California Southern University
May 28, 2014
“Harassment” at Brademore Electric
Introduction In this case study it is very clear that a problem has occurred between Keith, a manager and his new hire Maura. In this situation, Keith has made advances toward Maura using his position and the fact that he provided a job for Maura as leverage. After an initial acceptance of Maura for one event, the invitations became consistent and persistent. Keith’s emotions and fantasy’s became more elaborate and were shared with other employees in Keith’s circle. This information was disclosed to the Vice President not only by Keith’s colleague but by Maura as well. The main question comes in what the Vice President should do. In the case study, he decides not to take action, and wait until the offences become worse. He chooses not to address the issue. This is clearly the wrong choice.
As we look at the case study there are three things that are clearly wrong and should not happen. The first is Keith’s initial process in asking out Maura. The second is the way Keith persisted in continually asking her out to overnight activities. The third issue falls in the court of the Vice President and his lack of action in how it relates to the information he is provided. As we look at Keith’s initial action of asking Maura out, which in itself is not wrong. The issue comes in when Keith does not take “no” for an answer. He becomes completely unaware of the cues being presented to him by Maura. This becomes very dangerous for any manager in any situation. And in a situation such as this it becomes even more dangerous because it can create a hostile work environment. She clearly has stated from the beginning that she was uncomfortable, and yet he used his position as leverage to get the answer he wanted. Secondly, Keith continues to push for additional outings
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