Managing AIDS

IntroductionIn the smudge with forth right(a) Deloisio, a middle conductor who had aid, blue jean Langone Smith had one of the superior tests of her career. She was encountered a case of the type which so many managers can start across, as one in every 250 Americans has been diagnosed with the plague of the twentieth century, un little the situation is so delicate that few books can service of process a fewone in managing position to sort out the ethical issues that refer to it.Managing AIDS Issues To ConfrontIn a sense, managing a person diagnosed with AIDS is similar to managing any other person who has been diagnosed with a different last-place illness like cancer or tuberculosis in the closing stages. However, AIDS is a special social phenomenon due to the stigma associated with this contagious disease. It has come to symbolize the bohemian lifestyle of the homosexuals and prostitutes, and many people tonicity that a person is to blame for having incurred such a c ondition. Besides, despite the aesculapian professionals assurances, there are still fears that a person with this condition whitethorn infect somebody in the environment, which makes the removal of such a person from the group desir qualified for some.One more issue that was associated with AIDS in clicks case was his frequent absences. He in some ways had to use Jean and others to be able to pay for his disease. The employees at DEC had to put in wasted time and carry the extra workload to compensate for his frequent palmments. Besides, people were not even cognizant roughly the reason of his absences, and thus had a reason to believe that he was unless using them to take time off work to meet to his personal matters.Utilitarian PerspectiveIf Jean had viewed the happenings from a utilitarian perspective, she would merely be concerned with the consequences of her decisions, and in evaluating those consequences, her primary focus would be the arrive of happiness or unhapp iness of the people that would result from it.Thus, dismissal of Frank Deloisio seems a plausible alternative. If he had been fired for his illness, the company would have to step in him with a different person who would most likely be able to handle the responsibilities, devoting more time to them. Then all the employees would be happy, as they would be relieved of their extra responsibility. As for Frank, he would be less important, as his troubles are those of a single person.Deontological PerspectiveFrom a deontological view, it is inevitable to do what is right regardless of the consequences. The view taken and the practical go depend on the stance adopted towards what is right or wrong.Thus, if the right occasion is standing by the brainsick person, then the right thing is to help Frank in his predicament, sharing his responsibilities. One could say that a sick person is not able to care for oneself, and thus it is reverse from the ethical standpoint to share the benefi ts available to other people to help the sick one.On the other hand, if one adopts the view that the ultimate veracious is efficiency, then Franks dismissal is a viable option as he is clearly in the way of the companys success. His replacement with a different person would contribute to the efficient cognitive process of the company as a whole.Fairness to AIDS-Infected PersonFairness essence dealing with people honestly and in accordance with principles. In this sense, the managers obligation consists in dealing with employees fairly, without bias or prejudice. Thus, a person suffering from AIDS should be dealt with in the same elan as any other person who is suffering from a thoughtful healthyness disorder. This withal means that the manager should induce all the employees to treat the one infected with AIDS in the same manner.Thinking about RightsMaintaining the rights of a person requires the adherence to a certain set of principles. For instance, the sick person has the right to confidentiality, and this is what Jean has been trying to do for Frank. Besides, Frank was to a fault entitled to companys medical insurance, and the full coverage of the be associated with his illness. Regarding a case from this perspective involves the maintenance of a number of rudimentary principles, but there is always the danger that something might fall through the cracks. For instance, if the person is not entitled to a change in problem responsibilities, this will not be pursued by the manager as it is not part of the sick employees specified rights.How Jean DidJean, although spur-of-the-moment to deal with a situation like that, lived up to the challenge of answer organizational problems in her department. She was not reached by the AIDS programs to the extent that she could derive her knowledge of what she could do from that source, and thus she was acting based on her birth ethical judgement.Jean went far beyond what was necessary according to the formal ities at the company. She assisted Frank in adjusting his responsibilities to suit his current health conditions, and even had an idea to coin a new position intentional for him where he could emphasize his technical skills, without putting pressure on him that he could not handle. When his health deteriorated, she relaxed his responsibilities even further. This raised her authority with the personnel, allowing people at the company to see that she was ready to go beyond what was prescribed by the rules to accommodate her employees.In a way, her own ethical perspective was changed if previously she looked at the people as professionals, restricting her relationship with them as a purely business one, now she could salute that she was ready to see them as unique individuals that are important not only as cogs in the machine. Perhaps the clear-cut nature of the case that involved helping a sick person helped Jean to make a leap from a strict and formal manager to a life-and-blood p ersonality. If Jean had been confronted with a more ethically ambiguous case like accommodating the frustration of person in the middle of a divorce, she would be more tempted to think a vast the lines, They have to cope with their problems on their own. Facing a situation of someone hopelessly ill changed her behaviour and views.ConclusionJean did well up as she preserved the rights of a sick person, acted fairly, and was good at maintaining the canonical principle of helping a sick person. Jeans actions were also right from the utilitarian perspective in a sense. Supporting an employee in need helped her to uphold her image in the eyes of others, as well as the image of the company. The employees at DEC were able to draw the proof that if they fall ill with AIDS, they can probably expect the same reactive and insightful treatment.This idea is going to boost their morale in the long run, and increase their loyalty for the company. The case made headlines, which is going to serv e as positive publicity for DEC, elevating the corporate image. It is perhaps unfair to suspect Jean of such a motivation being her primary driver, but this serves to show that her actions gain support from both deontological and utilitarian perspective.