Management and Discrimination

Name of Student

Name of Institution

Abstract

This paper will assess case studies of unprofessional behaviors and discrimination by professionals and business people. In so doing, it aims at bringing to attention of the reader that such behaviors are unethical and should be avoided for the sake of a harmonious society.

Introduction

Racial /sectarian discrimination is whereby people in authority make decisions favoring one race or sect of people or people of a particular origin. It also occurs where biased decisions are made relying ethnic or sectarian groups in an organization (Akcam, 2009).

Case 1: The Root Causes or Sources of Conflict

One of the causes of discrimination may be because an individual belongs to a certain group (Callahan & Anderson, 2001). The manager wrongly perceived Eman’s application as undeserving based on their racial and sect differences, and discriminated against her. Although Noor had fewer qualifications than Eman, the manager hired her instead of Eman who was more qualified and more experienced. Consequences of such cases like Eman’s, if left to go unaddressed, may make people give up in life not because they are not qualified, but because they been victims of discrimination. As a solution, people’s rights should be respected and protected. Discriminating against people on any basis is responsible for the increasing cases of conflicts (Chiplin & Sloane, 2001). Sectarian discrimination has caused many problems and its practice should not be entertained at all. Denying Eman a chance was the cause of conflict (protest over the manager) as a way of seeking justice for Eman (Repa 2010).

Balance of Bargaining Power

In this first case study, we find that the bargaining power of the employer seems to be more than that of employees. This is seen in the case study where the saloon manager has the final say on whom to employ. The manger therefore denied Eman a chance although Eman was more qualifications than Noor. This is evidence that the employees have little bargaining power. For principles of justice and fairness to prevail, employees should form an association so that they have bargaining power and for protection of their basic rights including not to be discriminated against on any basis.

Case 2: The Root Causes or Sources of Conflict

In this case, we find the height of discrimination where even doctors discriminate against helpless Sunni casualties. Sectarianism prevailed over the doctors’ moral and noble obligation to act professionally. Except for one doctor, other doctors refused to cooperate in treating the victims who were not their sect members. The victims had a right to be treated even if they were of a different sect. This kind of discrimination also causes conflicts as people may rise to push or lobby for their rights. Discriminating against the Sunni students was unethical (Gabriel, 2010) since all doctors are under the Hippocratic Oath to keep patients away from harm.The Bargaining Power Balance

Doctors have a bigger bargaining power over patients since their specialty is a rare skill, which, only them have. By default, patients are at a disadvantaged position to bargain with doctors. They can only hope that the doctors will act professionally or that the law will prevail in case of any unethical behavior from the doctors. It means that the bargaining power of the leaders in the medical field is higher because they decide whom to favor. The doctor who volunteered had little bargaining power to convince the other doctors to help him. Bargaining power of the victims was low since they were not professionals and had to rely entirely on the doctors.

References

Akcam, T. (2009). A shameful act: The Armenian genocide and the question of Turkish responsibility. New York, NY: Metropolitan Books.

Callahan, G. & Anderson, W. (2001). The roots of racial profiling: Reason online reason foundation. New York, NY: Cengage Leanings.

Chiplin, P. & Sloane, P. J. (2001). Tackling discrimination at the workplace: An analysis of sex discrimination in Britain. London: CUP Archive.

Repa, K. B. (2010). Your rights in the workplace. Michigan, MI: Nolo.

Gabriel P., (2010). How to Be a Great Leader and a Great Manager both At the Work Place and At Home. New York: Blue Sky