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Case #4: Labor Relations

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Case #4: Labor Relations

Relevant Facts

Alan is the lead supervisor in the manufacturing department; Bob is a supervisor while Coot is an experienced employee in Bob’s group. The task that was given by the client required less time; hence the best strategy was needed to ensure it was done on time. Coot being more experienced than his supervisor, Bob felt that his boss’s schedule would not work. It never did, and his own schedule ensures that the item was finished on time. There was the conflict as Bob felt subordinated by his junior.

Ethical Issues Involved

The ethical issues involved are those of insubordination. Coot diverted Bob’s group from what his boss had provided as a schedule to his own schedule. He did not even bother to let his supervisor understand why he had to do that. Alan is a tone between supporting his supervisor and the employee who is under his supervisor.

Stakeholders

The primary stakeholders are the three characters in the case who are Alan, Bob, and Coot. Alan is the lead in the manufacturing department, Bob, the supervisor, and Coot, the employee in Bob’s group.

Possible Alternatives

Alan is the lead in the manufacturing department has alternatives for the case. He acknowledges that Coot did the right thing since his schedule made sure that the order was finished and delivered on time. He there can support him. On the other hand, his supervisor is a graduate who gives the department credibility for the customers. Despite having a wrong schedule for the order, Alan has to support him for the overall good of the department public relations.

Ethics of the Alternatives

Utilitarianism approves that the alternative that provides the best for a great number of people should be adopted. In this case, Alan needs to support the person who has the greatest impact on the department. Bob, despite having made a mistake in his scheduling, have a bigger impact and determines the credibility of the whole manufacturing department. If he is not supported as a supervisor, for example, he may decide to resign on the grounds of insubordination claims, and the department would lose credibility and hence customers. This would affect all the employees working in the department since they would not have any work to do, and they risk being laid off from work. On the other hand, Bob made the right schedule based on his experience as an employee, and it helped in delivering the order on time; hence the customer was happy and will return in the future. The customer is willing to come back since he is guaranteed timely delivery despite the order being just-in-time.

The manufacturing department would incur more cost if Bob is not supported and resigns since the credibility of the department will be lost. Bob’s rights as a supervisor were violated by Coot for insubordinations. He needs to be supported by both his boss and the employee he is supervising. Coot has the obligation of following instructions from his superiors. The alternative providing the greatest respect for the stakeholders is that of Alan supporting Bob and making sure that Coot understands that Bob is the supervisor. This action would not violate the principle of justice. The alternative to supporting Bob is the most consistent with the principles of justice.

Practical Constraints

Making an experienced employee like Coot listen and follow orders from an inexperienced supervisor like Bob is the most practical constraint. This is because his schedule proved superior and reliable compared to that of Bob. Alan should ensure that the two people work in harmony for the betterment of the department. They can always exchange ideas and agree while working on a project.

 

 

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