5overnance M!1
"thical 6eader, M!1
Session 14' "cto!er 24, 2014 2SDMBLA7D"E ;DS8BSSD"E F"BR3
4eading
3'34, 'hapter =, 'orporate 5overnance in MFA
'ase teaching presentation, 3'34 and 5overnance M!7
"thical 6eader, M!7
Session 20' Eo9em!er ), 2014
4eading
Calue, 'hapter =, 6afarge
'ase teaching presentation, 3'34 and 5overnance M!8
"thical 6eader, M!8
Session 21' Eo9em!er /, 2014 2SDMBLA7D"E ;DS8BSSD"E FDCE3
4eading
5overnance, 'hapter ?, 'orporate 5overnance in and with 3ubsidiaries
4eview, www./ermes.co.ukJpdfJcorporateNgovernance
'ase teaching presentation, 3'34 and 5overnance M!9
"thical 6eader, M!9
!7
Session 22' Eo9em!er 10, 2014
4eading
Calue, 'hapter ?, Gature -orks 66', a subsidiary of 'argill
Gonprofit 6essons from 3uccessful *or-2rofit 4esponses to the 3arbanes- :xley Act,
5overnance $ypes and $rust +ynamics, 2age !-7? %"ttner&
'ase teaching presentation, 3'34 and 5overnance M!;
"thical 6eader, M!;
Session 2)' Eo9em!er 12, 2014 2SDMBLA7D"E ;DS8BSSD"E SDF3
4eading
5overnance, 'hapter @, 'orporate 5overnance in +eveloped vs. "merging Markets
'ase teaching presentation, 3'34 and 5overnance M!=
"thical 6eader, M!=
Session 24' Eo9em!er 11, 2014
4eading
Calue, 'hapter @, >ntroduction to sustainable value
'ase teaching presentation, 3'34 and 5overnance M!?
"thical 6eader, M!?
Leadershi
Session 2/' Eo9em!er 14, 2014
4eading
5overnance, 'hapter !A, 4esponsibilities in Alternative *orms of 5overnance
6eading 0uietly, 'hapter ! I +onDt Hid ourself
'ase teaching presentation, 3'34 and 5overnance M!@
"thical 6eader, M!@
Eo9em!er 24, 2014 and Eo9em!er 2(, 2014 7hanksgi9ing ?reak
Session 2$' ;ecem!er 1, 2014
4eading
Calue, 'hapter !A, $he eight disciplines
*rom 'lassical to 'ontemporary 6eadership 'hallenges %Ahn, "ttner, F 6oupin&
'ase teaching presentation, 3'34 and 5overnance M1A
!8
"thical 6eader, M1A
Session 21' ;ecem!er ), 2014
4eading
5overnance, 'hapter !!, 'orporate 5overnance in *amily Business
'ase teaching presentation, 3'34 and 5overnance M1!
"thical 6eader, M1!
Session 2(' ;ecem!er (, 2014
4eading
5overnance, 'hapter !1, 'orporate 5overnance +ilemmas in 2rivate "quity 'ompanies
Calue, 'hapter !!, 2utting it all together
'ase teaching presentation, 3'34 and 5overnance M11
"thical 6eader, M11
Session 24' ;ecem!er 10, 2014' .ost Ethics E9aluation
Session )0' ;ecem!er 1/, 2014' Dn 8lass Final E,amination
!9
!;