Baywatch Case StudyWhen a company decides to execute a strategic decision, the decision will affect its stakeholders, both through the making of the decision itself and through the implementation of the decision. Although strategic decisions are generally made "to achieve superior performance" (Hill, Charles) by improving the well-being of internal stakeholders, achieving this goal may lead the entity to ignore its own notion of right and wrong moral principles in order to achieve this objective. In relation to the Baywatch case study, it can be argued that the behavior of the executive producer (Greg Bonnan) in dealing with the different states in which the transfer was desired can be seen, in different respects, as both ethical and unethical. Business ethics is about ensuring that business decisions include an ethical element and ensuring that managers consider the ethical implications of strategic decisions before choosing a course of action. When determining whether a business decision is ethical, you can use three models: The classification process. Briefly summarizing the three models we can consider them:1. Utilitarian model: an ethical decision is one that results in the greatest happiness for the greatest number of stakeholders.2. Moral Rights Model: An ethical decision is one that best maintains and protects the rights and civil liberties of interested parties.3. Justice Model: An ethical decision is one that distributes benefits and harms among stakeholders in a fair and equitable manner. Bonnan's choice to move the show away from the United States was made with the intent of reviving the show, saving money and improving ratings. Therefore it was done with the intention of revitalizing the show, so as to win back the viewers, in turn keeping the show alive. Baywatch originally wanted to move to Avalon Beach. The series of events following the rejection of the show by the NSW Government and Pittwater Council are vital in assessing the ethical conduct of the show's producers. After Bonnan expressed interest in moving to Queensland and then visiting the country, government leaders were quick to show their enthusiasm. Just three days after Bonnan's arrival an "agreement in principle" was secured and will be formally signed a week later. The drafting of this “agreement” implied that the agreement “was practically done” (Niesche, C). This was when the problem began to arise as the Queensland Government was assured that Bonnan's trip to Hawaii some time later was simply a courtesy visit, so to speak..