Management skills assignment Essay Example

  • Category:
    Management
  • Document type:
    Case Study
  • Level:
    Undergraduate
  • Page:
    2
  • Words:
    814

МАNАGЕMЕNT SKILLS 5

Management Skills

Question 1 Response

In Australia, the equal employment opportunity legislation prohibits specific forms of discrimination by employers in the workplace. The legislations makes it unlawful for companies to engage in differential treatment of employees based on race, gender, marital status, sexual orientation, ethnicity, disability, color and age among other class distinctions. Under this legislation, companies have a responsibility to ensure that employees and job applicants have fair opportunities in the hiring process, in compensation and promotions, and in access to professional development and training opportunities. Companies are also required to provide employees with a safe workplace free from intimidation and harassment (Stockdale & Faye, 2004).

Under the affirmative action, companies have the responsibility to ensure a level playing ground for females, members of minority groups and individuals with disabilities. This means that Australian companies have a responsibility to encourage increased participation of workers from protected groups such as the Aboriginals. The most common step is to voluntarily develop a plan for affirmative action as a guide for hiring workers from protected groups. Such plans can promote diversity in the workplace by ensuring that qualified job applicants from protected groups have equal opportunities as other applicants (Stockdale & Faye, 2004).

Question 2 Response

Certain questions asked during an interview can be inappropriate because they can laedto discrimination of job candidates. The female interviewees in the case study could have handled the inappropriate questions by refusing to answer them and informing the interviewers that the questions were unlawful under equal employment opportunities laws and affirmative action. In case the appropriate questions were relevant to the job under consideration, the women could ask the interviewers to clarify before answering. Sometimes, the interviewer could have asked inappropriate questions unintentionally. In that case, the women could respond politely and focus on the substance rather than the intent of the questions (Stockdale & Faye, 2004).

The women could also handle the questions by filing a complaint with authorities if they felt that the inappropriate questions had an impact on the hiring decision. A discrimination claim under the affirmative action and equal employment opportunities legislation can be investigated and the victim compensated for the unfair hiring process. The women could also complain to the company’s human resources manager or company owner. This way, senior management could become aware of the existence of unfair hiring practices in the company and take appropriate action to remedy the situation (Stockdale & Faye, 2004).

Question 3 Response

The inappropriate comments made by Tom were an indication of discrimination against Varinderjeet based the latter’s religion, ethnicity and nationality. Varinderjeet could handle these comments by informing Tom that his rights as a member of a minority group are protected under the law. Therefore, Varinderjeet could rightfully and politely refuse to change his name or remove his turban. Varinderjeet could also report the matter to human resources and ask that formal investigations be made concerning the allegations (Stockdale & Faye, 2004). It is possible that Tom’s comments were not reflective of the company’s official position about treatment of employees from minority groups. Therefore, by reporting the issue, it could help the company to encourage its employees to embrace diversity by treating everybody equally. Varinderjeet could also ask that corrective or disciplinary action be taken against Tom if it is found that his comments violated the company’s discrimination policies.

Question 6 Response

Although a company may have a formal anti-discrimination policy, subtle forms of this vice may always exist in the workplace. The most common subtle form of discrimination is asking suspicious questions during a job interview. These questions may indirectly touch on a job candidate’s age, race, sex, family background and other classifications protected by law. Another subtle form of discrimination is when disparate disciplinary actions are taken against employees. This can happen through wrongful discrimination and preferential imposition of disciplinary action on employees. Failure to provide appropriate accommodation to for employees based on their religious beliefs or physical disabilities is also a form of subtle discrimination. The law requires that employers provide their workers with reasonable accommodation to enable them perform their duties well (Stockdale & Faye, 2004).

The third form of subtle discrimination is disparate decisions in promotion of employees. This happens when senior management does not reflect the overall composition and diversity of the workplace. In the case study, for example, women are more concentrated in entry level and junior positions than men. This shows that women are not allowed to advance beyond lower levels of employment, which is a form of discrimination based on gender and sex. Lastly, subtle discrimination also happens when a company fails to swiftly address reported cases of discrimination. Doing so can be regarded as a way of condoning discrimination, albeit indirectly (Stockdale & Faye, 2004).

References

Stockdale, M. S. & Faye, J. C. (2004). The Psychology and Management of Workplace Diversity. Boston: Wiley.