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Business Law and the Regulation of Business 11th Edition by Richard Mann, Barry Roberts
النسخة 11الرقم المعياري الدولي: 978-1133587576Business Law and the Regulation of Business 11th Edition by Richard Mann, Barry Roberts
النسخة 11الرقم المعياري الدولي: 978-1133587576 تمرين 2
You are the sales manager of a two-year-old electronics firm. At times, the firm has seemed on the brink of failure, but recently it has begun to be profitable. In large part, the profitability is due to the aggressive and talented sales force you have recruited. Two months ago, you hired Alice North, an honors graduate from the State University, who decided that she was tired of the Research Department and wanted to try sales.
Almost immediately after you sent Alice out for training with Brad West, your best salesperson, he began reporting to you an unexpected turn of events. According to Brad, ''Alice is terrific: she's confident, smooth, and persistent. Unfortunately, a lot of our buyers are good old boys who just aren't comfortable around young, bright women. Just last week, Hiram Jones, one of our biggest customers, told me that he simply won't continue to do business with 'young chicks' who think they invented the world. It's not that Alice is a know-it-all. She's not. It's just that these guys like to booze it up a bit, tell some offcolor jokes, and then get down to business. Alice doesn't drink, and, although she never objects to the jokes, it's clear she thinks they're offensive.'' Brad felt that several potential deals had fallen through ''because the mood just wasn't right with Alice there.'' Brad added, ''I don't like a lot of these guys' styles myself, but I go along to make the sales. I just do not think Alice is going to make it.'' When you call Alice in to discuss the situation, she concedes the accuracy of Brad's report but indicates that she's not to blame and insists that she be kept on the job. You feel committed to equal opportunity but don't want to jeopardize your company's ability to survive. What should you do?
Almost immediately after you sent Alice out for training with Brad West, your best salesperson, he began reporting to you an unexpected turn of events. According to Brad, ''Alice is terrific: she's confident, smooth, and persistent. Unfortunately, a lot of our buyers are good old boys who just aren't comfortable around young, bright women. Just last week, Hiram Jones, one of our biggest customers, told me that he simply won't continue to do business with 'young chicks' who think they invented the world. It's not that Alice is a know-it-all. She's not. It's just that these guys like to booze it up a bit, tell some offcolor jokes, and then get down to business. Alice doesn't drink, and, although she never objects to the jokes, it's clear she thinks they're offensive.'' Brad felt that several potential deals had fallen through ''because the mood just wasn't right with Alice there.'' Brad added, ''I don't like a lot of these guys' styles myself, but I go along to make the sales. I just do not think Alice is going to make it.'' When you call Alice in to discuss the situation, she concedes the accuracy of Brad's report but indicates that she's not to blame and insists that she be kept on the job. You feel committed to equal opportunity but don't want to jeopardize your company's ability to survive. What should you do?
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Case summary:
The case deals about Ms. A, a sales girl who decided that research was boring and instead she wanted to try sales management. Hence, she joined in a two-year-old electronic firm. As soon as she joined, the company seemed to be profitable. She was once sent out with an experienced sales representative Mr. BW, to promote their sales.
On their return, Mr. BW complained to the owner of the electronic firm that she must be sent out of the company. In addition, he added that she was confident and a smooth person but many of the old customers do not like a girl to be a sales representative. They felt that she overacted too much as if she knew everything but she was not a girl of that type.
When the owner discusses about this to Ms. A, she accepts the point of Mr. BW but she insists to the owner that she wants to remain in the company.
The owner of electronics firm can do the following:
This situation comes under the ethical theory of utilitarianism. If Ms. A is allowed to continue in the business, then the company might lose a set of customers. There is a probability of the firm to face economic difficulties. However, the problem of equality crops in here. There is discrimination of employees based on sex and race (probably).
The owner must act impartially to both the sales representatives. He must divide the sales for each sales representative. Ms. A must be allowed to take care of her set of customers and Mr. BW must be allowed to take care of the old customers who do not have interest in girls.
If the owner does it, then he can act efficiently in the needs and wants of both the customers and the employees.
The case deals about Ms. A, a sales girl who decided that research was boring and instead she wanted to try sales management. Hence, she joined in a two-year-old electronic firm. As soon as she joined, the company seemed to be profitable. She was once sent out with an experienced sales representative Mr. BW, to promote their sales.
On their return, Mr. BW complained to the owner of the electronic firm that she must be sent out of the company. In addition, he added that she was confident and a smooth person but many of the old customers do not like a girl to be a sales representative. They felt that she overacted too much as if she knew everything but she was not a girl of that type.
When the owner discusses about this to Ms. A, she accepts the point of Mr. BW but she insists to the owner that she wants to remain in the company.
The owner of electronics firm can do the following:
This situation comes under the ethical theory of utilitarianism. If Ms. A is allowed to continue in the business, then the company might lose a set of customers. There is a probability of the firm to face economic difficulties. However, the problem of equality crops in here. There is discrimination of employees based on sex and race (probably).
The owner must act impartially to both the sales representatives. He must divide the sales for each sales representative. Ms. A must be allowed to take care of her set of customers and Mr. BW must be allowed to take care of the old customers who do not have interest in girls.
If the owner does it, then he can act efficiently in the needs and wants of both the customers and the employees.
Business Law and the Regulation of Business 11th Edition by Richard Mann, Barry Roberts
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