Vasquez 1

Arizona State University

Ethical Issues Management
With an Emphasis on Security Management
Mario Vasquez
Organizational Ethics - !"#
$r% Michael &ryz'ia
$ue( March ) *1+
Vasquez
Intro'uction
My chosen career a,ter gra'uation is Security Management% Ethical 'ilemmas -ithin this
pro,ession) as -ell as the ,iel' o, .eneral Management -ill /e evaluate' through the analysis o, case
stu'ies% Inclu'e' in the analysis are ,our a''itional sections e,,ectively title' revie- o, case stu'ies)
metho') results) an' 'iscussion% In the revie- o, case stu'ies " case stu'ies -ill /e summarize' an'
commente' on% 0he case stu'ies relate to the topics o, training an' 'evelopment) privacy vs security)
investigations) reporting unethical /ehavior) as -ell as t-o cases relate' to se1ual harassment2 one in
-hich the /ehavior is e1plicitly se1ual in nature an' another in -hich it is less o/vious% 0he metho'
section o, the paper -ill inclu'e the 'escription o, the intervie- o, t-o in'ivi'uals -hom are employe'
in the ,iel' o, Security Management% 0he results section -ill inclu'e the actual questions as3e' 'uring
the intervie- as -ell as the responses% 4inally) the 'iscussion section -ill inclu'e commentary on the
implications an' signi,icance o, all previous sections in the paper%
5evie- o, 0he 6ase Stu'ies
0he ,irst case stu'y is authore' /y 7eanne M% $avi') Assistant &ro,essor at the University o,
$etroit Mercy an' title' 8Is 9o/ Special:; 0he case relates to the topic o, training an' 'evelopment%
0he narrative /egins -ith t-o in'ivi'uals) 0om an' Sam -hom are engaging in a 'iscussion% 0om is a
Senior Au'itor o, a 6&A ,irm -hile Sam is a secon' year Sta,, Au'itor at the same ,irm% 0he t-o men
are 'iscussing the training o, a ne-ly hire' Sta,, Au'itor 9o/% Speci,ically Sam is e1plaining to 0om
ho- a recent ,iel' inventory -ith 9o/ too3 longer then it shoul' have /ecause o, 9o/<s physical
con'ition% 9o/ is -heelchair /oun' an' this particular ,iel' location is not very accommo'ating to
in'ivi'uals -ith this type o, impairment) as a result a routine visit too3 nearly 1 hours to complete%
4iel' Au'its are a crucial component o, 9o/<s position% =ater in the evening 0om re,lects on the
,ollo-ing( 9o/ is an employee -hom is highly quali,ie' an' e1cels at the 'es3 'riven components o,
the position) still 0om -on'ers -hether the physical impairments can /e overloo3e' or accommo'ate'%
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Other sites in the ,ile' are even less accommo'ating to -heelchair /oun' in'ivi'uals then the one 9o/
visite' earlier that 'ay% One site in particular 'i'n>t even have ramps ?$avi' 1@% 9o/) on the other han'
is very enthusiastic a/out /eing given the opportunity to prove himsel, an' loo3s ,or-ar' to his ne1t
assignment ?$avi' @%
0he ethical 'ilemma in this case) as I see it) is that 0om is ,ace' -ith 'eci'ing /et-een
accommo'ating 9o/ at the cost o, e,,iciency or changing his assignmentArole -ith the company at the
ris3 o, 'emotivating or even losing an employee -ith other-ise outstan'ing potential% In this case
stu'y the question 0om is ,ace' -ith is encountere' early into 9o/<s employment2 speci,ically 'uring
the training an' 'evelopment phase% I chose this ethical 'ilemma ,or a num/er o, reasons% On a /roa'
scale it is realistic ,or one to encounter situations 'uring the training an' 'evelopment phase o, a
constituents employment -here he or she /egins to question -hether or not the employee is a goo' ,it
,or the role% On a smaller) more speci,ic scale) the manager in this case stu'y is ,ace' -ith a realistic
yet 8tough; 'ecision% $ecisions li3e this are roote' in the 'aily responsi/ilities o, Management o, any
,iel') inclu'ing Security%
0he secon' case stu'y -as -ritten su/mitte' /y 5hainnon $o''s) E'-ar' 6arr) 5aquel $iaz-
Sprague) 9ren'a $illar') an' 7eremy 7ones in In'iana Universities **" Ethics 9o-l an' is title'
84irearms in Wor3 &ar3ing =ot;% 0he case 'eals -ith the ethical 'ilemma -hen -or3place sa,ety is
pitte' up against gun control rights% 0he paper /egins /y using the Weyerhaeuser 6orporation as an
e1ample% A,ter an inci'ent -here a -or3er over'ose') Weyerhaeuser per,orme' a search o, their
par3ing lot an' ,oun' ,irearms in the cars o, t-elve employees % 0hese employees -ere ,ire' several
'ays later ?$o''s 1@% Weyerhaeuser ha' recently e1pan'e' their long time /an on ,irearms to inclu'e
the par3ing area /ut -hether or not they in,orme' their employees is still un'er 'ispute% 9ecause o, this
an' other similar inci'ents several states have enacte' la-s protecting the right to 3eep ,irearms in
personal vehicles% Shortly a,ter these la-s passe' several companies ,ile' la-suits claiming that these
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ne- la-s in,ringe on their rights as private property o-ners % 0hey also claim that the ne- la-s allo-
,or unsa,e environments% 0he paper then goes on to provi'e support ,or /oth si'es% It /egins -ith the
companies 'e,ense) 8A stu'y at the University o, Borth 6arolina claims that such 3illings are ,ive times
more li3ely to occur at -or3places that allo- guns compare' to those -ho 'o not;?$o''s 1@ % Be1t the
paper sho-s the si'e o, the state governments /y citing 8C+D o, -or3place mur'ers are committe' /y
strangers) an' anyone 'etermine' to commit a crime -ill not /e 'iscourage' ,rom /ringing the gun
onto company property /y a company regulation prohi/iting guns in par3ing lots; ?$o''s @%
I chose this particular ethical 'ilemma /ecause it sho-s the concern o, in,ringing on employees
personal rights in or'er to provi'e sa,ety in the -or3place% 0his case caught my attention /ecause /oth
si'es have merit% Employee an' -or3place sa,ety can sometimes only /e o/taine' /y in,ringing upon
other rights% 9oth si'es must /e -eighe' -hen ma3ing 'ecisions% 0he 'ilemma is important /ecause
-hile it speci,ically 'eals -ith ,irearms /eing allo-e' in personal vehicles) the concept can /e
e1ten'e' to many similar situations such as company searches o, employee loc3ers an' personal
/elongings% While 'one -ith the /est intentions) increases in security can have a'verse a,,ects on
employees rights% Employers) especially Security Management pro,essionals) must consi'er these
a,,ects -hile implementing ne- polices%
0he ne1t case stu'y -as -ritten /y $r% Marilyn M% Eelms title' 8Se1ual Earassment;% 0he
scenario /egins /y setting the stage% &aula) a management trainee in the &ro'uction $epartment o, a
company has /een -or3ing at sai' company ,or three months% Eer per,ormance is e1cellent ,or the ,irst
t-o months /ut 'uring the thir' there is a noticea/le 'ecline in her -or3% Steve) the Vice &resi'ent o,
&ro'uction an' &aula<s /oss as3 &aula a/out -hat is causing the 'ecrease in her pro'uctivity% She
e1plains that 5ichar') a Manger in &ro'uction an' co-or3er o, hers) has /een se1ually harassing her%
She says that his con'uct is a,,ecting /oth her -or3 an' home li,e% She has /een su/Fecte' to continual
se1ual Fo3es an' /anter at -or3 an' as a result ,eels uncom,orta/le an' uneasy% As &aula is the ,irst
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-oman to reach a management position in the company) the company has no ,ormal se1ual harassment
policies% &aula is also consi'ering ta3ing action against the company i, no action is ta3en% Steve
apologizes an' agrees that something must /e 'one% Ee says he -ill loo3 into the stopping the
harassment no- an' in the ,uture%
I chose this stu'y /ecause it 'eals -ith the universal concern o, se1ual harassment% It is an issue
that must /e a''resse' in every /usiness /ig an' small% A''itionally the issue o, se1ual harassment is
not e1clusive to any one ,iel' o, /usiness Management% Management in all ,iel's must /e a-are o, the
con'uct in their 'epartments% 0his particular case sho-case' a potential legal nightmare in -hich the
company ha' no o,,icial policies in place to protect employees% Even so the Management acte' in a
some-hat i'eal response% 0he manager notice' a change in /ehavior) questione' the employee) an'
too3 responsive action% 9ecause Steve -as o/servant an' proactive he -as a/le to ,in' a ,la- in his
companies se1ual harassment polices an' start the process o, correcting sai' pro/lem% It is important
,or managers to stay connecte' to their employees to a''ress pro/lems in the -or3place%
0he ,orth case stu'y -as Originally 'evelope' /y .loria &ar3) gra'uate stu'ent at Washington
University an' e'ite' /y 5aymon' =% Eilgert) &ro,essor o, Management an' In'ustrial 5elations)
Washington University is title' 8Stic3y 4ingers;% 0he case starts -ith Mi3e) a =oss &reventionASecurity
Manager at a retail store% Ee is -or3ing on a case -here a 'iamon'-stu''e' -atch has gone missing%
A,ter revie-ing the security tapes he -as a/le to rule out e1ternal the,t /ut ha' no evi'ence pointing to
the perpetrator% Ee reports to Susan) the Euman 5esources Manager that -hile there is no evi'ence)
there -as only one person -ith access to the -atch% 0hat person -as 0o'') a salesman -ho ,aile' a lie-
'etector test% Since ,ailing the test -as not enough to ,ire 0o'') Mi3e suggest ,in'ing another reason to
terminate 0o''<s employment% Upon hearing this Susan revie-s 0o''<s ,iles an' ,in's a -ay to ,ire
him% Susan is con,licte') she ,eels it is ,air to let 0o'' continue -or3ing i, he 'i' steal the
-atch2ho-ever) she ,eels that he is also innocent until proven guilty 'espite the circumstantial
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evi'ence;?Eilgert 1@%
I chose this ethical case /ecause it 'irectly relates to security an' security management%
Whether or not 0o'' stole the -atch is not clear% Susan has other in,ormation to legitimately ,ire him)
/ut this in,ormation -as only gathere' on the assumption that he 'i' steal the -atch% 6an she ,ire 0o''
simply to help Mi3e close a case: More importantly shoul' she: 0hese types o, situations -ill /e
encountere' /y security managers% 6lear an' tangi/le evi'ence -ill not al-ays /e apparent even -hen
the utmost 'iligence is use' in the search ,or it% It -ill not al-ays /e possi/le to prove -hat you 3no-%
6are,ul consi'eration must /e -ith the actions -e ta3e in such situations%
0he ,i,th case -as contri/ute' /y the Institute o, 9usiness Ethics an' is title' 8?Im@moral
management;% 0he scenario /egins -hen 6hris) one o, three regional managers at a company notices
pro/lems -ith $avi') another one o, the regional managers% $avi' appears to /e o/sesse' -ith his o-n
a'vancement an' impartial to the success o, the company% $avi' is 3no-n to as3 his employees to
'isregar' company policy) ,a/ricate stories in or'er to cover ,or his o-n mista3es) suc3ing up to the
hire ups) an' provi'ing ,avoritism to those -ho -or3 ,or him rather than the company% Ee 'oes all this
-hile still 8Maintaining) -ith consummate plausi/ility) the ,aca'e o, a cheer,ul) straight-tal3ing) man
o, the people; ??IM@moral Management@% 6hris is unsure o, ho- to procee' -ith the situation% Ee
cannot /ring himsel, to ignore -hat $avi' is 'oing /ut 'oesn>t -ant to sin3 to $avi's level ??IM@moral
Management@%
I chose this case /ecause it creates a very realistic scenario% 0here -ill /e times -hen every
manager ,aces a situation similar to the one 6hris is ,acing% $ealing -ith a co-or3ers unethical
con'uct is tric3y% 0his is especially true -hen there is no tangi/le evi'ence to prove -hat 6hris has
seen% 6hris ,eels an o/ligation to the company to report such con'uct) yet i, nothing can /e 'one
reporting it -oul' only a'' tension /et-een himsel, an' $avi'% 6on,ronting $avi' himsel, also has the
potential o, creating con,lict% 0he situation is even more 'i,,icult /ecause $avi' is a co-or3er an' not
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an employee% A'vice given /y 6hris coul' /e 'isregar'e' easily -hile a'vice ,rom $avi's supervisor
-oul' hol' more -eight% 6hoosing to tell a supervisor may /e the /est i'ea /ut it may /e a situation
-here the /est solution is only ,oun' in hin'sight%
0he ,inal case -as poste' /y Aman'a Belson an' is title' 8When E1tra Attention 6rosses the
=ine;% 0he scenario /egins -ith Annie -or3ing as an intern in a maFor tech company% As an intern
Annie notice' that one o, the vice presi'ents -as giving her e1tra attention% Ee al-ays seeme' to ,in'
visit or say hello to her% Ee also reache' out to her outsi'e o, -or3 via social net-or3s an' even invite'
her to his house% 0he e1tra attention -as notice' /y others% Some time a,ter her internship Annie is
given a ,ull time Fo/% She is -orrie' that the vice presi'ent -ill continue to give her e1tra attention
-hich ma3es her ,eel uncom,orta/le an' that this -ill a,,ect her per,ormance% When she -as hire' she
-as tol' upon /eing hire' to report anything that ma'e her ,eel uncom,orta/le to a supervisor yet at the
same time the vice presi'ent han' not e1plicitly 'one anything -rong%
I chose this case /ecause it sho-s another version o, harassment that is very har' to prove% 0he
e1tra attention is causing Annie to ,eel uncom,orta/le an' hin'ering her per,ormance% 0he case
highlights ho- harassment is not al-ays going to /e a o/vious inappropriate /ehaviors an' ho- it is
/ase' more on ho- the /ehavior is receive'% Managers must /e a-are o, this an' /e prepare' to help
people li3e Annie ,eel com,orta/le reporting such pro/lems%
Metho'
0o comment on the case stu'y title' 8Se1ual Earassment); ,rom a Security Mangement
stan'point) the Sa,ety an' Security 6oor'inator at &anasonic Avionics 6orporation) 7ac3ie Moreno -as
as3e' the ,ollo-ing questions% 9rie,ly 'escri/e your current employment position% What is se1ual
harassment) ho- 'o you 'e,ine this term: What o/ligations 'oes a company have to 'eal -ith se1ual
harassment issues: In the given case stu'y there -as no -ritten policies on se1ual harassment) -hy is
this pro/lematic: What o/ligations 'oes a manager have to 'eal -ith accusations o, se1ual harassment:
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Eo- shoul' such inci'ents /e han'le': I, you -ere in Steve<s shoes) -hat -oul' /e your ,irst course
o, action in a''ressing this matter: What shoul' /e 'one -ith in'ivi'uals -ho are accuse' o, se1ual
harassment: What rights 'oes the accuse' have: I, any% Suppose at the conclusion o, an investigation
into this matter it -ere 'iscovere' that 5ichar' ha' in'ee' /een se1ually harassing &aula: What -oul'
/e the appropriate 'isciplinary response: Suppose it -ere 'iscovere' that the report o, harassment -as
,alsi,ie'% What -oul' /e the appropriate 'isciplinary response ,or &aula: &lease /rie,ly 'escri/e your
personal e1periences 'ealing -ith issues o, se1ual harassment ?either as a manager or employee@
0o comment on the case stu'y title' 8Is 9o/ Special:; ,rom a Security Management stan'point)
the =ea' Shi,t Supervisor at &anasonic Avionics Avionics 5aymon' Woo',o1 -as intervie-e'% It
shoul' also /e mentione' that Mr% Woo',o1 is a G year retire' Veteran -ho serve' as a 6hie, -ith the
Military &olice in the Unite' States Bavy% Woo',o1 -as as3e' the ,ollo-ing questions% 9rie,ly
'escri/e your lea'ership e1perience% What o/ligation 'oes management have to provi'e employees
-ith challenging -or3: What possi/le actions coul' 0om ta3e in a''ressing this 'ilemma: Suppose
you -ere in 0om<s shoes) -hat -oul' /e your ,irst course o, action in a''ressing this issue% Suppose
0om 'eci'e' to reassign 9o/ to an alternative role -ithin the company% What -oul' /e the potential
/ene,its ,rom this 'ecision: What -oul' /e some potential set/ac3s: Suppose 0om 'eci'e' not to
reassign 9o/ to an alternative role -ithin the company) -hat coul' /e some potential pit,alls or
/ene,its o, a 'ecision li3e this: 0o -hat e1tent are Sam<s e,,iciency concerns -ith regar' to 9o/ vali':
Eo- might 3eeping 9o/ in his current position a,,ect the culture o, the ,irm: Eo- signi,icant is it that
the e,,iciency concerns in this case are /eing /rought up 'uring the training an' 'evelopment phase o,
9o/<s employment: In your pro,essional e1perience have you ever encountere' a situation similar to
9o/<s: &lease 'escri/e in 'etail) along -ith the actions that -ere ta3en an' the ultimate outcome%
5esults
?7ac3ie Moreno Intervie-@
Vasquez H
1. Briefly describe your current employment position.
My current position is Sa,ety an' Security 6oor'inator ,or &anasonic Avionics% I han'le access /a'ges)
&assport &hotos) 5eports) Au'its) .lo/al &hotos) Supplies) Assist the clientA'epartment an'
investigations% My secon' position is -ith Allie' 9arton Security Services is an Account Manager
han'ling payroll) revie-s) 'isciplinary counseling) investigations) meetings) supplies) supervise
operations) ensure all contract compliance require' are met%
2. What is sexual harassment, how do you define this term?
Se1ual harassment is any un-elcome' se1ual a'vances) requests ,or se1ual ,avors) an' other ver/al or
physical con'uct o, se1ual nature%
3. What obligations does a company have to deal with sexual harassment issues? n the given case
study there was no written policies on sexual harassment, why is this problematic?
A company is responsi/le ,or having such policies an' gui'elines ?se1ual harassment I general
harassment policies@ in place to protect their employees an' the company% Without -ritten policies in
place the employees are open to a hostile -or3 environment an' unsa,e -or3 place% 0he company
-oul' also /e open ,or la- suits an' lose the company reputation) 'amage employee li,e<s%
!. What obligations does a manager have to deal with accusations of sexual harassment? "ow
should such incidents be handled?
Managers an' supervisors have a very important role -hen it comes to managing employee
per,ormance an' nee's ,rom -or3% Earassment in any ,orm is never tolerate' an' as a manager or
supervisor -e must ensure to let our employees 3no- an' un'erstan' that harassment shoul' al-ays /e
reporte' even i, they are concerns or questions% When an employee complains or raises the issue to a
supervisor) another employee) or Euman 5esources a/out se1ual harassment) an imme'iate
investigation% It is important that supervisors involve Euman 5esource -hen a se1ual harassment
complaint has /een raise' to ensure that the investigation is han'le' correctly an' everything in the
investigation is 'ocumente' -ell%
#. f you were in $teve%s shoes, what would be your first course of action in addressing this
matter?
I, I -ere in Steve<s shoes an' notice' a 'ecline in -or3 per,ormance -ith &aula I -oul' have a meeting
-ith her to tal3 a/out her -or3 per,ormance an' ho- everything is going an' i, there are any issues%
Once the issue -as /rought to my attention in the meeting I -oul' as3 her various questions to collect
as much in,ormation an' events such as -ho) -hat) -hen) -here) ho- an' -hy% Once I got all the
in,ormation ,rom &aula I -oul' imme'iately in,orm Euman 5esources an' provi'e Euman 5esources
-ith all the in,ormation gathere' ,rom &aula% I -oul' also in,orm &aula that the company an'
management has zero tolerance ,or se1ual harassment an' than3 her ,or reporting the issue so that the
company can ta3e action% 0he ne1t step I -oul' ta3e is to intervie- 5ichar' an' get as much
in,ormation ,rom ,orm 5ichar'% I -oul' e1plain to 5ichar' the se1ual harassment policies an'
gui'elines an' continue questioning him to gather as much in,ormation as possi/le% he thir' step is to
also intervie- other parties that may have /een involve' or possi/ly -itnesse' any events) comments
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or even actions% 9ase' on the investigation an' cause o, se1ual harassment to-ar's &aula) 5ichar'
-oul' /e place' on imme'iate suspension pen'ing termination%
&. What should be done with individuals who are accused of sexual harassment? What rights
does the accused have? f any
Each company has their o-n -ritten policy<s an' gui'elines /ase' on se1ual harassment an'
harassment% Sense every company has their o-n policy an' 'isciplinary matri1 that comply -ith the
state la- an' regulations it is important that the manager or supervisor involve Euman 5esources
imme'iately% In most cases -hen an investigation /een complete' the in'ivi'ual that is committing the
violation gets place' on imme'iate suspension pen'ing termination% 0his is -hy it is important that the
companies have zero tolerance on se1ual harassment as there shoul' /e no secon' chance /ecause it is
a ,lagrant type o, /ehavior that is /rought on into the -or3place%
'. $uppose at the conclusion of an investigation into this matter it were discovered that (ichard
had indeed been sexually harassing )aula? What would be the appropriate disciplinary
response? $uppose it were discovered that the report of harassment was falsified. What would be
the appropriate disciplinary response for )aula?
I, the 'iscovery /ase' on the investigation -ere to conclu'e that &aula -as in'ee' /eing se1ually
harasse' /y 5ichar') 5ichar' -oul' /e place' on imme'iate suspension pen'ing suspension as the
company shoul' have zero tolerance ,or se1ual harassment% I, the report o, harassment -ere to
conclu'e to /e ,alsi,ie' the most pro/a/le type o, 'isciplinary action -oul' /e suspension pen'ing
termination% Any manipulation o, in,ormation or inci'ent reports that are ,oun' to /e ,alsi,ie' have a
high level o, o,,ense% Again every company has their o-n $isciplinary Matri1 .ui'elines that
speci,ically in'icate policy violations an' -hat type o, o,,ense that is%
*. )lease briefly describe your personal experiences dealing with issues of sexual harassment
+either as a manager or employee,
As an employee I have 'ealt -ith various types o, se1ual harassment% 0he most recent one I 'ealt -ith
-as having a manager approach me ,rom /ehin' an' hug me -ithout me seeing him nor e1pecting the
hug% I -as completely caught /y surprise -hen I imme'iately ,elt someone come ,rom /ehin' me an'
place their arms aroun' me% I reporte' the /ehavior to my manager as I -as not com,orta/le -ith -hat
Fust ha' happene' an' I -as in,orme' that action -oul' /e ta3en an' it -oul' /e reporte' to Euman
5esources% 0he manager that hugge' me is still -ith the company /ut he no- tries to maintain his
'istance /ut I 'o 3no- that the manager has /een counsele' in several occasion /ase' on his /ehavior
-ith ,emales an' it is also several events%
?5aymon' Woo',o1 Intervie-@
1.Briefly describe your leadership experience.
Senior manager2 I am responsi/le ,or the a'ministrative an' ,unctional 'irection o, employees% Also) I
have the responsi/ility to supervise an' train other managers%
2. What obligation does management have to provide employees with challenging wor-?
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Wheelchairs are usually consi'ere' personal nee' items an' there,ore employers are generally not
responsi/le ,or provi'ing them% Eo-ever) -here personal nee' items are speci,ically 'esigne' or
require' to meet Fo/-relate' rather than personal nee's) employers must consi'er provi'ing them%
3. What possible actions could .om ta-e in addressing this dilemma? $uppose you were in .om%s
shoes, what would be your first course of action in addressing this issue.
4irst) I -oul' set /ac3 an' analyze the situation% Some questions to 6onsi'er( What limitations is the
employee -ho uses a -heelchair e1periencing: Eo- 'o these limitations a,,ect the employee an' the
employee>s Fo/ per,ormance: What speci,ic Fo/ tas3s are pro/lematic as a result o, these limitations:
What accommo'ations are availa/le to re'uce or eliminate these pro/lems: Are all possi/le resources
/eing use' to 'etermine possi/le accommo'ations: Eas the employee -ho uses a -heelchair /een
consulte' regar'ing possi/le accommo'ations:
!. $uppose .om decided to reassign Bob to an alternative role within the company. What would
be the potential benefits from this decision? What would be some potential setbac-s?
Un'er 0itle I o, the A$A) employers are not require' to ma3e e1isting ,acilities accessi/le until a
particular applicant or employee -ith a 'isa/ility nee's an accommo'ation) an' then the mo'i,ications
shoul' meet that in'ivi'ual>s -or3 nee's% Employers 'o not have to ma3e changes to provi'e access in
places or ,acilities that -ill not /e use' /y that in'ivi'ual ,or employment relate' activities or /ene,its
?EEO6) 1HH@%
#.$uppose .om decided not to reassign Bob to an alternative role within the company, what could
be some potential pitfalls or benefits of a decision li-e this?
0om shoul' /e a-are that not all people -ho use -heelchairs -ill nee' accommo'ations to per,orm
their Fo/s an' many others may only nee' a ,e- accommo'ations% 9e,ore 'etermining -hat
accommo'ations might /e e,,ective) an employer must 3no- the essential Fo/ ,unctions%
&. .o what extent are $am%s efficiency concerns with regard to Bob valid? "ow might -eeping
Bob in his current position affect the culture of the firm?
A Fo/ analysis can ai' in 'etermining the essential ,unctions an' is an important precursor to an
ergonomic analysis% When implementing ergonomics ,or an in'ivi'ual -ho uses a mo/ility ai') the
-heelchair an' its user must /e consi'ere' one unit% When 'ealing -ith accommo'ation issues in the
-or3place) special attention shoul' /e given to the location an' set-up o, assistive technology to ensure
goo' ergonomics%
'. "ow significant is it that the efficiency concerns in this case are being brought up during the
training and development phase of Bob%s employment?
Supervisory personnel an' employees nee' training regar'ing employees -ho use -heelchairs%
*. n your professional experience have you ever encountered a situation similar to Bob%s? )lease
describe in detail, along with the actions that were ta-en and the ultimate outcome.
Vasquez 1
9ac3 in the 1HH*>s) I -or3e' -ith an employee -ho ha' a great attitu'e% She came to -or3 early too
complete -or3 assignments% She -or3e' though lunch to complete -or3 assignments) an' she staye'
late at -or3 to complete -or3 assignments% See a pattern here: I ha' to as3 mysel, is she staying late
/ecause she is not -ell traine' an' there,ore is not an e,,icient -or3er) or is there something else at
play: A,ter close supervision o, the employee) it -as reveale' that she e1hi/ite' signs o, 'ysle1ia% I
approache' the employee an' e1plaine' to her my concerns% She agree' to /e evaluate' an' -as
appreciative to ,in' out that she -as in'ee' 'ysle1ic% A,ter her 'iagnosis an' treatment) she -as more
pro'uctive an' an even more value' mem/er o, the team%
$iscussion
A ,e- things -ere learne' ,rom the intervie- o, 7ac3ie Moreno% 4irstly the case stu'y provi'e'
to Moreno pose' a num/er o, questions in my min'% 4or instance) the company in the case stu'y 'i'
not have any ,ormal Se1ual Earassment policies in place% As a result &aula 'i'n>t have an outlet or
com,orta/le means to report the harassing /ehavior% 0he question that came to my min' is ho- long
-oul' this /ehavior have gone unreporte' or unnotice' i, &aula<s per,ormance ha'n>t su,,ere' as a
result o, the harassment: When Ms Moreno -as /rie,e' on all case stu'ies an' as3e' to choose one to
commentate on I -as very gla' she chose one o, the Se1ual Earassment cases% 0his is /ecause it is
something that I 3no- to /e quite common in the /usiness -orl'% As an in'ivi'ual -ho plans on
/ecoming a Security Management pro,essional I 3ne- it -oul' /e something I -oul' inevita/ly have
to 'eal -ith% Even i, not 'irectly) since Security Management is usually utilize' ,or the investigation
portion o, the process% 0he case on its o-n highlighte' the importance o, management having an
a-areness o, the /ehaviors an' per,ormance o, their team% 0he precursor to the 'iscovery o, the
harassment -as a noticea/le 'ecrease in per,ormance% One o, the /iggest things I too3 ,rom the
intervie- -ith Ms Moreno -as that se1ual harassment can happen at any level o, employment% I -as
very grate,ul that Moreno share' her personal e1perience -ith the su/Fect%
In the intervie- -ith 5aymon' Woo',o1 the case stu'y -as approache' ,rom a stan'point that
consi'ere' accommo'ating 9o/<s physical nee's% I -as appreciative ,or Woo'o,o1 an' his citation o,
Vasquez 1#
the A$A in ans-ering one o, the intervie- questions% Eis ans-er clari,ie' ho- ,acilities coul' /e a
'esigne' in such a -ay that is unaccommo'ating to physically impaire' in'ivi'uals% 0he /iggest part
o, the intervie- -ith Woo',o1 -as the e1perience he share'% In the e1ample given a critical loo3 at the
employees per,ormance reveale' something 'eeper an' more signi,icant2 similar to the se1ual
harassment case 'iscusse' earlier% 0his ,urther highlighte' the importance o, having a strong
a-areness o, the employees per,ormance an' /ehaviors%
Vasquez 1+
Wor3s 6ite'
$avi') 7eanne M% JIs 9o/ Special: ?0raining an' $evelopment@%J Tepper School of Business -
Carnegie Mellon University% 6arnegie Mellon University) 1HH% We/% 1 4e/% *1+%
Khttp(AA-p-e/%tepper%cmu%e'uAethicsAAAAmgmt1C-case%p',L%
$o''s) 5hainnon) E'-ar' 6arr) 5aquel $iaz-Sprague) 9ren'a $illar') an' 7eremy 7ones% J4irearms in
Wor3 &ar3ing =ot%J Indiana.edu Ethics Bowl% In'iana University) **"% We/% 1 4e/% *1+%
Khttp(AAethics%iit%e'uAEE=A4irearmsD*inD*Wor3D*&ar3ingD*=ot%p',L%
Eelms) Marilyn M%) $r% JSe1ual Earassment ?Euman 5esource ManagementASe1ual Earassment@%J
Tepper School of Business - Carnegie Mellon University% 6arnegie Mellon University) 1HH%
We/% 1 4e/% *1+% Khttp(AA-p-e/%tepper%cmu%e'uAethicsAAAAmgmt*C-case%p',L%
EIlgert) 5aymon' =%) $r% JStic3y 4ingers ?$ue &rocess@%J Tepper School of Business - Carnegie
Mellon University% 6arnegie Mellon University) 1HH% We/% 1 4e/% *1+%
Khttp(AA-p-e/%tepper%cmu%e'uAethicsAAAAmgmt*#-case%p',L%
J?IM@moral Management%J Institute Of Business Ethics% B%p%) **#% We/% 1 4e/% *1+%
Khttp(AA---%i/e%org%u3Auser,ilesA?im@moralD*management%p',L%
Belson) Aman'a% JWhen E1tra Attention 6rosses 0he =ine%J Cases in Business Ethics% Santa 6lara
University) 7une *1#% We/% 1 4e/% *1+%
Khttp(AA---%scu%e'uArAethics-centerAethics/logAsilicon-valleyA1"+GGAUncom,orta/le-Attention-
4rom-a-SupervisorL%