Running Head: Contemporary Management

Contemporary Management Capabilities

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Executive Summary

Leadership skills are skills and behaviours that endorses to improved organizational

performance. Organizations can better identify and develop their next-generation leaders using

a skills-based leadership approach. This study will revolve around a case study where the main

theme is discussed on sexual harassment and ethical workplace behaviour. Recommendations

are proposed to the board of the organization so that they can take necessary steps against the

CEO.
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Table of Contents

Introduction ................................................................................................................................ 4

Findings ..................................................................................................................................... 5

The recommendation that the board can do to prevent sexual harassment ............................... 6

Recommendations that can be taken against the CEO .............................................................. 8

Conclusion ................................................................................................................................. 9

Reference List .......................................................................................................................... 10

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Introduction

In contemporary context, organizational theory refers that the occurrence of sexual

harassment can be elucidated by diverse organizational factors. These factors encompass the

issues starting from position discrimination to the discrimination of organisational that strongly

enhance the risks associated to workplace sexual. Thus, as with socio-cultural interpretations,

organizational theory recognizes that differences in workplace power influence the risks of

sexual harassment (externalizing externalities). Proponents of this theory recognize that power

is a central concept that helps explain sexual harassment (McDonald, Charlesworth & Graham,

2015).

This study is entailed to impart the findings in the context aligned with the provided

scenario of a critical incident, where an organisational has been found accused of sexual

harassment of two subordinates in context to his previous position as COO. The stories in

regard to the accusations are going viral in the media which became a matter of concern.

However, in the context of the incident, we find that the CEO had denied the accusations. This

study is conducted to evaluate the scenario and propose recommendations in context to the key

personal competencies from a leadership perspective.

Aim

The primary aim of this study is to provide recommendations so that the situation can

be assessed prior to the Key personal competencies.

Scope

The aim of the study will be fulfilled by analysing and evaluating the given incident in

effective terms. The incident will be evaluated as per the scenario. The CEO in this context is

needed to be conferred at the first hand to know if he has committed the wrongdoing.
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Findings

In response to the incident

In Western societies, the rules prove that there are strong and powerless individuals,

whose relationships must be stratified and hierarchical. This is the reason why the power

exercise within the class is subjected to be acknowledged. In addition, the most common

pattern within the western society proposes that men are generally more aggressive, strong, and

goal-oriented, while women are family-oriented and passive–receptive. Therefore, the

organizational theory does not consider this distinction of power as a gender specification.

Hence, it is understood from the theory that the incidents of sexual harassments are mostly

caused by men (because of gender discrimination in the workplace), it can also occur in women

in positions of responsibility (signs of consolidation).

Organizational theory uses to deal mainly with the most immediate and contextual

aspects of sexual harassments. Therefore, as stated by organizational theory, there is not only

a difference in strength between firms that facilitates sexual harassment behaviours. Other

factors, for example, organizational climate, and occupations based on gender, business

policies, organisational norms, and ethics strongly influence risks associated with sexual

harassment. In this way, in an organization that is more tolerant of sexual harassment (such as

complaint process or clear anti-harassment policy). In the most common instances, the

implementation of the organizational theory helps in forecasting the incidents of sexual

harassment with more prevalence (McDonald & Charlesworth, 2016). The working

environment is liable to determine the complaints from the possible victim in near future

followed by the availability and likelihood of sanction for the harasser as well as the acceptance

of grievances by colleagues and firms.

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Many victims of sexual harassment suffer the negative physical and psychological

consequences of sexual harassment, as acting can be discouraged, especially in an environment

where there is no moral and practical support. In many societies, the victims are ashamed and

embarrassed and afraid to be feared women (Bishop, 2019). They like to keep quiet about it.

For some women, acting can mean losing their "bowl of rice" and putting the whole family in

poverty. The threat of further harm and violence to their individual or family in the face of

legal harm or economic and psychological harm to more victims and victims after a prolonged

war further exacerbates the pressure of silence. Psychological trauma can also be caused by the

physical embarrassments followed by the sexual abuses, which comes under the acts of sexual

harassments (McLaughlin, Uggen & Blackstone, 2016).

In the provided case scenario, a growing absence of concern for sexual harassment has

been observed that is accompanied by high turnover rates of employees and workplace stress,

which affect performance and productivity. Allowing the environment to withstand sexual

harassment can lead to waste of valuable employees and a poor picture of the organization. In

a growing number of countries where legal action can cause harm and penalties, financial risk

increases. For society, it is increasingly recognized that sexual harassment hinders the

accomplishment of gender equivalence, strengthens sexual violence and has an adverse impact

on the development and well-being of the country (McLaughlin, Uggen & Blackstone, 2017).

A recommendation to prevent instances of sexual harassment

In this context, improving safety within the workplace, such as emergency work areas and

organizational changes, allows equal numbers of men and women to work at all levels. Level

of organization or organization (Bernstein, 2018). Create a panel without holding the person

responsible for the vacancy of the post or for the selection of candidates for the post. The panel

should have equal priorities for men and women. This simple and practical system will protect
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(new) employees from discrimination and protect directors and employees from false

accusations of sexual harassment (Morral et al. 2018).

One of the strengths of organizational theory is that it seeks to combine various

organizational factors with the definition of sexual harassment. Also, another major positive

aspect of the implementing this theory is that most of the initial assumptions are already tested

and further identified to be playing as a major role player in the instances of organisational

sexual harassment acts. In this way, meta-analytic research reveals that the environment of the

organization (tolerance for sexual harassment), as well as the gender biased and discriminatory

nature of an organization (fewer numbers of women within a workplace), play a significant

role for the instances of sexual harassment. In most of the cases, organizational climate is

presently identified as one of the distinct empirical predictors of any sort of sexual preferences

or harassments within the organisations (Ali & Kramar, 2015).

Sexual harassment in the workplace contexts refers to a new term to define issues related

to the age of unwanted behaviour of a sexual nature in the workplace. Sexual aggravation

affects employees, employers and society as a whole. The consequences of sexual harassment

for employees can be catastrophic, both when harassment has occurred and when the employee

decides to take action against the offender.

The board of directors of the company should develop written policies on sexual

harassment and periodically review staff and related unions. Provide policies for new

employees and regularly distribute and promote policies at all levels of the organization

(McDonald & Charlesworth, 2016). The policy must be translated into the respective

community languages. Other than that, the weaknesses of the organizational theory are

concerns about individual discriminations (variability of the actors) along with the incidences

of the stereotypes, behaviours, and everyday life expectations (such as internal and explanatory
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depth as a lack of solidarity). However, organizational theory has also been found playing

pivotal roles in the organisational attention in more professional manner. In this context, it is

very much recommended to develop efficient strategic frameworks to determine the prevention

of any instance of sexual harassment in the workplaces.

Recommendations that can be taken against the CEO

The CEO can be replaced if his actions are proved. If he is found guilty then he can be

punished as per the law. The key to the prevention of sexual harassment is recruitment and

management (Siuta & Bergman, 2019). If the CSO is caught biased to the wrought-out

incidents then he can be punished as per the law.

Internal committee or cell is needed to be held and it is required to:

Talk to the person directly

As per the understanding obtained from the previous researchers on this issue of

workplace sexual harassments, this theory has been found indicating at the fact that the

harassments committed by the CEO or the subordinates may equalise or even strengthen the

gap in power between the sufferer and harasser in a workplace (Cole, 2018). Thus, in this sense,

organizational theory can possibly explain sexual harassment by Superior, as it harasses the

person for the purpose of reconciliation or equality of power.

It is always suggested that if the incident of workplace sexual harassment takes place,

ask the organization to stop. If the behaviour persists, plan to report something. If the

harassment persists by the CEO then termination can be possible. Other measures can be taken

if harassment does not stop (Fitzgerald & Cortina, 2018).

Notify the supervisor

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If the CEO does not stop the harassment, report all incidents to the immediate

supervisor. Write an official letter to the supervisor explaining what happened. Ask the

healthcare provider to describe the situation personally for any situation (Morral, Gore &

Schell, 2015).

Senior Management Communications

If the supervisor refuses to work, then filing of a formal complaint with the management

of the company. The executive needs to be knowledgeable in the situation (Tenbrunsel, Rees

& Diekmann, 2019).

Conclusion

As per the aforesaid study, it is evident that it confers recommendation in the context

of the incident. The recommendations are provided in context to the CEO of the company and

also to the management so that sexual harassment in context to the workplace is subjected to

be prevented. This study resembled recommendations through which the management can

partake responses to combat workplace harassment. Proposed suggestions will help in

preventing workplace and sexual harassment.

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References

Ali, F., & Kramar, R. (2015). An exploratory study of sexual harassment in Pakistani

organizations. Asia Pacific Journal of Management, 32(1), 229-249.

Bernstein, A. (2018). Preventing sexual harassment in the workplace. Nursing And Residential

Care, 20(7), 344-346.

Bishop, J. (2019). Detecting Sexual Harassment in Workplace Electronic Communications

Networks: The Role of “PROTEGER” for Augmentive Behaviour Monitoring.

In Social Issues Surrounding Harassment and Assault: Breakthroughs in Research and

Practice (pp. 44-79). IGI Global.

Cole, J. (2018). Structural, organizational, and interpersonal factors influencing

interprofessional collaboration on sexual assault response teams. Journal of

Interpersonal Violence, 33(17), 2682-2703.

Fitzgerald, L. F., & Cortina, L. M. (2018). Sexual harassment in work organizations: A view

from the 21st century.

McDonald, P. & Charlesworth, S. (2016). Workplace sexual harassment at the margins. Work,

Employment and Society, 30(1), pp.118-134.

McDonald, P., Charlesworth, S., & Graham, T. (2015). Developing a framework for effective

prevention and response strategies in workplace sexual harassment. Asia Pacific

Journal of Human Resources, 53(1), 41-58.

McDonald, P., Charlesworth, S., & Graham, T. (2016). Action or inaction: Bystander

intervention in workplace sexual harassment. The International Journal of Human

Resource Management, 27(5), 548-566.

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McLaughlin, H., Uggen, C., & Blackstone, A. (2017). The economic and career effects of

sexual harassment on working women. Gender & Society, 31(3), 333-358.

Morral, A. R., Gore, K. L., & Schell, T. L. (2015). Sexual assault and sexual harassment in the

US military. Volume 2. Estimates for the department of defence service members from

the 2014 RAND military workplace study. Rand National Defense Research Inst Santa

Monica Ca.

Morral, A. R., Schell, T. L., Cefalu, M., Hwang, J., & Gelman, A. (2018). Sexual assault and

sexual harassment in the US Military: Volume 5. Estimates for installation-and

command-level risk of sexual assault and sexual harassment from the 2014 RAND

Military Workplace Study. Rand Corporation.

Siuta, R. L.aE. (2019). Sexual Harassment in the Workplace. In Oxford Research Encyclopedia

of Business and Management.

Tenbrunsel, A. E., Rees, M. R., & Diekmann, K. A. (2019). Sexual harassment in academia:

Ethical climates and bounded ethicality. Annual Review Of Psychology, 70, 245-270.